Facilitate October 2019

October 2019 / FacilitateMagazine.com

Taster edition TAKING THE PULSE Assessing the skills and capabilities demanded of healthcare FMs

GIVING BACK How to make the most from volunteering at a senior level

SURGICAL PRECISION What healthcare FMs do to meet exacting service delivery standards

C R I T I C A L R O L E Ensuring estates and facilities management professionals are recognised for their part in healthcare delivery

FAC I LITATE

OC TOBER 2019

CONTENTS AN A LYS I S

6 LESSO NS TO LE ARN Think Tank report says government must outsource for the ‘right reasons’ 8 TRO UBLE IN STIR An independent report has discovered ‘multiple failings’ at HMP Pentonville 10 I N-H O U S E FM ON HOL D Strike action has delayed Bradford NHS Trust’s plan to set up an FM company

COVER: ISTOCK

11 CH AN GE OF LIFE Labour Party wants flexible working for women during the menopause 15 M U LTI SKI LL E D WORK FORCE FMs play a strategic role in delivering healthcare services to estates

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, changing our name to reflect the British Institute of Facilities Management (BIFM) becoming the IWFM.

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

44 HIGH FIDELITY Steve Roots shares his experience of volunteering as chair of IWFM

3 7 A BIT A BOU T YOU Keziah Hutchens, FM at Wiltshire Council, dreams of the Google way

45 PITCH PITFALLS Encouraging employees to play sport carries risks, says Adam Gomes

3 8 THINK TA NK Our takeaways on topics and trends that could affect your business decisions

48 MY POSH JOURNEY Louise Hosking shows the value of creating positive OSH narratives

40 SE PT E M BE R @ IWF M The people and projects currently informing IWFM activity

52 SKIN DEEP Avoid painful occupational skin disorders, urges Chris Brooks

41 C A LL S TO AC T ION The events and training options that deserve your attention

53 UP ON THE ROOF A condition site survey will improve roof maintenance, says Daren Fraser

LONG FORM

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SKILLS PRESCRIPTION Healthcare estates and facilities managers need a unique mix of skills to deal with the near-constant pressures of the sector

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MAINTAINING TRUSTS Estates and facilities managers in the NHS are responsible for the smooth operations of mission-critical equipment and assets

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ONE-HEALTH ECONOMY Greater collaboration between NHS organisations presents new opportunities for estates and facilities teams to seize

– your magazine

Facilitate keeps IWFM members and others up-todate on all workplace and facilities management issues, ensuring you are informed of the 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 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, insight, case studies,, best practice. event reports and much more.

Got a story? email editorial @facilitatemagazine.com

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LO N G FO R M SKILLS FOCUS

THE TIME IS NOW TO IMPROVE WORKFORCE DEVELOPMENT “There is no other environment where estates and facilities professionals are provided with such a breath of opportunity and the potential to make such a positive difference,” claims Paul Featherstone, who has been in the sector for almost three decades.

It’s why I was originally attracted to the sector, and it remains a privilege to play a part.”

Focusing on in-house requirements, Featherstone would like to see better succession planning and the development of “our own experts” through

the nurturing of “appropriately qualified people with appropriate levels of resources”.

He also believe recruitment and retention in the sector need to be better, as does performance monitoring of both in-house and contracted teams.

Last month, the IWFM, healthcare estates directors and other interested healthcare sector parties met in Manchester to help devise a sector-wide strategy to improve workforce development.

“We’re all sort of fishing in the same pond for expertise and

Issues of gender equality and diversity were highlighted in a recent workforce survey, as were entry points into the profession.

“Many of our workers came in through vocational avenues or apprenticeships,” says Daly. “That’s fine, but I also think we need more graduates. Every other NHS department has management grads circulating through it, but we don’t. We need more.”

A broader concern is demographics.

“Seventy-four per cent of the workforce is over 40 years of age, with 34 per cent being over 56,” Daly says. “We also have 2,000 people over 65 who are coming back after retirement to keep things going. But we don’t have the people coming in at the other end to replace them.

“The sector has been underinvested in and training budgets have reduced over time,” says Daly. “We haven’t invested in our core programme for leadership in a while, yet the skills we’re asking people to have are changing.”

Daly says NHS Improvement has worked hard to bring estates and FM up the corporate agenda to show how critical the built environment is to providing excellent patient care. She points to initiatives such as the new Healthcare

we’re all struggling to recruit the appropriate people,” says Featherstone.

Those already in healthcare FM could find themselves “typecast” because of its specialist nature, suggests recruiter Peter Forshaw.

But healthcare FMs’ skills are transferable to other sectors.

“They can often develop knowledge of numerous business functions that aren’t sectorspecific,” Forshaw says, such as health and safety, finance, security, building management and soft services.

G A RY L U P T O N , NHS Trust

F I O N A DA LY, NHS Improvement

Facilities MSc programme – the first of its kind in the UK, and offered either full-time or in modular form through UCL’s Bartlett Real Estate institute.

For now, says Featherstone, what is often an issue is a lack of qualified candidates.

Responses to adverts for well-paid jobs requiring certain qualifications and experience are often poor, with candidates misperceiving their ability to do a demanding job. “In fact, they don’t have the capability or experience,” says Featherstone. “There’s something missing in the system at the moment, which makes it really difficult to get the right people.”

NICK FOX , FM consultant

MARTIN B U R H O LT, Interserve

Contract management

John Carey, director of estates, facilities and capital planning at Medway NHS and Social Care Partnership Trust, wants better contract management skills. About two years ago Medway began outsourcing its maintenance and catering functions. “It was the right thing to do, and we have got a better product at a better value,” he says, “but it introduced something my people hadn’t had to do previously, which is manage those contracts.

Developing skills on specifications, contract management, the application of contract

24,000,000m

2

Physical size of the NHS estate

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MARTIN STEELE, NHS Property Services

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H U B B A R D, VINCI Facilities

LO N G FO R M

E S TAT E S M A I N T EN A N C E

in the there he ere e th tthat could be working with colleagues col co ollea o league ea ague e 400-500 yards away. So you really have re rrea eally ly yh ha av the process of swapping people around and getting co-located and that aro ro ound nd d an a improves im imp prov ov ves e interactions between teams.”

Overall NHS spend on its estates Preston Pre Pre esto ston on Gan, head of business services performance, directorate of facilities and a nd d pe erfo rf at NHS Grampian, contends that “there needs to be a balance between qualitative and quantitative data (both building and user) that reflects and matches patient outcomes, their experience and wellbeing, that are intrinsically linked to building and FM data, which helps to inform and shape how we deliver our services across our estate”.

The focus must always be on delivering the best patient experience.

“For example, if one of the clinical outcomes is ‘safe and effective care’ that underpins the clinical strategy, what clinical data would you extrapolate? What building and FM services data would you extrapolate to support the clinical environment to meet this?”

Available data across NHS estates is huge. But there are also multiple systems and applications used to gather and process data. Gan says: “Without effective management, we run the risk of establishing silos and duplicating similar systems or functions in use.” He suggests a better approach: categorise systems and applications as either core or specialist; the former required across the FM environment or across a number of FM service functions, the latter tending to be single-purpose and used by a single FM function.

Mapping core and specialist systems with associated data provides opportunities to optimise and maintain core systems and applications and potentially integrate with other systems, and identify systems and applications that can be eliminated, says Gan. Ultimately, estates and FM activity in the NHS looks set to continue being influenced by a uniquely challenging mix of political, social, technological and technical shifts.

Service providers such as VINCI Facilities are dealing with a great variety of maintenance concerns

HARD VS SOFT FM IN HEALTHCARE

In the NHS, hard and soft services tend to be categorised separately. Maintenance and hard FM projects fall under the estates umbrella, with soft services – cleaning, catering, portering – bracketed as FM. In Fox’s experience the two usually fall under the responsibility of the estates director and so act as one team.

But hard and soft services are not necessarily procured together with the “TFM concept” being uncommon, says Fox. “It tends to be put to separate providers or provided in-house.”

Integrating hard and soft services is “a missed opportunity” says Featherstone, “because estates and facilities should be one.

Those trusts that have taken an integrated approach generally have better outcomes,” he says.

But professional boundaries remain. Estates teams usually comprise engineers, surveyors or architects who sometimes see FM, with its cleaning and portering as the “poor relation” of the estates team. And yet, as Featherstone notes, “FM” has bigger budgets, a larger workforce and more direct patient contact through those services. “Far and away, facilities is the bigger player,” he says.

Integration of services can help to overcome inefficiencies.

For instance, a domestic cleaner could help hard service teams to identify problem areas – a blocked toilet, a faulty light – before patients do. This is what happens at Medway Hospital Foundation Trust, says Lupton, because “the senior team is really integrated and they understand their impact on each other”.

Lupton accepts that his situation is not the norm, as he’s seen hard and soft services often separated, as are capital investment and operational estate teams. “Building something from a capital perspective, you need to think about the impact on the life cycle costs... don’t just think about upfront capital spend, consider whole life cycle costs. Think about the maintenance; think about these guys already trained to understand these particular pieces of kit. You might want to pay slightly more for kit that these guys are going to recognise as a good brand.”

NHS Property Services has successfully integrated its hard and soft services, but Steele notes that “the very nature of the NHS infrastructure means services get fragmented” as trusts have different perspectives on how they want hard FM or soft FM delivered.

“We’re rebalancing our insource-outsource delivery.

And that’s given us a number of advantages,” Steele says.

“If we didn’t have the scale and the geographic reach, we wouldn’t be looking at this – but it’s something we should at least consider. As a result, we’re seeing the switch, and we’re seeing our self-delivery model growing.

That’s given us some service and cost upside. And, in addition, we are getting better and more focused commercial contracts with our supply chain.”

He stresses that he does not favour insourcing over outsourcing, merely the model that best suits a business’s W W specific W. I W F needs.

M .O RG .U K

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LO N G FO R M

PA RT N ER S H I P M O D EL S

Harris says “there is an awful lot of emphasis on patient care on both sides”, adding: “It’s also quite interesting that the tools and levers used by an NHS trust to get the outcome they want from that PFI provider can be quite challenging. Your PFI provider lives in fear that they’re going to be beaten by penalties.”

Indeed, there is also the view of PFI that service providers are having to operate within a culture of penalties, used by NHS partners to drive up performance, often resulting in troubled working relationships Using penalties as the main method for improving service quality can lead to service providers fearing their NHS partners.

But the premise of a PFI model remains sound. Funds are ringfenced to deliver specific outputs, and the private sector carries some of the risk. But Carillion’s demise shows taxpayers also shoulder the consequences – and that the build-and-operate model from construction-to-FM firms has not yielded the best results.

PFI contracts made longer-term planning for healthcare estates less prone to political variations in funding, Harris says. But there is room for improvement in any new form of public/private funding. In particular, says Harris, shared objectives should be better articulated in contracts.

Better metrics are needed to measure quality. “Most metrics are based on time: response times to complete tasks, schedules for when things need to happen,” Harris explains. Better would be to ask: How well was that job done? Did we fix the problem today or do we have to come back again when it next breaks? “The quick fix may be in line with the contract but not necessarily in line with a long-term best outcome for patients and the hospital.”

CLICKS & MORTAR

In May of this year, charity The King’s Fund published a report on the impact technology is likely to have on the NHS estate.

Its key findings were: Changes in technology are likely to result in a different NHS estate, rather than a smaller one.

New tech may provide opportunities to get more value from the existing estate, for example by supporting multipurpose spaces.

Challenges include the availability of strategic and technical skills within the NHS and the ability to access the investment necessary given pressure on capital budgets.

Technology and the estate have too often operated in silos. They should be brought

together as part of wider plans for change.

STPs and ICSs can play an important role in planning technology and the estate across organisations.

There is a clear role for national NHS bodies in supporting this work through common data and technology standards.

Successfully embedding changes in technology and the estate will require the full engagement of staff in the design process to ensure that changes in systems and their working environment meet their needs.

“THE PRIVATE SECTOR CARRIES TO ACCESS THE SOME RISK. BUT CARILLION’S FULL VERSION OF FACILITATE DEMISE SHOWS TAXPAYERS ALSO MAGAZINE, JOIN IWFM SHOULDER THE CONSEQUENCES” W W W. I W F M .O RG .U K

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INSIDE 34 36 37 38 40

Perspectives – four original opinion pieces FM @ Large – seen and heard this month Behind the Job – Keziah Hutchens Think tank – the ethics of AI Stuart Farnsworth: Institutional guidance

What ethnography is

Ethnographic research, or ethnography for short, is attributed to the 1922 work of anthropologist Bronislaw Malinowski. The method behind the research requires anthropologists or ethnographers to embed themselves for an extended period into the community they’re studying.

“An ethnography study aims to scientifically describe the culture of people or a group of people,” says So Young Hyun, workplace experience leader at Sodexo subsidiary WX. “It involves engagement with people for extended periods of time; watching, listening, asking questions and collecting or cataloguing relevant artefacts.”

Ethnographers rely on observations of people in the context under study, conduct interviews and gather data to make sense of the culture.

How it applies to business

Ethnographers arrive at an organisation’s workplace and observe its employees, their interactions, how space is used and any pain points.

The ethnographic data is compiled into a report, which creates employee personas and details their journeys in the workplace.

VIEW POINT

a composite model we create from the data we’ve gathered by talking to real people that represents a group of needs and behaviours.

They are profiles of specific individuals in our target audience,” says Hyun.

So typical personas would comprise an individual’s photograph, name, demographics, role, goals, behaviour, skills, environment, relationships, and scenario. “All of these categories flesh out a complete fictional user archetype based on the data gathered through our ethnography study,” Hyun explains.

How long does an ethnographic process take in the workplace?

For traditional ethnography research time is one of the researcher’s most important

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 tools. The longer they have, the more comfortable the subjects of their research will become. They will begin to act normally, at which point the ethnographer can start to understand the culture and community behaviours.

Short-term approaches are also valuable, especially when studying organisational teams. Observations could last 10 days to two months, depending on the project size and requirements.

BUZ Z WOR DS

Hyun says the approach is typically broken down into four steps or processes: Introduce the client to the idea of an ethnography study; Gain access to data about the building and its users to understand the site better and to tailor study methods; Conduct in-depth interviews and observe participants – a key step; and Analyse the data gathered from the observation to find useful insights and make recommendations to the client.

ETHNOGRAPHIC RESEARCH

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

What are employee personas?

“A persona is a fictional user archetype — ILLUSTRATION: GETTY

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V I E W P O I NT

SEEN AND HEARD

“YEARS OF CORPORATE LIFE TAUGHT ME TO WALK AWAY FROM THE INSTANTANEOUS RESPONSE TO SOMEONE ELSE’S BEHAVIOUR. THIS IS NOT COWARDLY. WHAT IT DOES IS ALLOW ME THE TIME I NEED TO PORTRAY MYSELF AND COMMUNICATE IN THE WAY I WANT TO, NOT THE WAY MY EMOTIONS SOMETIMES WANT ME TO.” CLAIRE CURRAN, MD AT LINAKER, STILL APPLIES HER MUM’S ADVICE IN HER WORKPLACE DEALINGS. JUST BECAUSE YOU FEEL A CERTAIN WAY DOESN’T MEAN YOU HAVE TO ACT THAT WAY

“Don’t do it because it’s a fad. Do it because there’s an outcome or deliverable at the end of it – because there’s a purpose.”

ADVICE ON WELLBEING NG EW INITIATIVES FROM MATTHEW ETY RAE, DIRECTOR OF SAFETY NE AND WELLBEING AT VODAFONE

“I gave a talk at our local high school a few weeks ago go and my advice was to ‘do what makes you happy’ – we spend a long time doing g this thing called work; you u need to be happy” VICTORIA O’FARRELL, MD AT MOTIVATIONAL VOICE, IMPARTS ADVICE TO THE YOUNG AND NOT-SO-YOUNG

Ideas and comments made around the sector this month

FM@LARGE

“I could buy a pack of seeds, plant them in my garden and jet off to the US, guilt-free on the carbon-offsetting mantra! In reality, it looks like a scheme where rich people and companies can attempt to buy ‘guilt-free’ travel or carbon consumption. These schemes schem tend to do more harm than g good.”

CHRIS MACKENZIE-GRIEVE, SENIO SENIOR INTERIM CHALL PROFESSIONAL, CHALLENGES THE RHETOR OR BEHIND RHETORIC TH REALITY THE

“S a lot of people would think that “So school holidays mean peace and quiet; that’s not the case for the world of FM – it means the one and only periodic/deep cleaning event.

The normal BAU crew steps up a gear and pulls out all the stops to create an utter fresh, clean vibe when footfall is minimal.”

CHURCHILL GROUP REGIONAL DIRECTOR CHERYL-ANNE SANDERSON REMINDS US OF FM’S ALWAYS-ON REALITY

NOTED&QUOTED

“If any of the 14 work styles we have ever created, or a hybrid of them, is right for you and it is implemented well, it will work; if it’s not right and yet implemented well, it won’t; and if it’s not right AND not implemented, well, you’ll likely be on LinkedIn posting about it” NEIL USHER, CWO AT GOSPACE, LISTS THE PREREQUISITES FOR SUCCESSFUL WORK STYLES

“Five years ago, mostt of the retail property in the country had outsourced ourced facilities management. nt.

More recently, however, er, asset owners have chosen osen to manage facilities internally.” ernally.”

THIS COMES FROM AN IWFM NIGERIA REGION REPORT, D WHICH CAN BE DOWNLOADED AT TINYURL.COM/ IWFM-NIGERIAREPORT

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KEZIAH HUTCHENS is regional facilities manager at Wiltshire Council

What do you do? I oversee

the management of a wide and varied portfolio of 150 operational and void assets in the north of Wiltshire for the local authority.

What attracted you to FM, and how did you get into the industry? I never set out to work in FM, but I took a maternity cover position for an office accommodation manager and after delivering multiple moves to support the council’s transformation programme and closing a number of buildings in the process, I was offered the position of facilities manager.

How long have you been in your current role? Six years

– three as a single-site facilities manager and three managing a wide and varied portfolio of assets.

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

PHOTOGRAPHY: GETTY / ISTOCK / SHUTTERSTOCK

between the two approaches; predominantly, I am a people manager. Having a high-performing team in place enables all the tasks to be delivered. I am a point of reference for the team,, who will check in with queries often ften throughout the e day.

Would you describe escribe your role as predominantly ly operational or strategic?

Both! My role is heavily operational, ensuring all the e buildings in a large portfolio are running as they should and d troubleshooting g

V I E W P O I NT

A B IT AB O UT YO U

BEHIND THE JOB

KEZIAH HUTCHENS “I WOULD LOVE TO WORK AT THE GOOGLE ‘LANDSCAPER’ AND EXPERIENCE THE GOOGLE WAY”” where needed. However, I do take time out to find out about new technologies, innovation in the industry and develop strategy for the future.

communication tion and more communication!!

If I wasn’t in facilities ties management, I’d probably be… A

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

photojournalist. I completed ed A-level photography and an art foundation degree, and I still have an old-fashioned darkroom in my loft! The technology moved on and I moved into FM.

currently lead a team of eight; four operations officers, one administrator, one surveyor and two trades operatives.

Reporting to the head of estates, we are working on a programme of rationalisation.

Which “FM myth” would you most like to put an end to? That it’s just cleaning and

My top perk at work is…

of the public decided to bring a WW1 hand grenade gren they found fo in the th garden into in the office. The building had to be evacuated until the bomb squad had attended and demobilised. Not a day I’ll forget!

Early bird or night owl?

Night owl, but working in FM I feel there is always a reason to be in early to ensure that everything is set up before the building users start their day.

security; it’s so much more!

The main building I work from is set in a park, and the portfolio is spread across the p p countryside – Wiltshire c it’s beautiful! it

What single piece of advice would you give to a young facilities manager starting out? Spend as much time working closely with other facilities managers, engineers and technical staff as you can. Their knowledge will be invaluable in understanding the role and getting to know the workings of your building.

And always try to get into the detail when things go wrong, understand why and learn from it.

What has been your biggest career b challenge to ch date? Managing a date

large office building that remained operational ope whilst whi major refurbishment refu works work were undertaken.

The unde key to success was engagement with engage staff and communication, co

What FM job in the world would you love more than anything? I would

love to work at the Google ‘landscaper’ and experience the Google way, or maybe a global FM role that would offer new challenges and exposure to different cultures.

And where would FM be an absolute nightmare? FM for a football club.

life outside FM mostly TOYour ACCESS THE involves…

I love to travel and FULL VERSION am a bit of a foodie too. I’m OF FACILITATE also renovating a house, which What was the weirdest day MAGAZINE, JOIN IWFM takes up a lot of my spare time you’ve had in the office? and me.Udevelop so The police occupy a part of one W W W.has I W Fhelped M .O RG K many new skills. of my buildings and a member

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V I E W P O I NT T H I N K TA N K

T HINK TANK

A QUESTION OF AI ETHICS A

This month we consider whether companies are considering ethics enough when it comes to enacting artificial intelligence (AI) and Internet of Things (IoT) technology in the workplace TOM PICKERSGILL

REMOVING HUMAN ERROR AI is increasingly being adopted by the FM industry as it can significantly improve efficiencies, save businesses money and free up employee time for more high-value work rather than dull, repetitive tasks. We’re seeing some job roles change with the introduction of AI – for the better. Human error is the weakest link in many business processes, but AI removes this risk and provides businesses with the up-to-date, relevant information they need, when they need it. One of the key benefits of AI is that it removes any subjective bias in decision-

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making – it’s purely data-driven rather than being swayed by opinion and experiences.

There needs to be a level of human oversight. AI should not be used to make the final decision, but it can highlight the relevant information quickly.

Our platform Broadstone uses AI to identify the best candidates for a role quickly, whittling down a list of, say, 3,000 to 10, which is a much more manageable number for the recruitment manager to review. This also helps the workers registered with us by highlighting the roles where they are most likely to be successful.

TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM W W W. I W F M, co-founder .O RG .U K and TOM PICKERSGILL CEO of Broadstone

ILLUSTRATION: ISTOCK

t a workplace conference last year Neil Steele of Asure Software stressed how sensor technology would only become more popular. But he added that while “sensor-based data collection” was “in and accepted” – the worker’s “perception [of it] is crucial to its successful adoption in the workplace”.

A recent report claimed that while companies are preparing for more use of AI and IoT, a discussion on the ethics of using such technologies is lagging behind.

The report, from call centre tech firm Genesys, saw 64 per cent of the firms it surveyed expecting to be using AI or advanced automation by 2022 in support of efficiency in operations, staffing, budgeting or performance.

Nevertheless, 54 per cent of those employers said that they were not troubled that AI could be used unethically by their companies.

Against this backdrop comes growing unease about the potential for errors in data leading to the creation of algorithms that “generate sexist or racist outcomes” (as described in a recent Forbes article) and introduce biases. AI use, we are warned, needs to tie in with a company’s corporate social responsibilities and in how it cultivates trust and transparency. So we asked: has your organisation considered ethics when looking to enact AI and IoT policies?

INSIDE

44 45 48 50 50

Steve Roots: Everyone can learn from volunteering with IWFM Adam Gomes: The pitfalls of encouraging your staff to play sport Louise Hosking: Positive narratives for occupational health Marcus Rose: The business case for water-saving technology Daren Fraser: How to conduct roof condition surveys

PHOTOGRAPHY: CHARLIE HEDGES

W

e’ve featured seats you can squat on and desks you can stand at – so a desk at which you can cycle was probably only a question of time.

Standing at your desk for parts of the day is now considered by many to be a useful way to combat sedentary work behaviour, but the Yo-Yo Desk Bike takes that one step – or a few pedals – further.

Sit-Stand’s MD Gavin Bradley says that the desk helps to “keep blood circulating and promote ongoing activity even when you are seated”.

Data from a study published in Frontiers in Psychology in 2016 showed that students using a desk bike reported reduced stress and anxiety, increased morale and motivation.

Light, low-impact activity at a desk bike could also benefit those with restless leg syndrome, Type 2 diabetes and high blood pressure – and even those wanting to move more during the work day.

The desk bike comes with a detachable desk top so it can be used on its own or placed IMPORTANT under existing BIKE STATS surfaces. SitStand suggests Price: £316.79 (ex VAT) placing it in Fits user heights breakout areas or between 160cm meeting rooms and 188cm where multiple Desktop can shift heights and distance staff members from seat can have access.

Seat adjusts by Advice is to pressing lever use the bike Eight resistance levels for tasks such Four caster wheels as researching, with 360-degree swivel reading and for easy transport checking emails, between rooms and to use the One-minute assembly same amount Desktop size 51cm (D) of energy you’d x 58cm (W) expend on a Bike size 96cm (L) x leisurely walk.

58 (W) x 108 - 123 (H) Riding slowly is Weight capacity: recommended.

Up to 135kg

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

DE S K BI KE

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INDICATORS Zeroemissions range worries EV buyers

Over half (57%) of electric vehicle buyers said that a limited zero-emissions range is still a barrier when they are considering buying an EV, shows a study by Venson Automotive Solutions.

[Venson Automotive Solutions]

24% of bosses think training for contingent workers is ineffective, says Kineo, a workplace learning specialist owned by City & Guilds Group. From freelancers to volunteers, these 1.5m workers on nonpermanent contracts form a large cohort of workers.

The facts, figures and projections worth being aware of

Rates

Brits want better recycling labelling A recent YouGov survey has found that almost 25% of British adults would be likely to recycle more at home if there were clearer instructions on product packaging about whether a product can or cannot be recycled.

Economy

[Kineo]

25%

Source: GOV.UK

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

72.1%

More women entering workplace

The percentage of women aged between 16 and 64 in work rose to 72.1% – the highest rate on record, according to the Office for National Statistics.

Consumer Price Index (CPI): The CPI 12-month rate (including owner-occupiers’ housing costs – CPIH) was 1.7% in August 2019, down from 2.1% in July 2019.

The key downward contributions to the change in the 12-month rate between July and August came from recreational and cultural goods and services (games, toys and hobbies, and cultural services), clothing and sea fares. Rises in air fares resulted in the largest, offsetting, upward contribution to change.

Gen-Y want to use unapproved apps at work Millennials, also known as Generation Y, are 1.5 times more likely to use unapproved apps for collaboration in the workplace than any other generation, according to a survey by Unify Square.

[Unify Square.com]

1.5x

Source: www.ons.gov.uk

Three-quarters of public want to work at decent firms Over three-quarters of people (76%) want to work for companies with a good reputation, according to the latest business reputation survey Everyone’s Business by the CBI, in collaboration with Porter Novelli and Opinium.

[Confederation of British Industry]

[Office for National Statistics]

3 _ 4

Firms slow to adopt workforce planning

TWOTHIRDS

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

[YouGov]

24%

Contingent workers’ training ‘ineffective’

DATA

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

Two-thirds of hiring managers believe that implementing workforce planning strategies will help to cushion the blow of rapid technological change – yet businesses have been slow to adopt and invest in these techniques.

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

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here are plenty of workplace and facilities managers who’ll recognise the simple truth in a recent research report claiming that business leaders who thank their staff experience “reduced staff turnover, improved staff retention and more successful talent acquisition”’.

Sixty-one per cent of UK workers surveyed by One4All Rewards said a company that rewards its staff with an individual cash bonus or gift card at regular intervals is a more desirable place to work. The same number (61 per cent) of workers stated that they would be more likely to apply for a job with a company that gifts staff with an annual cash bonus or gift card. Non-cash rewards such as treats, or gifts shared at regular intervals, would make a company a more desirable place to work for 56 per cent of respondents.

Now, let’s be clear, as the sponsoring firm One4all Rewards was looking to tease out detail about what incentives employers should consider offering when seeking to reward staff for their

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Hey, so you’re reading this final story – thanks! efforts. But when they say that “thank you is the most important phrase in the workplace”, there’ll be plenty here agreeing with the sentiment. So often the FM is the hidden element of an organisation’s successful operation, almost deliberately invisible as they go about ensuring all that lovely maximum uptime demanded of them. So often there can be limited or indeed no gratitude whatsoever for the facilities team toiling away in the background.

Perhaps there should be a unique form of gift card exclusively designed for those keeping the workplace working? It’s just a thought…

65% 40% 48% Workers motivated to work harder if they receive a cash bonus or gift card in recognition of their work

Workers less motivated if their employers do nothing to say ‘thank you’ or show gratitude for a job well done

Workers who say a lack of gratitude from employers makes them consider leaving [One4All Rewards]

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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 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

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