Facilitate September 2019

September 2019 / FacilitateMagazine.com

HISTORY LESSON Maintenance and management in a Grade I listed library

Taster edition

HUMAN CONSTANTS Key considerations when creating an employeecentred workplace

WELL TO-DO Determining your organisation’s wellbeing project priorities

FAC I LITATE

SEPTEMBER 2019

CONTENTS AN A LYS IS

6 WELLB EI NG BY APPOIN TME N T Service firms are introducing wellbeing and social impact into job titles

COVER: ISTOCK / SHUTTERSTOCK (COMPOSITE)

8 M ENTAL HE ALTH Why is mental wellbeing at work still such a taboo subject?

9 B U RN IN G OUT ‘Burnout’ is now listed as an occupational phenomenon by the WHO 10 FLEX I BLE WORK IN G The demand for flexibility in working and workspace continues to grow 15 AUTO M ATI C FOR THE PE OPLE AI and automation are changing and challenging our sector

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 0 PE R SPE C T IV E S The four most interesting and insightful opinions on FM this month

46 CAREER WOMEN Vicky Lopez offers advice to women working in a male-dominated industry

3 7 A BIT A BOU T YOU Judit Balazsi, engineer coordinator at The Connaught Hotel, London

47 LET ’S BE MORE INCLUSIVE Those with learning difficulties should not be excluded, says Kerrie White

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

48 SELL , SELL , SELL Learn how to pitch properly if you want to make the sale, says Ian Jones

4 0 SE PT E M BE R @ IWF M The people and projects currently informing IWFM activity

51 FIRE DOORS Never let cost compromise safety performance, urges Brian Sofly

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

52 HOT SEATS Quentin Petrykowski advises on the right seating for breakout areas

LONG FORM

16

DRAWING FROM THE WELL With mental and physical health issues increasingly identified, wellbeing has risen to huge prominence on the corporate agenda

25

TURNING THE PAGE The John Ryland’s Library is a Grade I listed building, which presents the FM team with a unique set of challenges

32

WORKPLACE DISCUSSION The IWFM brought together a group of industry professionals to debate the steps needed to create an employeecentred workplace

– 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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F RO NT D E S K A N A LY S I S

A

pproximately one in four people in the UK will experience a mental health problem each year, according to figures from the charity Mind.

What's more, up to 300,000 people with mental health problems lose their jobs each year – a much higher rate than job loss among those with a physical health problem.

Now, a survey of more than 2,000 workers older than 18 – conducted by market research agency Opinium -– has founs that more than half of all workers have struggled at some point with mental wellbeing.

The study, carried out with Warwick University, also found that many of those who have struggled with their mental wellbeing have never told an employer (67 per cent).

Struggling with mental health problems remains a topic that people feel uncomfortable talking about at work. Three in 10 sufferers said they did not take time off when they struggled with their mental wellbeing because they wanted to keep it to themselves.

This compares with just 11 per cent of those experiencing physical ill-health not taking time off for this reason.

Only two-fifths (41 per cent) of workers felt they could talk openly to their employers about their mental health and wellbeing despite three-fifths (62 per cent) of senior managers being happy for employees to talk openly about these issues.

Even though there were concerns about time taken off for mental wellbeing, those who did said that the time they took to rest and recover helped them feel much better on returning to work (53 per cent), and improved their productivity (59 per cent).

Although time off helped,

54 per cent still felt pressure to return to work too early – suggesting that employers need to make it clear that employees should take time off for their mental wellbeing when they need to, as this can help to reduce presenteeism.

Separately, a major study at the University of Chicago found that air pollution could be causing mental health problems later in life.

The study published in the journal PLOS Biology analysed health data from 152 million people in the US and Denmark over 11 years and found that “air pollution is significantly associated with increased risk of psychiatric disorders”.

The study stated that “pollutants affect the human brain via neuroinflammatory pathways that have also been shown to cause depression-like phenotypes in animal studies”.

The researchers found

that the strongest predictor for bipolar disorder diagnosis, after a population’s ethnicity composition, was air quality.

The researchers said: “Far fewer studies have explored the links between physical environments and mental illnesses with a small subset of these specifically focused on environmental pollution or its constituent toxicants. Yet concern has been growing about the diverse negative health effects of air pollution, raising the possibility that air quality may play an important role in mental health and cognitive function.”

HEALTH & WELLBEING

WORKERS STILL FEAR TALKING ABOUT THEIR MENTAL HEALTH WORDS: HERPREET K AUR G R E WA L

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LO N G FO R M

W EL L B EI N G ’ S W H AT A N D W H Y

We should define mental health – not as an illness – but as the fundamental condition for living a good life and being able to deal with inevitable problems.

This helps to avoid the stigma of mental health discussions but also acknowledges that struggling responses to stress and interactions with with our re world is not the same as being mentally the wo unwell. It’s “emotional dysregulation” not unw mental illness, Thomson adds. m Changing the narrative also means organisations need to stop fixating

on the negative. They should favour the “positive psychology point of view”, Thomson says. For example, when a survey shows that 40 per cent of an organisation’s workforce is unhappy, why not focus on the factors that are making the other 60 per cent happy – “what are they doing that other people aren’t?” she asks.

Organisations need processes to help those with mental illnesses but the overarching conversation should address how we can all achieve positive psychology and empowerment.

SIMON HEATH

The IWFM asked attendees at the Facilities show to explain what wellbeing means to them. Illustrator and workplace consultant Simon Heath depicted the responses of passers-by.

The result is broad in scope, sometimes playful, sometimes practical, a bit provocative, but always artful. The variety points to a fundamental issue: how we define wellbeing is as much a part of the challenge as delivering services to support it.

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G E O G R A P H I C A L CO NTE X T

1890: The library began construction and was surrounded by slums and crushing poverty.

2019: It sits next to Spinningfields, the hub of Manchester’s corporate and law community, which was built to regenerate the city after the 1996 IRA bomb.

CASE STUDY

The John Rylands Library

BEHIND THE SCENES ON KEY PROJECTS AND PLACES

The John Rylands Library, The University of Manchester, 150 Deansgate, Manchester M3 3EH @TheJohnRylands Sites: 1

Buildings: 1

Rooms: 100 (approx.)

Architectural Style: neoGothic, opened 1900

Special features: Bronze, bottle bottoms were used for the glazing, lighting and heating systems, elevator, and glass stacks

C ASE ST U DY

PHOTOGRAPHY: UNIVERSITY OF MANCHESTER

TURNING THE PAGE

The John Rylands Library, managed by the University of Manchester Library, is a historical grade I listed building that requires a unique set of facilities maintenance practices and considerations.

Mike Kelly, library space development manager, shares the challenges of balancing historical aesthetics with contemporary demands

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INSIDE 30 32 36 37 38

Perspectives – four original opinion pieces Creating the employee-centred workplace FM @ Large – seen and heard this month Behind the Job – Judit Balazsi Evolving your health and safety strategy

Y

ou will have read in our cover feature, ‘Well is other people’, how Jonathan Gawthrop, director of health, safety and wellbeing at EMCOR UK, referred to a salutogenic approach to wellbeing.

But what does it mean?

‘Salutogenesis’ comes from the Latin ‘salus’ and Greek ‘genesis’ – ‘health’ and ‘origin’, respectively. But it was medical sociology professor Aaron Antonovsky who created the salutogenic model and wrote about it in his 1979 book Health, Stress and Coping, as a way of understanding why some people crumble under stress and others show resilience.

His is a positive approach to health and wellbeing, examining the factors promoting people’s good health despite being under stress. It runs contrary to ‘pathogenesis’, which looks at the causes of diseases.

VIEW POINT

and comprehensibility.

People should feel enabled to face challenges, access resources to deal with them and, finally, find meaning in overcoming them.

From a workplace design perspective, Christopher Glass, managing director of Workagile, defines salutogenic design by borrowing words from Carolyn Rickard-Brideau, corporate president at architectural consultancy Little: “A measurable aspect of design that can help people operate at peak performance and help them to maintain physical and mental wellbeing. It is the ultimate

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 investment in people in an architectural sense.”

So rather broadly, it’s about providing conditions to keep people well rather

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

BUZZWORDS

than reactively trying to cure their ailments, which in the workplace context could include focusing on provisions to reduce stress and despondency by improving air and light quality, for example.

Don’t forget community

Separate research from the University of Cardiff shows that a salutogenic approach enables people to feel empowered to respond to the challenges they face and the space to find meaning in them. But it adds that access to community networks is also a vital component.

SALUTOGENESIS

What does it mean for the workplace?

Driving the salutogenic model, is a sense of coherence, says Professor Maurice Mittelmark at the University of Bergen, Norway.

Coherence comes from manageability, meaningfulness

PHOTOGRAPHY: ISTOCK

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V I E W P O I NT

WORKPL ACE DISCUSSION

They may feel they haven’t been part of the decision, pushing back against the workplace manager and recruiting others to join in the dissent.

Data speaks to people who like data and it speaks to the logical side of the brain. But you’ve still got to fight the emotional and political sides. If the logic of the data doesn’t convince, you may need to tug on emotions or lobby to others for change.

PARTICIPANTS CHAS MOLONEY, marketing director at Ricoh UK

CHRIS MORIARTY, director of insight and engagement at IWFM IAN JONES, director of workplace services and estates at ITV

NIGEL OSELAND, environmental psychologist and workplace consultant PETER BROGAN, head of research and insight at IWFM RACHEL EDWARDS, senior workplace consultant, development at Lendlease

JENNY THOMAS, head of marketing communications at IWFM

RICHARD SUTHERLAND, business development manager at Ricoh UK

JULIA THOMAS, services marketing development manager at Ricoh UK

SIMONE FENTONJARVIS, workplace consultancy development director at Ricoh UK

KARI ALLEN, head of partnerships at b2bpartnerships

TIM HOLLANDS, senior property services manager at Landsec

NEIL USHER, chief workplace officer at GoSpace

TONY KNIGHT, business development manager at Ricoh UK

But the data alone won’t be enough – people’s preconceptions will remain a barrier to change.

Different types of data carry different types of weight, depending on who is using it. Some might favour space or cost metrics; others might favour opinion, people queues and occupancy feedback surveys.

Data can also be political. It can be accepted and rejected depending on people’s willingness to/desire for change. Those with organisational or social power within the company can impose a collective opinion even if the data contradicts it. The power plays often come from a middle management ousted from their private offices because the CEO has ordained the shift in working practice.

So perhaps flexible working with private spaces and greater democracy in the workplace occurs – but displaced mid-level managers may still be unhappy.

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A workplace should be efficient, effective and easy, and it should evolve along with the organisation’s culture. Indeed, the workplace is part of the culture – we need to think about change in terms of adaptation not adoption.

Give people the opportunity, tools, resources and knowledge to change themselves. When choosing a change model, don’t use decide, announce, defend (DAD) – that puts leaders first and users second; use engage, deliberate, decide (EDD) instead. The latter takes more time and effort, but yields better results.

At times, FM has been a selfdefeating force, overcomplicating design and change by focusing on minutiae rather than a broader view of people-related issues in the workplace. Creating a fantastic workplace and taking people on the journey is a simple proposition, but we tend to make it complex. Part of this is a lack of understanding WW W. I W F M .Oof RG .U K or lack of interrogation

PHOTOGRAPHY: JENNY THOMAS / ISTOCK / GETTY

THE CHALLENGE OF CHANGE MANAGEMENT

TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM preconceived ideas.

V I E W P O I NT

SEEN AND HEARD

Ideas and comments made around the sector this month

FM@LARGE

“The UK’s first ‘Good Work Standard’ will consider pay, wellbeing and diversity, and organisations that meet the criteria will be accredited as ‘good employers’ – a welcome initiative and it’s great to include wellbeing!”

“Next time you’re deciding whether or not to attend a networking event, think about whether you’re meeting new people in the most effective way and really being you – after all, personal relationships that are business-relevant are much more fruitful and go beyond the office” ADVICE FROM IWFM NORTH REGION CHAIR MARK WHITTAKER ABOUT THE VALUE OF NETWORKING

LIZ KENTISH, MD AT KENTISH & CO, ON THE VOLUNTARY BENCHMARKING SCHEME LAUNCHED BY SADIQ KHAN

“WE CAN MAKE A GREATER IMPACT

BY DEVELOPING AND DEPLOYING SOFTER SKILLS IN TANDEM WITH PROFESSIONAL KNOWLEDGE AND CAPABILITY, AND TOGETHER WE CAN HELP BUILD AND SUPPORT OUR PROFESSION’S HUMAN CAPITAL” IWFM CHAIR MARTIN G. BELL REVEALS HIS BELIEF IN THE PROFESSION’S POTENTIAL

“I have the technology, processes and space to work effectively and, crucially, I make am trusted d to ma ake k the the right rig ght choices choice c s – for the t e company th comp pany and our customers, for my team and for my wellbeing” SIMONE FENTONJARVIS, WORKPLACE CONSULTANCY DEVELOPMENT DIRECTOR AT RICOH, DISCUSSES HER OWN FREEDOM – AND INDEED THE PREREQUISITES – TO WORK FLEXIBLY

“How do you get the nextt generation into a career in workplace and facilities es management? We stop talking alking about it at conferences and go and talk to the next generation on directly.”

CHRIS MORIARTY, DIRECTOR OF INSIGHT AT IWFM, TUTE’S SHARES THE THINKING BEHIND THE INSTITUTE’S SCHOOLS PROJECT PROGRAMME

NOTED&QUOTED

“So many of the responses I get from people I’ve spoken to are ‘We’re alright doing stuff on our own’ or my favourite, ‘We’ve always done it this way’. How do you know that a better, easier, more cost-effective solution isn’t at the end of the phone, email or video unless you try?”

TREVOR CHAPLIN, DIRECTOR AT CANDOUR, DRAWS CONCLUSIONS FROM A LINKEDIN DEBATE HE STARTED ABOUT THE VALUE OF POSTING VIDEO MESSAGES TO SOCIAL MEDIA

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“WE KEEP MOVING FORWARD, OPENING NEW DOORS AND DOING NEW THINGS, BECAUSE WE’RE CURIOUS AND CURIOSITY KEEPS LEADING US DOWN TO ACCESS THE FULL NEWVERSION PATHS”

OFAMINOSSEHE FACILITATE SHERIN QUOTING WALT DISNEY AHEAD OF HER NEW ROLE AS MAGAZINE, JOIN IWFM DIRECTOR OF INFRASTRUCTURE AT UK MINISTRY OF DEFENCE AND OFFERING WSOUND W W. IADVICE W F M .O RG .U K FOR ALL BUILT ENVIRON ENV NVIRO ONM NM ENVIRONMENT PROFESSIONALS

V I E W P O I NT

A B IT AB O UT YO U

JUDIT BALAZSI is engineer coordinator at The Connaught Hotel in Mayfair

What do you do? I am

the engineer coordinator at The Connaught Hotel in Mayfair assisting the engineer department, hotel staff and contractors with any maintenance work orders.

What attracted you to FM, and how? Every day you

JUDIT BALAZSI

How long have you been in your current role? Three

“A FUN PLAY ON WORDS THAT I STRONGLY BELIEVE IN IS: IMPOSSIBLE = I’M POSSIBLE”

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

My role is predominantly operational as I plan the routine activities of the engineering team. My multitasking skills have become essential in this fastdriven world.

make someone’s day better, there is variety, and I work with fun co-workers in an exciting environment.

years, and I’ve also been awarded Employee of the Year within the wonderful time I’ve spent in the hotel.

PHOTOGRAPHY: ISTOCK / GETTY / SHUTTERSTOCK

BEHIND THE JOB

Both. I have to ensure all daily tasks and projects are allocated to the correct teams and monitor their progress. Updating other departments is key to making sure the operational team continues to run seamlessly and, most importantly, ensuring all tasks are completed.

Would you describe your role as predominantly operational or strategic?

A fun play on words that I strongly y believe in is: Impossible ble = I’m possible. High standards and d tight deadlines can n be overwhelming g at times, but everyone is supportive and the show must go on.

We all want to make the impossible, possible.

me there are no weird d days.

Ear bird or Early night nig owl?

male-dominant nt sector, I’d love ov to see more women join. It’s a wonderfully creative, teamspirited environment.

people and we all report to the director of engineering.

My top perk at work is…

The variety of talented people I get to meet and work with at The Connaught. From our awardwinning mixologist and Michelin-starred chefs to the talented architects and designers who collaborate with us on exciting projects, there is never a dull day. The friends and skills I have acquired since working in this role will last me a lifetime.

questions. As afraid to ask que Colin Powell fam famously said: “There is no su such thing as a stupid question, q only stupid answers.”

Knowledge is i power, build your confidence by co daring to ask questions and never be ashamed about it.

What wa was the weirdest day weirdes you’ve had in the office? Lucky for

If you could change one thing about the industry, what hat would it be? In this particularly

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

What single pie piece of you give to a advice would y young facilities facilitie manager starting out? D Don’t be

If I wasn’t in facilities management, I’d probably be… A pilot or an architect.

Planes amaze me and I want to learn how to fly. And I love buildings and want to know everything about them.

Which “FM myth” would you most like to put an end to? My two favourites: pressing the lift button more than once so it will come quicker, and the job is easy and we’re not thinking of the background work all the time. It’s not a miracle that everything is in working order: the lift goes up and down, the lights work, the toilet flushes, etc.

A li little bit of both. I like to bot be b up early to get ge everything done, don but I need the evening to relax. eve

What FM jjob in the world would you love more than anything? Being an

FM in an orangutan sanctuary to be surrounded by those amazing creatures, and doing the job I love while keeping them safe.

And where would FM be an absolute nightmare? A theme park. It’s so much fun when you are a visitor, but I wouldn’t be an FM there.

Your life outside FM mostly involves… learning more about orangutans to

myself ready for TOmake ACCESS THE the time I’ll work with FULL VERSION them (I have adopted some OF FACILITATE as well), studying to be a MAGAZINE, JOIN IWFM professional FM, and hitting

What has been your biggest career challenge to date?

The greatest challenge in the hospitality industry is to make everything possible.

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WW W.gym I W Ffive M .Otimes RG .UaKweek the with Carbon Coaching.

INSIDE 46 47 48 51 52

Vicky Lopez: Sisters can do it for themselves Kerrie White: Boosting inclusion in the FM workforce Ian Jones: If you’re selling, know how to pitch Brian Sofely: Fire door safety: Safety over cost Quentin Petrykowski: Take your seat

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

WOR KPLACE S E ATI N G

PHOTOGRAPHY: SOULSEAT

H

as anyone told you your psoas is a little short? Probably not, but years of sitting has shortened the strongest muscle in your hip flexors.

Try sitting cross-legged on the floor.

It’s tough. How about a full squat?

The chair and your psoas have an unhealthy relationship.

We’re not calling smoking the new sitting – as many have done – nor are we trying to ban chairs. But it makes sense to provide chairs that offer a variety of seating positions much as modern workplaces should provide a variety of workstations: it gives workers autonomy over how they move their

SITTING WITH A DIFFERENCE

bodies and how they choose to work.

The Soul Seat from Health By Design aims to do this. The seat has no arms or back so you can change positions throughout the day. When kneeling on the seat, for instance, your pelvis tilts forward into neutral position, which helps the femur rotate through its full range of motion as you move throughout the day.

“The hip flexors can be engaged and relaxed, strengthened and stretched throughout the day, taking pressure off of knees and ankles,” the company explains, and says its customers report benefits such as improved focus and

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energy, reduced back pain and muscle stiffness, stronger core muscles and increased flexibility.

The seat also has a low impact on the environment, says the company.

Its metal fabricators use 80 per cent recycled steel and the upholstery supplier provides materials such as Eco-Wise Wool, which is cradle-tocradle certified.

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

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

77%

2

Rates

2m workers missing out on holidays

(BikeRadar)

(TUC)

50% of chartered accountants in ‘toxic workplaces’

TOP

A study by FleishmanHillard Fishburn found that climate change is now in the top three issues that consumers expect big businesses to take action on, yet 84 per cent feel not enough is being done.

(Edie)

65%

Research by security firm Ponemon Institute and Devo Technology found that 65 per cent of of cybersecurity analysts have considered quitting their roles because of workplace stress.

(Verdict)

Source: GOV.UK

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

New research from the chartered accountants’ charity CABA shows that 55 per cent of chartered accountants consider their workplace to be toxic.

(Accounting web)

Britons back bottle deposit plan Almost three-quarters of Britons would support a nationwide deposit return system for plastic and glass drinks bottles and aluminium cans, a survey by YouGov has found.

(YouGov)

75 % Firms run Transitioning at Work policy

Cybersecurity analysts consider quitting

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

Almost two million workers are not receiving their legal holiday entitlement, partly because they do not have enough time to take all their leave, suggests a Trades Union Congress study.

A survey by National Travel Survey has shown that 77 per cent of people want to see cycling infrastructure improved.

Big businesses failing climate challenge

Economy

MILLION

77% of cyclists want better infrastructure

3

DATA

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

A survey of more than 1,000 managers conducted by the Chartered Management Institute (CMI) found that less than a third of managers (30 per cent) say their employer has a Transitioning at Work policy.

(Chartered Management Institute)

Consumer Price Index (CPI): The CPI 12-month rate was 2.1% in July, up from 2% in June. From June to July, there were large upward contributions to the change in the CPIH 12-month rate from games, toys and hobbies, and accommodation services, where prices for both rose by more than a year ago, and from clothing and shoes, and financial services. Offsetting downward contributions to change came from transport and, to a lesser extent, from domestic fuels.

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 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

Caterers rate new skills over pay rises

56%

A survey by online jobsite CV-Library shows that 55.6 per cent of people in the catering industry would prioritise learning new skills over a pay rise.

(CV-Library)

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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) has seen it establish itself as upwardly mobile in the division.

Elsewhere, many will be happy to see the back of silos, which look nailed on for relegation, while it’s something of a role reversal to see C-suite struggling to establish itself amongst the workplace / facilities management commentary elite.

Naturally those reliable performers ‘Innovation’ and ‘Procurement’ continue to vie for a space in Workplace Europe, while… (OK, that’s more than enough of this - Ed.)

Tabling a fresh insight into trending topics

PHOTOGRAPHY: XXXXXXXXXXXXX

B

ecause Facilitate’s offices adhere to the ‘fragile working’ concept – walls positioned at sharp angles to encourage literally bumping into colleagues as you turn corners - ephFMera has managed to catch up with / spill coffee over our editor on several occasions recently.

Unless you’re particularly keen to hear about Wealdstone Football Club or the life-changing potential of centralised workflows, such meetings are usually unremarkable. However, he did recently impart one particularly intriguing nugget of information: the leader comment you read earlier in this September edition is his 150th in the role! 150!

What’s more, because it’s pretty easy these days to search recurring ‘key words’ we’ve created a league table showing the frequency with which certain topics - oh, you’ll recognise them alright - have got a mention.

It transpires that one word above all others has proved most valuable to leader commentary, and, yes, you’ve guessed, it’s ‘value’ itself – very much the Manchester City of recurring themes in the workplace and facilities management sector.

To continue the Premier League metaphor, you should remember that although ‘social value’ appears to be struggling it’s only recently been promoted into the big league.

And while our editor didn’t mention wellbeing until May 2014, that topic’s connection to some important players

MENTIONED-IN-LEADER LEAGUE TABLE as at September 2019 Word

Count

1

- Value

68

3

- Outsourcing

22

2 4 5

6 7

8 9

- Technology - Innovation

- Procurement

- Communication - Flexible working - Sustainability - Wellbeing

10 - Culture 11

26 21

20

20 17

15

14* 12

- In-house

11

12 - HR

11

13 - BIM

10

14 - Standards

15 - Social value 16 - C-suite

17 - Agile working 18 - Silos

10 7

6 5

5

*(first instance May 2014)

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 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

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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 Liz Kentish, managing director, Kentish and Co. Pleun van Deurssen, EMEA regional facilities manager, JLL Anne Lennox Martin, FM consultant Jane Wiggins, FM tutor and author Simone Fenton-Jarvis, Workplace consultancy development director, Ricoh

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