Facilitate's September Taster Edition

Taster edition

A new target and another shift in the p rsu of pu pursuit ssu ustain sustainable bes best p act pr practice

T OWA R D S

NET

ZERO

EMISSIONS

FAC I LITATE

SEPTEMBER 2020

CONTENTS AN A LYS I S

6 CATERI NG FI RMS J OIN FORCE S The Food Service Circle will help out-of-work colleagues 8 REM OTE WORK IN G RIS KS Businesses need to meet compliance standards for home workers 9 LI F TS AND E S CALATORS FMs must have the safe operation of these high-traffic assets front of mind 10 SO CIAL VALUE The government will require that all major procurement contracts explicitly evaluate social value 13 NEWS MAK E RS Ten top stories from Facilitate online

WHAT WE DO

Facilitate – the magazine and online news content resource of the Institute of Workplace and Facilities Management (IWFM) – keeps IWFM members and others up-to-date on all workplace and facilities management issues, ensuring you are informed of the latest developments and thinking.

COM M UNI TY

KNOW LE DGE

15 IWF M POLICY PIPE LINE A focus on how the industry can build back better

38 LOCKDOWN BLUES A new mum and FM shares her tips to maintain a healthy mind

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

39 FMS ON THE RUN How running helps to stabilise the mood and boost productivity

3 3 A BIT A BOU T YOU Ruby Cassin-Davies is workplace manager at Criteo

40 KICKING OLD HABITS The pandemic is a chance to change our entire relationship with work

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

42 KNOW YOUR CARBON Breaking down the jargon of the sustainability narrative

3 5 C A LL S TO AC T ION The events and training options that deserve your attention

43 TOXIC SHOCKERS Cleaners are at risk from dangerous chemicals

LONG FORM

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NET EFFECTS Sustainability is seeing shifting priorities as the road to Net Zero carbon emissions tussles with an evolving social value scene for pre-eminence

A COMMON GOAL Investors, developers, agents and tenants were all focused on the same Net Zero target – immediately before the pandemic struck

– your award winning magazine

Facilitate is the current holder of the Best Magazine (10-32,000 members) award, as voted for by judges at the Association Excellence Awards, a body which assesses the media brands of trade bodies, professional membership organisations and associations.

We have an ambitious programme for 2020 and look

forward to continuing to produce content that meets your needs.

We always work ahead, so please contact us if you have an angle or format we should be pursuing.

Got a story? email editorial @facilitatemagazine.com

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LE A D E R

COMMENTS

MA RTI N R E A D

FROM THE EDITOR

L INDA HAUSM ANIS

Those summer nights Be careful what you wish for, they say, and those words rang true when the beautiful weather and high temperatures we often cry out for arrived in August. Without leaving the house, I found myself sweltering in the tropics, which may have been fine if the heat hadn’t lingered long into the uncomfortable night.

But those discomforts were only a mild symptom of the far graver global ramifications of climate change if we all do not do enough, and soon enough. Thankfully, as this issue demonstrates, the brilliant men and women of our profession are leading the march towards a sustainable future, which is a source of relief and pride for me.

Challenges lie ahead; however, with challenge lies a golden opportunity to build back better post-Covid-19. Therefore, we must take a fresh look at the broader sustainability agenda and confront the challenges together.

One such challenge will be Brexit – a major theme in our findings from the IWFM Sustainability Survey 2020 in partnership with Inenco, which will be released later this month.

Another challenge includes the skills crisis our industry is expected to face due to the ending of the inappropriately but so-called ‘low-skilled’ immigration. We are working on attracting more people to our profession, but in the meantime, the anticipated skills shortage is another reason why Workplace and FM professionals must stay on top of their game, developing skills and knowledge and pursuing career progression.

We will discuss Brexit in our ‘Navigating turbulent times’ webinar series when it returns from a summer break on 9 September, so keep an eye out for that in your inboxes and on our website under ‘Events’.

LINDA HAUSMANIS is CEO of the IWFM

S

ix months ago, few bar a select group of evangelists would have predicted that so much typical office work could be achieved remotely.

Yet here we all are. For sure, the jury remains out on the long-term consequences – but the sky hasn’t fallen in and the productivity boost has been a welcome surprise. But now come the tests. As furlough money ends, economic reality is about to hit viciously. We are already in a potentially catastrophic recession, but the broader Covid-19 impact on business cannot be delayed further.

Business leaders and politicians now warn that if we don’t return to our city centre offices, firms on those offices’ peripheries will go the wall. Clubs, cafés, coffee shops, key cutters, all gone. Business leaders may be just selfinterested, but in different times these same politicians would be lionising the kind of innovative thinking that is seeing many firms considering a future in local hubs and remote teams, big city leases be damned.

What’s going to be really fascinating is seeing economic sustainability butting up against its environmental and social cousins. Because what now counts as ‘economically sustainable’?

Mass commuting? Low pay? Older, less green ways of heating buildings? Therein lies the intrigue. The pandemic has seen economic convention dismissed in favour of some pretty effective state intervention, and sustainability in its other forms has benefited from government intervention in recent years. The UK’s commitment to net-zero carbon emissions by 2050 has started to change radically the corporate real estate market. Legislation has also been changing the social value landscape. Public and private sectors, investors, developers, operators, tenants – a pretty remarkable amount of collaboration has been going on, all with government legislation forcing fundamental shifts in what we can all expect of buildings in terms of their energy and wellbeing performance – with FMs a key part in delivering it.

Can environmental and social sustainability survive the economic buffeting? Throughout this pandemic, many have suggested that if we can change so much, so significantly in such short order, we can surely do similarly with other critical goals. That’s about to be tested, and tested hard.

“SUSTAINABILITY HAS BENEFITED FROM GOVERNMENT INTERVENTION”

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MARTIN READ is the editor of Facilitate magazine

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

I

Built environment sectors

SOCIAL VA LUE

SOCIAL VALUE DUE TO BECOME A MUCH BIGGER REQUIREMENT

The FM sector has recognised the need for social value. In 2018, Guy Battle, chief executive of the Social Value Portal, told an Institute of Workplace and Facilities Management (IWFM) event that a “quiet revolution” in social value is leading to fundamental change in facilities services procurement – and W O R D S : H ER P R EE T K AU R G R E WA L it will turn the sector “on its head”.

Recently, the IWFM opened its consultation for the draft social value framework Since then, IWFM has joined for FM. It stated that for the last few years “the IWFM forces with the Social Value Portal Sustainability Survey has evidenced the need for greater and the National Social Value clarity around social value, while a 2018 Leaders’ Forum Taskforce to develop such an FMReport articulated how there was a role for IWFM in specific framework. creating social value metrics and an industry-agreed Similarly, the UK Green Building definition of what ‘social value’ should mean”.

Council (UKGBC) published fresh

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TO ACCESS THE FULL VERSION OF FACILITATE MAGAZINE, JOIN IWFM guidance to demystify the practice of measuring the social value of buildings and places in May. John Alker, director of policy and places at UKGBC, said: “Social WW W. I Wbecome F M .O RG .UofK value has rightly one the cornerstones of responsible

PHOTOGRAPHY: ISTOCK

n 2018, in a speech to the Reform think tank, then-Chancellor of the Duchy of Lancaster David Lidington said the government would “extend the requirement of the Social Value Act in central government to ensure that all major procurements explicitly evaluate social value, where appropriate, rather than just consider it”.

Last year the government ran a consultation on how it should take account of social value in the awarding of central government contracts. It is still assessing the responses but is poised to reveal a new social value model.

Andrew O’Brien, director of external affairs at Social Enterprise UK, said that central government, in particular, has been “very poor in embedding social value” into its procurement practices in comparison with local authorities and other sectors.

“The consultation and the Lidington reforms have been delayed. There is no firm indication about the consultation response… but the fundamental test will be implementation… How will social value take priority in procurement, in contracts? This is the start of a journey for central government and it is starting later than other companies and local authorities,” he said.

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

TIMELINE

public sector on the importance of embedding social value in government 2012 contracts. But Social Value Act progress is being published hamstrung by 2018 complexity and Chancellor of the Duchy confusion around of Lancaster its application.

David Lidington The Public announces social Services (Social value will be Value) Act 2012 mandatory in all government challenged procurement public sector commissioners March 2019 Government and providers to consultation improve social, begins on how economic and government environmental should take account of social factors as part of value in the contract delivery, award of central defined as “social government value”. Examples contracts included June 2019 working with Consultation ends charities, creating Summer/ apprenticeships Autumn or reducing 2020 greenhouse gas Results of consultation emissions. published and The CBI said announcement the definition of of new social social value needs value model to be updated if from government imminent commissioners and suppliers are to deliver maximum impact. Reducing complexity and increasing consistency in how social value is measured across the UK’s regions and nations will allow businesses of all sizes to compete.

Crowhurst added: “Companies are already delivering substantial social value across a variety of sectors, from construction to manufacturing and lT services. Whether creating apprenticeships and investing in training, investing in employee wellbeing or increasing renewable energy consumption, responsible firms have been contributing significantly to social value for years.

“Yet the lack of consistency in government contracts is hampering further progress in embedding social value more widely. Until there is greater clarity, there is a danger that

RISE OF SOCIAL VALUE

business within the built environment industry, and it has been encouraging to see a growth in the number of businesses focusing on the benefits delivered to local communities through the design, development and operation of highquality, sustainable places.”

Consensus

Liz Crowhurst, head of infrastructure and public sector markets at Confederation of Business Industry (CBI), said: “Social value... is seen as a powerful lever for both ‘levelling up’ the country and helping the UK recover from Covid-19. Now it is not only outsourcers and suppliers who are interested in seeing it rolled out in contracts but also policymakers looking to help the UK build back better.”

CBI’s Valued Partnerships report shows widespread agreement among business, charities and the

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significant opportunities to deliver greater social impact for the public are being missed.

“Therefore what’s needed is a more consistent approach to defining and measuring social value ensuring commissioners and suppliers are singing from the same hymn sheet. Ultimately, supporting public bodies deliver on national policy objectives, such as levelling up and reskiling through partnerships with suppliers requires renewed effort to effectively measure and apply social value.

This report sets out some clear steps as to how this can be achieved.”

A Cabinet Office spokesman said the government would publish the standard model for all central government departments to take account of social value in their procurement “very soon”. This includes providing further detail on the rules around social value.

The spokesman added that central government contracts will consider areas employment of disabled people, the use of social enterprises and the protection of the environment when considering potential suppliers.

O’Brien said of social value: “It’s about making people see the impact they have on the community around them. Those who do not want to engage with that and only want to engage in costs and archaic practices may lose out.”

RECOMMENDATIONS FROM CBI’S VALUED PAR TNERSHIPS REPORT INCLUDE:

Publish a national policy statement every five years setting out what key policy areas the social value agenda will focus on.

The next iteration of the government’s playbook should set out how social value should be a mandatory and distinct category of discussion during pre-procurement supplier engagement.

The procurement green paper should recommend changing procurement rules, moving away from cost criteria to explicitly requiring commissioners to consider non-economic benefits (including broader WW W. I Wsustainability F M .O RG .Uobjectives, K social value, social impact, or CSR) when making decisions.

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LO N G FO R M

S U S TA I N A B I L I T Y ’ S 205 0 F O C U S

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LO N G FO R M

S U S TA I N A B I L I T Y ’ S 205 0 F O C U S

TA R G E T 2 0 5 0 :

A COMMON G OA L Legislation has catapulted the race to achieve net zero carbon emissions to the top of the sustainability agenda. Martin Read reports on a refreshingly collaborative environment with investors, developers, agents, operators and tenants all focused on the same goal – that is, before the pandemic struck

F

rom the wearing of seatbelts to smoking in buildings, it is remarkable the extent to which government legislation can drive the kind of decisive behavioural change that might otherwise occur only half-heartedly or in disconnected fits and starts.

Certainly there is no doubting the impact of recent legislation on the future sustainability of the corporate built environment.

Since the UK government’s boast of becoming “the first major economy in the world to pass laws to end its contribution to global warming by 2050” the sustainable design of buildings has found its way to the top of boardroom agendas. Immediately pre-Covid, the market for corporate real estate

was adapting to these new realities, investors and developers forcing sustainable design in both its environmental and social elements.

We’ve already seen how the Public Services (Social Value) Act has materially influenced the way public sector organisations procure service contracts, with the private sector increasingly concerned to do similar. While the social value debate continues to evolve – an IWFM framework seeking to better define all aspects of the topic is in the offing – the shift in focus towards the net zero carbon agenda suffers no such lack of clarity.

Investors are now demanding that new builds come with life-long sustainability credentials. It’s all the result of government policy that has put clean growth at the heart of its Industrial Strategy plans,

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with its aim of adding two million so-called ‘green collar’ jobs and seeing the value of exports from the low-carbon economy grow to £170 billion a year by 2030. Investors thrive on stability, and they now see that the UK’s position, as with that of the wider developed world, is steady progress towards its net zero goal – and that if they themselves do not decarbonise their buildings, they’ll be the ones to lose out.

What’s more, the facilities management service sector is making decarbonisation of its own activities an agenda item.

For Carl Brooks, head of sustainability, property management at CBRE, “decarbonisation is now the objective and is among the biggest issues faced by business and W W given W. I Wthe F Murgent .O RG .U K society today need

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to tackle the climate crisis. There

V I E W P O I NT

SEEN AND HEARD

“Webinars have been overcommercialised during the lockdown. Everyone is a thought leader today (perhaps should be as having an opinion matters).

Whatever the channel, it’s high time for meaningful and thoughtful leadership [rather] than stagebased blah and thought leadership that disenfranchises our industry.” dustry.”

SAM SAHNI, REGIONAL PRINCIPAL, STRATEGY RATEGY & ENTERPRISE ACCOUNTS AT UNISPACE, ADDS HIS OPINION HING THE TO A POST FROM GOSPACE’S NEIL USHER WEIGHING FERENCES PROS AND CONS OF WEBINARS AND CONFERENCES

Ideas and comments made around the sector this month

FM@LARGE

“Build back better has become the slogan of 2020, now widely adopted. The message from G20 is quite clear: Covid is probably survivable, climate change is not. If we get the short-term recovery wrong, there will be no long term. There is unanimity: we must resist the temptation to burn our way into recovery.”

PAUL GRAINGER, CO-DIRECTOR OF THE CENTRE FOR POST-14 EDUCATION AND WORK, UCL, AND CO-CHAIR OF THE T20 TASK FORCE ON THE FUTURE OF WORK AND EDUCATION FOR THE DIGITAL AGE

NOTED&QUOTED

“I don’t think it’s females that make better profit margins. I’m a huge believer in the best person for the job regardless of gender, age, race or religion… I do, however, believe that women have to be slicker, savvier and have a really high level of EI to compete at the same level as their male counterparts.”

“The amount of ‘expert’ advice on returning to work was frightening and contradictory in some cases and this demonstrates that the FM community was not prepared for the wide ball or who owns it and the governance around making our space safe, flexible, economical and sustainable.” able.”

CLAIRE CURRAN, MANAGING DIRECTOR OF LINAKER, COMMENTS ON AN ARTICLE STATING THAT COMPANIES WITH WOMEN COMPRISING A THIRD OF THEIR EXECUTIVE COMMITTEE SEE A TENFOLD INCREASE IN PROFIT MARGINS

“AS WE TRY TO GET OUR HEADS AROUND THE EMERGING NEW REALITY, ALL OF US INVOLVED IN PEOPLE AND PLACE NEED TO INNOVATE AND COME UP WITH A NEW HUMAN-CENTRIC MODEL. NOT ONE BASED ON A BINARY CHOICE OF OFFICE VERSUS REMOTE WORKING BUT TAKING INTO ACCOUNT THE WIDER PERMUTATIONS AVAILABLE. WHERE IN MANY CASES THE FOCUS WILL BE ON ‘LOCALISED’ WORK.” CHRIS KANE, FOUNDER OF SIX IDEAS, COMMENTS ON A LINKEDIN POLL ABOUT HOME VERSUS OFFICE-BASED WORKING

RICHARD JOWSEY, TRANSITION SPECIALIST T AT ENGIE W ON SOLUTIONS MIDDLE EAST, SHARES HIS VIEW O FAR LESSONS LEARNT FROM THE PANDEMIC SO

“If you’re under 40 and fit and healthy y you have more chance of dying while d… riding your bike than dying from Covid… dyTO ACCESS THE These employers are absolutely bloody mad for not getting more employees FULL VERSION back – all the other small firms that OF FACILITATE ” rely on offices being back will go bust.”

MAGAZINE, JOIN IWFM FORMER TORY LEADER SIR IAIN DUNCAN SMITH ADMONISHES S ’T THE MANY LARGE COMPANIES CONFIRMING THAT THEY WON’T ORDER EMPLOYEES BACK TO THE OFFICE UNTIL NEXT YEAR

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

V I E W P O I NT

A B IT AB O UT YO U

RUBY CASSIN-DAVIES is workplace manager at the e London office of Criteo

What do you do? I’m the

workplace manager for Criteo – a global technology company powering marketers with trusted advertising – based in our London office.

What attracted you to FM, and how did you get into the industry? When I heard that the

company used scooters to get around the office I was hooked! It was such a different atmosphere from anywhere I had worked before. I started off as a temp receptionist and worked my way up to operations manager and then to my current role.

How long have you been in your current role? I’ve been

working at Criteo for five years, and a workplace manager for 17 months.

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

had a huge culture shift in the last decade. Aside from our ‘work’, our job is primarily people-focused. FM is more concierge now, and you need a diverse skill set to manage all the different parts.

BEHIND THE JOB

RUBY CASSIN-DAVIES “FM HAS HAD A HUGE CULTURE SHIFT IN THE LAST DECADE”

My top perk at work is…

That there’s always a constant supply of crisps (spoiler alert: There is a HUGE supply of healthy choices – I just can’t help myself!), which balances out quite nicely with a discounted gym membership.

When crisp eating gets too much, I relax on a Friday afternoon with a massage in the office or an online yoga session, which has been provided in lockdown.

taking on the role and consolidating both elements in a short period of time.

Adapting to this new role quickly and effectively was a challenge, but I’m grateful for the experience.

If you could change one thing about the industry, what would it be? I’d like to

What has been your biggest career challenge to date?

see more women in senior FM jobs. And I’d love to see more companies have a senior FM (at the table) instead of reporting to the CFO.

Going from having a dedicated FM and myself (OM) that dealt purely with the soft services to

Would you describe your role as predominantly operational or strategic? In

Any interesting tales to tell?

I used to work for a celebrity. I had to be tough-skinned, which prepared me for FM as we receive a huge amount of ‘questionable’ requests!

PHOTOGRAPHY: SHUTTERSTOCK / ISTOCK

my honest opinion, it’s both.

Of course we have tasks but we are always being pushed to be future thinkers.

If I wasn’t in facilities management, I’d probably be… Travelling and

How many people are there in your FM/workplace team, and to whom does the FM team ultimately report? I’m very fortunate

working abroad! .

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

Always listen, learn and ask questions. In my role as a WP manager, responsibilities range from CSR, socials and events alongside hard services – communicating and collaborating with other functions is key as it helps you to understand the business and build connections.

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

When I shared a lift with a hawk. She was our guest for the day, and comes once a year to try and scare off the pigeons from nesting on the roof.

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

manager for a private island in the Caribbean… Only (half) kidding! Anywhere that I feel happy and gives me a sense of value and enjoyment.

And where would FM be an absolute nightmare? It’s

important to feel connected to every individual in the office – so working in a company is so large you can’t know every person would be difficult.

Which “FM/workplace myth” would you most like TO ACCESS THE VERSION to put an end to? That people FULL Your life outside FM mostly think all we do is fix things and OF involves…

Catching up FACILITATE

as I’m based in a multitenanted building and Criteo has an IFM contract in place.

Ultimately, for the London office, I have the final say.

with friends, trying new MAGAZINE, JOIN IWFM

clean toilets! We are so much more than that. What FM has achieved with remote working in Covid-19 proves this.

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restaurants or grabbing a W W W. I W F M .O RG .U K coffee to watch the world go by on Primrose Hill.

K N OW H OW EXPL AINER

STEVE MURPHY is a senior consultant at JLL, WELL AP and Fitwel Ambassador

A

lthough many workers will have found being furloughed, working remotely or facing changes to their working patterns challenging, many others will find the benefits will be hard to rescind. Few relish a packed commute, rush-hour traffic, overpriced meals or having limited control over one’s working environment.

Employers should focus on three key areas.

Structural change

Organisations can use wellbeing standards and certifications, such as WELL, Fitwel and the London Healthy Workplace Award, to ramp up or start implementing changes to design, services and policies to make the office a more attractive place to return to, and enhance employee wellbeing. Examples include: Lighting: Install circadian lighting that follows natural rhythms to reduce stress and support healthy sleep patterns, alongside encouraging employees’ exposure to natural morning light.

Catering: Review catering contracts to ensure healthy and varied meals for workers, and incentivise healthy options. For smaller organisations, quick wins such as complimentary fruit boxes or non-caffeinated drink options have been proved to raise productivity and increase employee satisfaction.

Biophilia: From potted plants to rooftop gardens consider measures to introduce vitality and shared custodianship into the workplace. Studies have shown that even artificial plants or images of vegetation have the same effect on lowering stress levels.

Air quality: Although not an inexpensive option, this can

W E LL BE I N G

KICKING OLD HABITS

3

The pandemic has afforded us an opportunity to make a radical step change in our very relationship with work, says Steve Murphy example, has been one of the worst kept secrets in the UK, since its legal introduction for parents in 2003 and extension to all workers in 2014.

As a consultant, when I have discussed this issue with organisations’ HR departments, the common approach is to wait to see if any requests are made and act reactively instead of taking an active approach to rolling out policy changes and employee communications highlighting access to – and benefits of – flexible working.

have a huge impact on health.

Options to improve air quality include increasing fresh air flow rates and improving air filtration, and choosing furniture, fixtures and finishes with reduced VOC levels.

2

Policy change

Structural changes and innovative service offers have to be championed at senior level. For measures to stick, internal policy and employee engagement are needed to support change. The right to flexible working, for

Cultural change

An outdoor space can be reconfigured for breakout use, lunch breaks and socialising, although staff will be hindered from using it if the workplace culture persists in valuing working through lunch or exclusively holding social activities at the pub after work.

Cultural change takes time and consistent effort.

A common mistake I see organisations make is choosing workplace programmes and wellbeing initiatives without employee input; a missed opportunity to gain ideas, understand employee priorities and obtain buy-in – recognising that people are more supportive of an option that they have been involved in choosing.

The current crisis has created uncertainty for all. The human face of work and service delivery must remain at the forefront for employers, operational managers and employees, ensuring to K work W W W.that I W Freturning M .O RG .U is not a return to old habits.

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PHOTOGRAPHY: ISTOCK

1

Flexible working was once seen as an exception, an option to accommodate unique individual requirements. The current pandemic has initiated the world’s largest workingfrom-home experiment and shown that, in many sectors, working remotely and flexibly is feasible at scale.

It is unlikely that people will want to work from home all of the time, but remote working is likely to increase. There will still be a great value in face-to-face interactions and access to workplace facilities, but the need to be physically present to demonstrate value and productivity may well (it is hoped) become a remnant of the past. Offices will still be required, but their purpose will evolve.

S U P P LY S I D E

BUSINESS NEWS

CONTRACTS DEALS Camelot bets on Cawleys National Lottery operator Camelot has appointed Cawleys as its recycling and waste resource partner. Cawleys collects a variety of waste for recycling and is one of the few local waste managers to have its a recycling facility that can sort and separate materials from all general waste.

Non-recyclables go to energy-fromwaste facilities.

Enva revs up recycling with Toyota dealer Recycling and resource recovery provider Enva will carry out full waste and recycling services at Toyota dealership Steven Eagell’s 29 sites across the South East and the West Midlands.

Enva has carried out hazardous waste services for the family-run automotive group for over 10 years, and now becomes a single supplier to the dealership.

OCS secures Gloucester uni campus OCS has begun a new security services partnership with the University of Gloucestershire.

OCS is providing manned guarding, caretaking and CCTV monitoring of campuses in Cheltenham and Gloucester.

Campus security focuses not only on property, but also student, staff and visitor wellbeing.

Willmott Dixon takes refurb projects in Leeds and Havant Willmott Dixon Interiors won two projects to deliver new internal space for West Yorkshire Combined Authority and Havant and South Downs College.

The largest scheme is the refurbishment of Wellington House, HQ of West Yorkshire Combined Authority in Leeds city centre.

The interior specialist will transform 48,300 square feet of space at the five-storey building into a modern workplace for staff and visitors.

Derwent takes £8m TFM works at AUB Derwent FM has won a five-year, £8 million total FM contract at Arts University Bournemouth in Dorset. It covers the whole campus comprising 19 buildings and grounds including Madeira Road halls of residence, which hosts 378 students, and the new halls of residence under construction.

Notts Council boosts SMEs with £10m framework A £10.6 million framework has been launched to maintain Nottinghamshire County Council’s property portfolio.

It is designed to benefit SMEs and the local economy.

Arc Partnership, a joint venture of the council and public sector procurement firm Scape Group, has announced a list of 11 businesses to deliver the works.

United Living wins repairs deal with London borough Hammersmith and Fulham Council has awarded United Living Property Services (ULPS) a repairs and maintenance contract worth £20 million over five years. ULPS will provide an essential day-today repairs service for 5,000 council homes in the borough including flats and houses.

Wates joins £3m West Midlands framework Wates FM has been appointed to the four-year Constructing West Midlands Framework (CWM2), managed

by Acivico, under lot 2 – mechanical & electrical and maintenance. The contract is valued at £3 million a year and will provide public sector clients across the region with specialist repairs support.

DE A L OF TH E MON TH

AIP secures £1m school meals deal AiP, a specialist in education catering, has signed a £1 million contract to dish up meals at the Severn Academies Educational Trust (SAET) group of schools in Worcestershire. The academy group covers the Wyre Forest area, and includes two secondary and five primary schools.

BIFFA TAKES WASTE COLLECTION DEAL ON ANGLESEY

Waste management operator Biffa has won an eight-year waste collection and cleansing contract on the Isle of Anglesey in Wales. The deal, worth £40 million over the initial term with an option to extend, begins in April. Biffa’s workforce has been collecting and recycling the island’s waste since 2007. The partnership arrangement between the county council and Biffa has seen Anglesey become one of the bestperforming recycling counties in the UK.

TO ACCESS THE VERSION CleanEvent Services bowls into The Kia Oval • Imtech Inviron supplies FMFULL for OSD Healthcare • FACILITATE Robinsons named as supplier to NHS North of England • Principle cleans up at 22 BishopsgateOF • SOCOTEC wins place MAGAZINE, JOIN IWFM with Jaguar • Evotech in good health as company wins NHS approved contractor status • ISS awarded front-of-house

CONTRACTS TICKER

W. I W F MIncentive .O RG .U KTec deal with Candy Crush creator • Cloudfm picks up speed with Tructyre ATS • Lakeland renews M&WE W deal with 48

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INDICATORS

34%

DATA

The facts, figures and projections worth being aware of

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

Rates

Pay packet rises

Average pay rose by 5.7 per cent yearon-year from £34,956 in July 2019 to £36,958 in July 2020.

(CV-Library)

Economy

5.7%

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

Bank of England base rate: 0.1 per cent as of 6 August 2020

Job losses loom

A third of businesses predict they will be making redundancies between July and September this year (2020).

Brits lag in return to offices

Only 34 per cent of UK white-collar employees have gone back to work, lagging far behind their European counterparts, where almost 68 per cent) have done so, according to analysis from US bank Morgan Stanley’s research unit AlphaWise.

(Chartered Institute of Personnel

and Development (CIPD) and The Adecco Group, an HR provider and temporary staffing firm,

(AlphaWise)

Vulnerable workers go back

Two-thirds of vulnerable workers who were shielding to avoid Covid-19 are happy to go back to offices and factories, reveals an ONS poll.

(Office for National Statistics)

Labour Market Outlook survey)

Out of furlough

The CIPD says more than half of furloughed workers have returned to work, according to an estimate produced through analysis of HMRC figures.

(CIPD)

68% Most ignore Boris

A Daily Mail audit of 30 of Britain’s biggest firms, representing 320,000 employees, found that only 17 per cent of office-based staff planned to travel to work on the day Boris Johnson announced that ‘work from home’ guidance was ending (3 August).

(Daily Mail)

50%

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

Consumer Price Index (CPI): The CPI including owneroccupiers’ housing costs (CPIH) 12-month inflation rate was 1.1 per cent in July, up from 0.8 per cent in June. The main contribution to the inflation rate in July came from recreation and culture (0.33 percentage points). Rising prices for clothing, petrol, furniture and household goods resulted in the largest upward contributions to the change between June and July. Falling prices for food led to a partially offsetting downward contribution to the change.

Source: www.ons.gov.uk

Employment

National Minimum Living Wage

20

A growing burden

The workload in healthcare occupational health has increased 20-fold as a result of the Covid-19 pandemic, according to a team of OH professionals working in a tertiary NHS trust.

(Occupational Health & Wellbeing)

17% 49

FacilitateMagazine.com / September 2020

Category of Current Hourly worker hourly rate from rate April 2020 25 and over £8.21

£8.72

18-20

£6.15

£6.45

£3.90

£4.15

21-24

Under 18

Apprentice

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

£7.70 £4.35

£8.20 £4.55

Real UK Living Wage

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