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DECEMBER 2022 Volume 37, Issue No.4
Forward-thinking designers have been focusing on the psychology of office space, looking at what drives people into the workplace. Many employees are craving colleague camaraderie and spontaneous interactions that spark creative energy and ideas.
What has also evolved over the past two years is a greater sense of autonomy over how one works.To have this personal control at the office, however, requires employee-centric designs, a mix of the right furniture and support from leadership.
For our last issue of the year, we take a look at such a space: Manulife’s brand new headquarters in Waterloo, Ontario. Over the pandemic, the interior of the 1980s-era office building was transformed into a new workplace that favours flexibility alongside a hybrid model. See page 20 to read more about Figure3’s design insight on that project.
This past September, industry members at IFMA’s World Workplace dug into the complexities of office attendance and hybrid work policies, among many other issues. One writer traveled to Nashville to glean trending insight on what’s facing facilities management along with pivotal solutions. Check out page 12 for more.
Leaders are also navigating the intricacies of sustainability, as clean technology, ESG accountability and climate resilience are giving rise to greenwashing. See page 30 to understand how companies can authentically commit to building a more sustainable world and how it’s related to increasing regulation.
All of which to say, this is never a dull industry. Over the past year, we’ve been grateful to share stories that reflect the ever-shifting landscape of facility management—a sector that is now in the driver’s seat.
Stepping into 2023, the road ahead is full of opportunities for FMs and we wish you all much success in the coming year.
Happy Holidays,
REBECCA MELNYK EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CAEDITOR: Rebecca Melnyk rebeccam@mediaedge.ca
ART DIRECTOR: Annette Carlucci annettec@mediaedge.ca
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CONTRIBUTORS: Barbara Carss, Sarah Farr, Libby Ferin, Simon Iatrou, Mélanie Marier, Tiffany Thomas, Arnie Wohlgemut.
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Canadian Facility Management & Design (CFM&D) magazine is published five times a year by MediaEdge Communications Inc., 2001 Sheppard Avenue East, Suite 500 | Toronto, Ontario M2J 4Z8 Tel (416) 512-8186; Fax 416-512-8344 email: circulation@mediaedge.ca
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The architecture industry is mourning the loss of Jack Diamond, one of the founders of Diamond Schmitt. He passed away on October 30, a week shy of his 90th birthday.
Diamond established his first architectural practice in his native country of South Africa. After teaching at the University of Pennsylvania and working with the legendary Louis Kahn he inaugurated the Master of Architecture program at the University of Toronto in 1964.
His contribution to urban reform was profound. He led the implementation of infill housing in Toronto to strengthen existing neighbourhoods at risk. He demonstrated the economic and societal benefits of transforming heritage for new uses and illustrated low-rise alternatives to high-rise development at comparable land use densities. He articulated the negative impacts of low density suburban sprawl on public transit, servicing costs, social cohesion and the environment.
Over his career, he worked on numerous projects including the Four Seasons Centre for the Performing Arts in Toronto, The Foreign Ministry and the City Hall, both in Jerusalem, Israel, the Mariinsky II Opera and Ballet Hall in St. Petersburg, Russia and the Life Sciences Centre and Medical School at the University of British Columbia. One of his last works of architecture was the 2016 design for the United Kingdom Holocaust Memorial in Victoria Tower Gardens adjacent to Whitehall and the British Parliament in London.
He was a Gold Medalist of the Royal Architectural Institute of Canada, a Member of the Order of Ontario and an Officer of the Order of Canada.
Relogix, an occupancy analytics provider for hybrid workplace monitoring and performance, revealed its premiere benchmarking report on the current state of global workspaces in 2022 and key areas to watch in 2023. Using data from over 250 office spaces across banking, technology, and consumer goods customers in North America and Europe, the report delves into how spaces are being used during defined business hours and the significant cost implications revealed in workspace usage and design.
The data reveals that workspaces were under-utilized by 35 to 40 per cent even before the onset of the pandemic. This trend has only continued to grow as occupancy levels drop further. For offices based in North America, the average occupancy in 2019 was 64.37 per cent, equivalent to 3.2 days out of a fiveday work week. This compares to just 29.74 per cent or 1.49 days per week in 2022.
When looking at data from April 2022, the average occupancy of 34 per cent remained exactly the same in September 2022. This was despite companies strongly encouraging employees to return to the office. This trend suggests the large-scale resistance to return-to-office mandates, and indicates how valuable the flexibility of hybrid culture is to employees.
Commercial real estate owners/managers, homebuilders and organizations that provide services and advocacy for people with disabilities have joined forces to promote accessibility in the built environment. The newly forged Accelerating Accessibility Coalition (AAC) is particularly targeting new housing construction as an opportunity to incorporate barrier-free universal design principles with minimum extra cost.
“It’s time to unlearn the practices that have established generations of inaccessible design and replace them with inclusive methodologies that reflect the authentic diversity of needs that people with and without disabilities require throughout life,” urged Maayan Ziv, founder and chief executive officer of AccessNow, an app offering navigational support and accessibility ratings.
Her organization is among the AAC’s 21 founding members across the industry. A compendium of those members’ experiences and best practices — dubbed the Accessibility Toolbox — has also been made available as a resource for developers and property managers looking for guidance on accessibility standards and certification and/or connections to organizations involved with people with disabilities.
AAC plans to host a series of events, webinars and workshops in the coming months. That lines up with the agenda of Accessibility Standards Canada, the federal agency tasked with developing accessibility standards and funding related research.
A pressing issue facing facility managers across all building types is the crucial impact that barrier-free accessibility can have on a strategic renewal plan—one created from the risk management assessment.
is true. As Baby Boomers and GenXers continue to age, many of our facilities have fallen behind in making suitable changes. In reality, the needs may be physical, mental, emotional, socioeconomic, cultural or language based—none of which are solely tied to one generation.
This limited view is changing.
DEFINITION OF A DISABILITY CLARIFIED Language matters when discussing disabilities. According to The Centers for Disease Control and Prevention, “A disability is any condition of the body or mind (impairment) that makes it more difficult for the person with the condition to do certain activities (activity limitation) and interact with the world around them (participation restrictions).”
Every workplace should focus on becoming barrier-free. Free of impairments, activity limitations and participation restrictions. No other definition or explanation is needed.
Accessibility is a human rights issue, which stands to reason why it’s an integral part of the Ontario Integrated Accessibility Regulations (IASR). Those with accessibility challenges have the right to work, live and enjoy life with the rest of us. Removing barriers is
also deeply entrenched in provincial building codes and various provincial accessibility legislation. Would it not also stand to reason that businesses have a duty and responsibility to remove barriers?
In doing so, it is necessary to understand how we have socially tied the need for barrier-free access to an “aging population.” In part this
However, disability advocates continue to highlight the many barriers that persist. In a 2021 study from the non-profit Angus Reid Institute in partnership with the Rick Hansen Foundation, those living with disabilities face barriers when trying to enter the workforce and encounter further challenges if hired.These range from inaccessible workplaces to not being provided with the appropriate tools for the job.
As conscious consumerism continues to grow, 62 per cent of Canadians said they would be more likely to give their business to an organization or company that has specific policies to support those living with disabilities.
“Once you start thinking about who I want to serve, rather than who I want to be, you have taken the first step to becoming a positive leader who makes a real impact on others.” – Jean-Philippe Courtois.
As facility managers, we are aware that we not only serve the customer but also our staff and coworkers. All building code accessibility requirements are specifically created to remove as many barriers as possible, considering the physical, mental, developmental or other health conditions that can interfere with many or all daily activities.
Not all existing building conditions should be considered a barrier. Stairs are not a barrier to persons with hearing impairment. To persons with partial or full vision impairment, they are no longer a barrier if the tread edge of stairs and railings are marked with contrasting colours.
If the path to a barrier-free facility can be addressed with simple, costeffective solutions, we are making progress. Where that is not physically possible, institute an improvement plan, training and policy to address.
Anyone can experience an access or functional need at any time. A broken leg requiring crutches is a health condition that is disabling. It can create a temporary disability that changes your response to an emergency, for example.
Persons with access and functional needs and anyone assisting or working with
them should create a risk management plan.Addressing these potential challenges ahead of time will reduce the physical and emotional stresses during an emergency. This is the core of a comprehensive risk management program where every facility manager has a key role.
The challenge for facility managers is to look at typical building elements in a new way. Accessibility barriers to customers and coworkers may be some traditional design elements such as full-height glass entrance doors without markings, or lack of high contrast colour difference between walls and floors. Working towards a barrier-free facility could be a great real estate leasing plus, adding value to the service you provide. |
CFM&D Arnie Wohlgemut is the senior consultant and president of KP Mylene & Associates, a facilities management consulting and leadership development company. He is a facility accessibility expert and is passionate about supporting facility managers to become successful leaders within their organizations. BY SIMON IATROUThis isn’t a comment on the event itself, certainly not a negative one. The 2022 World Workplace was great. The opportunity for the industry to come together after a crazy two and a half years was important. But it says something fascinating about the forces driving facility management — and many other industries for that matter.
Clearly, there has been a seismic shift in how we think and talk about the workplace. And the tremors from COVID-19 could be felt throughout both the convention hall and the conference program at Nashville’s Music City Center.
This past September, industry leaders in facilities management gathered to share insights, ideas, and unique opportunities for a sector with so much to give.
The more things change, the more things stay the same. In the weeks since IFMA World Workplace, I’ve been thinking a lot about that saying. What its author — the French writer Jean-Baptiste Alphonse Karr — meant was that no
matter how turbulent or emphatic changes may seem, they never really affect reality on a deeper level other than to reinforce the status quo. The underlying reasons for why the world is how it is never change. In other words, we are doomed to repeat the same mistakes.
Hybrid working is the new norm. Try as they might, employers can’t convince their people to return to the office. Even blanket mandates don’t work. A recent study by Stanford University found that nearly half of employees are simply ignoring requirements to return to the office full time, leaving business leaders flummoxed. According to research by the CBC and Angus Reid Institute, more than half of Canadians working from home said they would look for a new job if they were asked to return to the office, with almost a quarter saying they would quit on the spot.
“100 years ago, people lived with waterborne diseases; then we figured out how to modernize sewage. Today, we just accept airborne diseases such as the cold and flu. We move around, breathing in air that’s not clean. What will people say about this 100 years from now?”
Andrew Mawson, managing director of global management consultancy Advanced Workplace Associates (AWA), told World Workplace delegates that the major factor behind the reluctance to return was that few organizations have gotten hybrid working right so far. “People are having a poor experience in the office and it’s not encouraging them to come back again,” he said.
AWA research backed this up, Mawson said.The Hybrid Working Index, a survey of nearly 80,000 employees globally undertaken during the summer of 2022, revealed that average daily attendance was just 26 percent. More importantly, the study found that having a hybrid working policy in place led to higher office attendance, and even higher attendance if the policy was decided at a team level, suggesting that the sweet spot is somewhere between sweeping mandate and total flexibility. No easy task.
Elsewhere, it was fascinating to see the huge influx of technology companies at World Workplace — both on the exhibition floor and in the conference program. In the past, cleaning suppliers, landscapers, and pest control companies dominated FM shows. Not anymore. Now it’s all space booking systems, occupancy and utilization sensors, and analytics software.
This was already the industry’s direction of travel, but the pandemic has sent it into hyper speed. Organizations are looking to make significant changes to their real estate strategies, especially in terms of how much space they need in this new hybrid era, and boardrooms want the data to help them make the right decisions.
Time and time again in Nashville, client-side facility managers were asking the same questions. How can they attract
employees back to the office? Do they even need to come back? What happens to all that space they have if they don’t? And perhaps, most importantly, what was everyone else doing?
World Workplace sought to provide some answers. Jeffrey Saunders, CEO of
Nordic Foresight and IFMA’s Director of Research, revealed the results from a recent IFMA member survey. On property strategy, 59 per cent said they plan to reduce square footage, 44 per cent said they would be leveraging coworking spaces, and 54 per cent said
“We have an opportunity to make a difference. Don’t blow it by acting like we know nothing.”� NASHVILLE, AMERICA’S MUSIC CITY, HOSTED THIS YEAR’S IFMA WORLD WORKPLACE
they would be focusing on more flex space with short leases. On the potential impacts of a recession, 40 per cent of members said they would make greater use of distributed working to reduce personal costs, such as transportation and time. Meanwhile, nearly half agreed that technology adoption will be pivotal in creating the kind of frictionless offices and office experiences that underpin hybrid working.
In a separate session, Darlene Pope, president at IWMS provider Planon, argued that this technology needs to be mobile-first. “The future of buildings should be based on the technology we use outside of them,” she said. “GPS is a great example. Everyone is walking around with an occupancy measurement tool in their pocket.”
Seeking to assuage privacy concerns around tracking employee movement,
Pope said we’re already being tracked all the time. She suggested that younger generations are very comfortable with sharing their location with friends on apps such as Snapchat and pointed to the everyday use of Uber. “We give our location because we see value in it,” Pope added. “Could you imagine ordering an Uber if they couldn’t find out where you are?”
There were less familiar technologies being discussed at World Workplace too. Worktech provider Eptura explored the potential for digital twins — BIM-powered digital 3D building replicas — to help make facility managers’ lives easier by providing historic and real-time lifecycle asset and space management data.
Cody Grey, senior director of product asset management, and Matt Meservy,VP of product, said there’s a misconception of digital twins as Tony Stark technology,
but that’s just not true. They explained that everyone must embark on a maturity journey across four pillars: the initial asset data, the visual model, the operational model, then the analytics. “These are the building blocks to get there,” Grey said. “The aim is to get all your FM and building tech pillars to talk.”
Interestingly, the facility managers in the audience were worried about ageold concerns. “How do we demonstrate return on investment to those who sign the checks?” they asked.
Another undeniable shift since COVID-19 began is the growing demand for workplaces that prioritize occupiers’ health and wellbeing. Employees want workspaces that are effective and supportive. They want workspaces to work harder for them,
giving them a reason to make the gruelling, monotonous commute. They also want to know that they are being looked after.
In a plenary session, scientist and CEO of Phylagen Dr. Jessica Green, told delegates what the heightened expectations around indoor air quality might mean for their profession in the long run. “100 years ago, people lived with waterborne diseases; then we figured out how to modernize sewage,” she said. “Today, we just accept airborne diseases such as the cold and flu. We move around, breathing in air that’s not clean. What will people say about this 100 years from now?
While Dr. Green said that the uptick in corporate interest for better indoor air quality was encouraging, it has also highlighted some urgent environmental challenges. “If you have airborne diseases in indoor environments, the primary solutions we have are ventilation, filtration, and air treatment. Right now, all these systems require energy,” she said. “We’ll see a feedback loop. Climate change is making hundreds of diseases much worse. And more airborne diseases means that we need to use more carbon to tackle them.”
Dr. Green finished the session with a call to action for delegates: Now is the time to invest in green tools and new, environmentally friendly technologies for cleaner air.
Despite these monumental changes, the tenor at World Workplace felt very much like it had in the FM conferences of previous years. It’s a sector that is still unsure of itself despite having so much to give; still battling to gain acceptance and the budget from the boardroom; still wondering if it’s strategic enough; still uncertain about its jurisdiction – how much influence and control does it really have over people? Should it be called something different?
In one of the final sessions of the conference, Eptura’s Mike Petrusky, host
of the Workplace Innovator Podcast, held a five-year reunion with some of his favourite podcast guests. HOK’s Kay Sargent was one of them, and she perhaps summed it up best. “[The COVID-19 pandemic] has made us stupider,” she said. “We have an opportunity to make a difference. Don’t blow it by acting like we know nothing.”
Sargent is right. FM doesn’t need to repeat the same mistakes. It’s in the driving seat during one of the most monumental events in modern history and has a unique opportunity to shape the future. | CFM&D
As the demand for constant sanitation of high traffic environments continues to rise, so does the need for efficiency and effectiveness in killing bacteria on surfaces.
TM
Laboratory testing has shown that when cleaned regularly this surface:
• Reduces bacteria contamination, achieving 99.9% reduction within 2 hours of exposure.
• Delivers continuous and ongoing antibacterial action.
• Helps inhibit the buildup and growth of bacteria within 2 hours of exposure between routine cleaning and sanitizing steps.
For
“People are having a poor experience in the office and it’s not encouraging them to come back again.”
There’s more to digital signage than static names and numbers. Thanks to innovative tech and expertise, today’s digital information hubs feature a wealth of interactive services that benefit facility occupants, visitors, and staff alike.
“The old-fashioned view of a digital directory is something that lists the tenants and what floor they’re on, and that’s it,” says Scot Martin, President and CEO of youRhere. “In reality, digital directories – or as we like to call them, digital information hubs – do so much more. The facilities that have recognized this are doing some very interesting things with them.”
That’s not to say modern digital information hubs aren’t still used to help facility occupants and visitors get their bearings. However, the difference between now and then is that the screens which used to house tenant directories are far more interactive and information-rich while being offered alongside a suite of other services that can enrich the user’s experience.
Digital information hubs are an attention-grabbing feature in any lobby, office, or public space. That also makes them an effective way to communicate a facility’s key messages, updates, and initiatives.
“Say you had a fun event coming up, a community fundraiser going on, or a non-profit organization you’re trying to support. You can use that big, bright screen you already have in the lobby to bring attention to those messages and drive engagement,” suggests Martin.
At the same time, facilities can program their digital signage assets to share information regarding their sustainability goals and milestones. Already, says Martin, many of YouRhere clients are leveraging their digital information hubs to convey the many ways they’re saving energy, reducing emissions, eliminating waste, or otherwise contributing to a healthier indoor environment. Some facility managers are even taking their communications further by displaying real-time stats on their environmental initiatives.
“More than ever, facility tenants and visitors want to know what’s being done by their building to lower its environmental footprint, and a digital hub can be used to display digital posters that show what the facility team is doing and the successes they’ve had to date,” adds Martin.
Certainly, whether the goal is to promote facility events, share news, or engage occupants and visitors in important initiatives, digital information hubs are an eye-catching way to get the word out.
Digital information hubs aren’t just for tenants and visitors. They are also being used to convey important announcements and updates to staff as they walk through the door.
“Increasingly, we’re seeing people use their hubs to thank their staff for their efforts and promote their accomplishments,” says Martin. “As well, we’re seeing facility teams use their digital displays to share important staff updates in a way that gets noticed.”
Ultimately, he adds, digital information hubs can enhance facility team communications, noting: “People are often looking at their phones and not really paying attention to the static hubs around them. That’s where these signs can pique their interest and grab their attention as they’re entering or leaving the facility.”
From the beginning, digital signs were created to help facility tenants and visitors get to where they’re going quickly and conveniently. That remains true, but modern digital hubs can be much more interactive than before, offering key information, directions, and helpful videos and images at the tap of the screen. Moreover, the same hubs can be programmed to provide all of the services mentioned above and other communications in multiple languages, ensuring all tenants and guests feel welcome and have the information they need to get around.
And then, says Martin, one of the most helpful services a modern digital information hub can provide is simply helping people get to and from the building: “A lot of the clients that use our digital information hubs are offering live transit feeds that help their tenants and visitors get to where they’re going. For instance, say you have someone leaving a meeting; they can hit a button on the screen and find out exactly when their next bus is coming, how close they are to other transportation hubs, or even get information for a ride-share.”
“Not only does that make using transit easy and convenient,” he adds, “It also means people don’t have to wait outside in the rain or snow for their ride. They know exactly when it’s going to be there.”
Digital information hubs have been invaluable in enforcing health and safety protocols and educating the public on best health and safety practices. This is true during the pandemic and will remain true as facility health and safety remain key priorities.
It’s also important that real-time information is critical in times of emergency. Here, again, is where digital information hubs can display essential safety information when needed most.
“People are tying their signage into their building for emergency systems,” says Martin, explaining. “If a disaster occurs and they need to evacuate people quickly, those signs will display critical emergency information like where to go, what to do, and when things are safe again.”
From connecting tenants to supporting visitors, raising awareness or championing sustainability, facilities are tapping into the full potential of their digital displays.
“We’re seeing a range of different and creative uses,” agrees Martin. “All it takes is a bit of imagination, and certainly, we’re more than happy to share best practices with buildings and their management teams to make sure that they’re really getting the full value for their investment.”
We’ve come a long way from the days of static digital directories. Even still, some facilities may be reluctant to install a digital information hub within an existing building for fear it might not blend in with the building’s established decor.
“It’s not like we’re sticking a big black square pylon in the middle of a beautiful marble lobby or historic wood building,” says Martin. “We’ve done a lot of work with different architects and designers to incorporate the digital information hub in a way that blends in with the existing building and complements that existing decor, rather than stand out from it.”
Scot Martin is the CEO of youRhere, a leading provider of digital signage solutions for commercial, retail, healthcare, and educational properties across Canada. For more information, visit www.yourhere.ca.
Ontario has taken the lead in terms of enhancing employer transparency in the workplace by introducing legislation requiring employers with 25 or more employees (as of January 1, 2022) to have an electronic monitoring policy. Bill 88, the Working for Workers Act 2022 became law in April and requires employers to be transparent about how they monitor their employees’ use of devices such as computers, cell phones and GPSs.
While the deadline to prepare the policy was October 11, 2022, it is better late than never to get an electronic monitoring policy in place. Once drafted, the policy must be presented to employees within 30 days.
The introduction of this new bill has been an eye-opener for many employers who were previously unaware of it or how electronic monitoring was taking place in their workplace. A helpful tip to get you started is to consult your IT department or IT provider and ask them to create a list of the hardware and software that could be monitoring your employees. This may unearth some overkill monitoring and data collection – passive and unintentional, or otherwise.
Employers can use monitoring programs that track the websites that employees visit (even when in private
browsing mode), apps they’re using, inter-office chat groups, work email, work calendars, social media activity, as well as the amount of time spent doing each of these. Hardware such as GPS installed in company vehicles are also likely to be electronically monitoring employees.
The reality is that most employers are busy running their businesses and are not bothered with especially intrusive electronic monitoring measures, like reviewing data from programs that count an employee’s keystrokes in a day. However, if needed, employers are permitted to monitor to confirm an employee’s work and whereabouts, and whether they may be doing something that violates company policy or requires further investigation. The new legislation does not increase employee privacy rights. Rather, it creates an employer obligation of transparency: employers must now outline what electronic monitoring will occur and how the information may be used.
As always, to reduce the risk of constructive dismissal or privacyrelated claims, employers need to ensure that their monitoring is reasonable under the circumstances and necessary for employment-related purposes (e.g., workplace safety and security, protection of confidential and proprietary information, attendance and performance management, etc.).
To meet the transparency requirements of the policy, the ‘what, how and why’ of electronic monitoring practices must be set out in the electronic monitoring policy.
At a minimum, an electronic monitoring policy must set out:
• whether the employer monitors employees’ electronic devices;
• how and in what circumstances the employer may monitor employees;
• the purposes for which information obtained through electronic monitoring will be used by the employer; and
• the date the employer prepared the policy and, if updated, the date of any policy changes.
Without identifying your clear purpose in collecting the data, you may run into some legal difficulties should you try to rely on the data for reasons other than what is stated in your policy. If, for example, you are collecting data for the sole purpose of discipline, say so. Otherwise, you risk not being able to rely on what you learn from the data when you need to actually discipline your employee.
Employers are required to identify every way they are electronically monitoring employees and how they might use the data collected. Therefore, they should think carefully about keeping programs around that are overdoing it when it comes to the sort of data and monitoring the program is doing.
If employers take a purposeful and practical approach and limit their monitoring to only what is necessary and reasonable (and effective), it is more likely to be accepted by employees. Be very clear about how the collected data will be used. If, for example, the program is only essential for legitimate business reasons and there are no plans
on using it for reasons that are very scary to employees (i.e. discipline and termination), be sure to say so – this will help in keeping workers calmer and happier. Assuming that the loss of employee privacy is proportionate to the benefit gained, and there was no less intrusive method of gathering the information, then all should be fine.
After compiling a list of how employees are being electronically monitored, turn your attention to drafting the policy. For example, if company cars have GPS systems that are electronically monitoring employees, the policy should state, at a minimum, the following:
1. The company is electronically monitoring;
2. GPS trackers installed in company cars are tracking employee movements throughout the day; and
3. The data collected from the GPS systems is being used to ensure employee safety and compliance with company policies and procedures.
Finally, don’t forget to date the policy and note the date of any updates to the policy. This policy is all about transparency so listing only some of the ways or a few examples of how employees are being electronically monitored won’t cut it.
A key goal of any properly implemented and reasonable electronic monitoring policy should be to deter unauthorized workplace conduct, not to create a gotcha moment. Aren’t we all on our best behaviour if we know we might be watched? | CFM&D
Tiffany Thomas is a lawyer at SpringLaw, a virtual law firm practicing exclusively in the areas of employment, labour and human rights law. Tiffany works with both employers and employees to resolve their workplace issues. She can be reached at tthomas@springlaw.ca. www.springlaw.ca
Conserving and restoring Canada’s heritage buildings is a means of preserving our unique and compelling story for generations to come. And as the practice of restoring and rejuvenating Canada’s aging building inventory grows, it’s important to understand what heritage conservation truly means and what services are required to accomplish this goal.
Over the years, RJC Engineers’ Building Science, Structural Restoration, and Structural Engineering teams have proudly delivered industry-leading heritage conservation services for projects at existing buildings and new additions to heritage sites. In every collaboration, we aim to present solutions that prioritize the preservation of the site’s historical significance and value while considering economics and engineering efficiencies. We draw from our firm’s experience, people, and tools, we work with project teams to repair, rehabilitate, or restore physical aspects of a heritage resource in ways that honour their past and prepare them for future generations.
At RJC Engineers, our philosophy for heritage conservation is the same for every project we touch: Creative Thinking, Practical Results. Learn more about RJC’s services and see past heritage project successes at www.rjc.ca
The transformation of Manulife’s head office in Waterloo, Ontario offers a blueprint for the kind of workplace that many employees now expect.
BY REBECCA MELNYK
Overhauling Manulife’s Canadian head office in Waterloo, Ontario during the pandemic, while consolidating teams from nearby Kitchener, morphed into an even more significant project than previously intended in 2018 when plans initially began.
In 2020, just as office-goers were settling into the first newly designed floors, COVID-19 hit and everyone shuffled to remote work. But as it
turns out, the overall vision for the office was the crystal ball of workplace transformations. “The timing could not have been worse, but it could not have been better,” says Jennifer Tinson, Creative Director of Workplace at Figure3, the design firm helming the interior renovation.
“When employees came back, the whole project was realized. In some ways, it was the perfect unveiling for something brand new and done at a time when people were expecting and needing a complete change.”
Upon entering the 330,000-squarefoot building on King Street, choice and flexibility are embedded throughout the activity-based workplace—a model that was more cutting-edge pre-pandemic and bodes well with newfound hopes for hybrid arrangements, which many of the 3,400 employees now enjoy.
As Figure3 Principal Eric Yorath explains, the model facilitates an office where people will want to return to because they have control over how they work, able to choose from a variety of spaces, whether that be collaborative
or heads-down. An essential part of the project was achieving a campus-like destination with abundant amenity offerings within the complex so people can feel part of a larger community.
A focus on employees was an evolving theme from the get go. Michael Miceli, Managing Director at Manulife, calls the project a collaborative effort, one in which everyone could feel heard. Ultimately, a hybrid work schedule was established. People work on site Tuesdays and Wednesdays, which are intended for casual collisions, more
socialization, learning opportunities, and to rekindle relationships and focus on creativity.
“It was a huge opportunistic play for us and for the employees—to create an environment for them to be more productive, to have more collisions, to be able to interact with each other in a more positive way, bringing in more natural light — so many factors,” says Miceli.
Indeed, daylight fills the lobby and carries through the space where expansive windows offer views to the
natural surrounding landscape outdoors. Walls of greenery boost emotional wellbeing, alongside a mix of quiet and social areas that become destination points for workers to choose from as they travel along intuitive pathways across the five 65,000-square-foot floors.
As Tinson explains, much thought was given to what resonates with people as soon as they enter the doors and as they move through the space. “We talked a great deal about feeling like you would be part of a bigger whole, part of something important
and recognized as a person who had a valuable contribution to make,” she says. “We tried to be aware of what it felt like to be that individual; it didn’t matter where you sat or how your day unfolded—there would be a place for you to go to conduct your business or personal issues within a framework that made sense to you.”
Depending on where people land during the day, they have a choice to be as exposed or private as they wish.
The conference centre can be an event lounge, while three 24-person meeting rooms with retractable ceiling partitions allow for theatre-style seating for around 200 people.
A wellness centre, with lockers and shower facilities, features multipurpose and reflection rooms, a refreshment lounge, and bike storage. In the cafe,
are lunch, snack, and after-hours dining options, with direct outdoor access to a terrace that is ideal for socializing, dining or other staff activities.
From the terrace, a walkway meanders to three gathering pods and a larger trail system. Local architecture firm Martin Simmons Sweers brought in Ipe wood decking for a warm, tactile experience and curved wood screens for the pods to allow for private, shaded moments. Out front, a new staff drop-off area
brings revamped parking, sidewalks and a new driveway.
Renovating the building wasn’t without challenges. “There were lots of players at the table. Everyone wanted something out of this, understandably,” says Tinson. “They wanted the best for their people and their own initiatives under the umbrella of Manulife and we had to be very sensitive to that.”
“The timing could not have been worse, but it could not have been better.”
Throughout the process, platforms and presentations came with regular updates that responded to questions and concerns from all parties, including the business.
The project also began with a restricted budget, so it took some grasping to realize a captivating and effective design without a tremendous financial footprint, adds Yorath. When contemplating the “quintessential wow factor” executives decided the new dynamic of the office, with its different design approach, was enough of a buzz to get people talking without the huge investment.
Getting people back to the office remains a universal challenge among
players in corporate real estate. C-suites are facing tough decisions when contemplating perfect workplace solutions. “COVID has become a global disrupter,” says Miceli. “What it has created for leadership, in addition to running their business, is their mindset is not as deliberate and strategic because there’s a lot of emotion.”
“We’re all trying to revisit and rethink, and I’d say that what resonates loud and clear is that activity-based work is here to stay.”
Emotional intelligence must play a more prominent role post-COVID, adds Tinson. “It’s forcing leaders to always be sitting in the shoes of people who have to experience the decisions they make. You can alienate a lot of people if you’re not thinking clearly
about the message you’re sending and the example you’re setting.”
Within the workplace of tomorrow, hospitality-like strategies also play a large role, says Yorath. “Try to understand that we are still in the midst of the largest workplace strategy pilot ever conceived for mankind and recognize that you are in a position to learn so much about what your specific culture needs in order to work,” he further advises.
Going forward, the idea of space design being efficient for the term of a 10 to 15-year lease is an antiquated outlook compared to more evergreen models, he adds. “We’re in a world where the office will need to continue to flex and morph with the shifting appetite of the culture that it’s facilitating. We need to design spaces for evolution.” | CFM&D
Integrated
hether your building is new or old, office or residential, high-rise or warehouse, there is no getting around the need to respond swiftly and responsibly in the event of an emergency.
When a fire happens, the occupants and the building itself are immediately put at risk. The extent of a fire’s growth and spread will vary from incident to incident, but the way your building’s safety systems respond and protect will play a major role in determining how severe a fire might be. The original systems will have been intended to provide a measure of protection, but what if your building’s design has changed?
Or, what if a new system has been added that’s not compatible with an older system? Unfortunately, this is a regular occurrence as technology evolves and buildings undergo renovations, design changes, and conversions.
The solution? Assess the safety features in your facility and conduct an Integrated Systems Test. It’s the only way to ensure your building’s protection features are operating as they should…with no gaps.
“IST is a test method or process used in buildings to verify and document that all fire and life safety system interconnections work—and work correctly in conformance with their design criteria,” explains Matthew Hopley, Alberta Branch Manager at LRI Engineering Inc. “This includes the more obvious systems like sprinklers and fire alarms, but it also includes interconnections between less obvious things like door release hardware, elevators, audio/visual systems and specialized smoke control systems.”
Gone are the days when individual fire protection and life safety systems were installed and tested in isolation; today, it’s about testing interconnections and ensuring all protection features are working as a collective whole.
“Unlike the way things used to be done, when individual systems were commissioned from various trades and designers and not necessarily evaluated in concert, IST mitigates the risk that there will be gaps in your systems,” Hopley says. “A good comparison is that you can tune up an instrument individually and it may sound right, but once you try and
have an orchestra play a song together, the conductor needs to make sure everyone sounds good as a group.”
IST is highly recommended in cases where older buildings have been upgraded to meet new Building Codes, or when the tenancy has changed requiring a complete re-evaluation of the building’s protection features. The consequences of not implementing a thorough systems test could result in ineffective fire protection, exposing the owner to significant risk.
“If the interconnections between various protection features fail to operate as designed, the result could be catastrophic,” Hopley says.
For example, as the nature or amount of combustibles changes or the nature of the occupants requiring protection changes, the need for effective fire suppression and compartmentalization can change as well. Increases in combustible loading can result in a fire suppression system which no longer discharges
Systems Testing (IST) helps ensure your building’s fire and life safety systems are operating as they should
sufficient water which may result in the sprinkler system being unable to control or suppress the fire. At the same time, different, unaware, or more vulnerable occupants in that same building will need to evacuate. If the passive fire protection systems do not hold back fire and smoke from the overwhelmed sprinkler system which can’t control the fire, then there is significant risk to both the occupants and first responders.
IST can be used as a tool to ensure that the relevant systems function together properly. Combined with solid advice on the ongoing adequacy of those fire and life safety systems can close the loop and help a building owner or manager understand that their building is up to the challenge.
In other words, for aging buildings and those that have undergone renovations or a change in tenancy, there’s a real need for property managers and owners to consider the impact these changes may have on the adequacy and functionality of the fire and life safety systems, either through IST or more fulsome design or hazard reviews. Additional consideration should be given to how these systems are intended to function during an emergency, and not just if they work at all.
“During the test, it’s good to have a knowledgeable person helping judge whether or not the systems will still protect occupants and assets to an appropriate degree,” he says. “This helps ensure each system is doing the job it was intended to do to keep tenants safe, and that organizations don’t take on unacceptable risk.”
The current standard for when to conduct an IST is prior to first occupancy in new buildings, with the second iteration required one year after that. Subsequent rounds of testing are needed at intervals not exceeding five years.
In terms of process, IST involves three stages beginning with a preliminary planning phase. “This is when the integrated testing coordinator works with the design professionals to develop an integrated testing plan,” Hopley says. “Following that, there is the implementation phase during which the test plan is executed. This is when the systems are tested and documented by the coordinator with the relevant stakeholders involved. The final phase is the documentation phase when the coordinator develops and issues the requisite documentation to record the completion of the test plan and the accompanying data and results.”
Getting the right advice and conducting the right inspections and testing, including IST, is key to maintaining a safe, compliant building, and minimizing risks to your assets.
For more information, contact the Fire and Building Code Engineers at LRI – www.lirfire.com
Something is popping at the latest collaborative workspace in Scarborough, Ontario, and it’s not just the sound of the sparkling water flowing right from the tap in the cafeteria.
At Merge Spaces, ideas are bubbling. A vibrant mix of people brainstorm in the cafe while drinking bottomless coffees, learn breath techniques on Wellness Wednesdays, and celebrate victories by snapping content-worthy selfies with a “high five” mural in the corner—all in the course of a day’s work.
Those who have worked at home over the last while will understand the balance of comfort versus connection. Yes, it’s nice to be home and throw in the odd load of laundry—but you also miss interacting.
Merge Spaces has changed that. Each of the creators of Merge Spaces displays genuine excitement when talking about the project, which began with the vision of LCH
Developments to bring something unique to the empty retail space on the ground floor of a condominium building at 2229 Kingston Road.
“LCH Developments decided to be different and creative,” said Carrie Pidgeon, Community Manager of Merge Spaces who has been with the project from the start. “It was just concrete, open space. I watched it develop and start to fill up—it’s my baby.”
Originally working with a singlestorey, LCH brought in RAW Design who transformed the space into a ground floor and mezzanine level to maximize the available space.
“It doesn’t appear very low, but the ground floor is only eight feet high,” said Taylor Roth, interior designer with RAW Design.
To add character, RAW Design created offices with vaulted roofs, now branded with names like Cabin, Cottage, and Chateau.
“We came up with a visual of doing a peaked roof, so in came this house-
like structure,” explained Roth. “In the background, LCH was coordinating with their marketing and branding team, and their logo came out and it was a little house. So, it all came full circle.”
Roth remarked that the steady communication between the design team and the developers was appreciated.
“They (LCH) were cognizant of our opinions and kept us in the loop. It was clear they valued our opinion from a design point,” Roth said.
One of the initial challenges was disguising the ductwork and piping that weaved through the 22-foot high ceiling space. Blocking them in wasn’t an option, so they painted them magenta to match the Merge Space promotional colour schemes. “Very early on, our aesthetic was going to be neutral and warm, and then just to emphasize the ductwork,” said Roth. “We wanted to celebrate the thing which created our issues, so we came up with this beautiful magenta—a colour seen in their branding,” said Roth.
The space is balanced acoustically through the use of ‘live moss’ walls attached to a sound buffering backdrop, and the space mixes clean, fluid lines with earth tones and custom-made maple harvest tables.
If you’re not too busy admiring the terrazzo concierge desk or stroking the moss wall behind it, you’ll likely be taking in one of the murals providing colour and energy. You may even notice Drake perched on the side of the Scarborough bluffs—a request which came from Carrie, the community manager, herself.
The series of twelve stunning visuals were created by Toronto-based artists Mel Coleman and Cesar Rodriguez, who partnered together to produce textured murals using a mix of collage, realism, and graphic elements.
“We wanted to create something cohesive for the space—something edgy and powerful,” said Coleman. “I’ve always loved collage, so we played with that and tried to come up with a variety of colour schemes with their branding, creating a dynamic kind of imaging.”
And there is no shortage of light streaming through the windows to show off the artwork.
“We ended up redesigning the facade so that it would better connect with the street,” said Roth. “We orientated all the offices towards the front of the space while keeping the back of the space open to below. When you design for coworking, you are designing for multiple personalities and companies coming together in one space. Some people will want to sit in an open area and send emails on their laptop, and others will be a little more introverted and want to be in their closed office.”
For those seeking complete audio privacy, pink soundproof pods provide a dedicated quiet space for making important phone calls. “They give someone confidence that what they are saying is in the confidence of the pod,” said Roth.
When the lights go down, black light paint used by Cesar Rodriguez in the murals ignites features which can’t be seen in regular daylight.
Currently using the space is a mix of tech start-ups, marketing and brand -
ing companies, and remote workers. LCH have also made it their head office.
Overall flexibility plays a prominent role in the project. Like other newly renovated workplaces in the past year, the hub encourages spontaneous social connections for those inbetween work moments. A games room is a place to mingle with other entrepreneurs and creatives. The Treehouse is a presentation space by the café that holds lounge and booth seating. Workspaces on the second floor are a mix of dedicated desks, communal harvest tables and shared desks that offer an office experience one might not find at home.
“It’s about creating that harmonious nature in an environment where it is strangers coming together and working together,” said Roth.
Judging by the hustle and bustle in the offices, the strategy seems to be working.
| CFM&D
“It’s about creating that harmonious nature in an environment where it is strangers coming together and working together.”Sarah Farr is a writer, researcher and condo geek based in Hamilton, Ontario. �FROM LEFT: THE TREEHOUSE GATHERING SPACE HOLDS EVENT PROGRAMMING; COMMUNAL HARVEST TABLES AND SHARED DESKS ENCOURAGE SPONTANEOUS INTERACTIONS AND BRAINSTORMING. PHOTO BY ARTHUR MOLA. BY BARBARA CARSS
market
process that’s giving rise to clean technologies and demands
three times the amount of their financial gains from greenwashing. The Act stipulates that the greater penalty of the two options must be assigned and, in the case of corporations, that could also be up to 3 per cent of annual worldwide gross revenues if a value figure for financial benefits derived from deception can’t be reasonably determined.
Greenwashing is potentially more lucrative than ever, tapping into both a demonstrated consumer preference for products and services with low-carbon credentials and the growing uptake of ESG reporting and benchmarking, which comes with a range of interpretations and validation measures.
Speaking in a webinar earlier this fall, Joanna Vince, a partner with Willms & Shier Environmental Lawyers, divided greenwashing activity into two general categories: outright misrepresentation; and more subtle insinuations of merit that has not or cannot be proven. The latter is perhaps the more prevalent tact for those looking to cash in on a market in which revenue growth from identified sustainable products has been charted at six times the rate of revenue growth for other types of products.
“A global review conducted by the International Consumer Protection Enforcement Network suggested 40 per
cent of online green claims may actually be misleading,” Vince noted. “This can be the use of questionable labels, a failure to prove environmental claims, making vague or irrelevant statements, or making questionable comparisons that make a product seem like it’s the lesser of two evils.”
On the flipside, unmasked greenwashers can face steep financial penalties and embarrassing public exposure, particularly if they run afoul of Canada’s Competition Act and the federal Competition Bureau. Richard Butler, another partner at Willms & Shier, outlined the legislation’s consequences for deceptive marketing practices.
Individuals could be liable for maximum fines of $750,000 for a first-time offence with additional $1 million penalties for each subsequent violation, while corporations could be fined up to $10 million for a first-time offence and up to $15 million for each subsequent violation. However, it’s the “treble damages” clause that’s potentially even more costly.
In lieu of the fixed fines, violators could be compelled to pay restitution equal to
“This is a Regulator that deals in fines in the millions of dollars, which, in the environmental world, is quite rare and significant,” Butler said. “Under the Act, you may not make a claim about a product, its performance or effectiveness unless you can prove those claims are accurate based on adequate and proper testing, and the Act puts the burden on the person making the claim to prove, if challenged, that it’s true.”
Vince cited the example of Keurig, which paid out nearly $4 million in penalties and was forced to widely issue corrective notices after the Competition Bureau investigated the claim that a particular type of coffee-brewing product was recyclable. On a more modest scale, Imperial Manufacturing Group was ordered to pay out $65,000 and issue corrective notices when it was found there was no proof that its manufactured fireplace logs cleaned chimneys as they burned. In a more dramatic example,Volkswagen paid more than $246 million in fines and had to invest $2.1 billion into a vehicle buy-back program related to claims about emissions from diesel vehicles.
In making its assessments, the Competition Bureau applies ISO 14020 standards for environmental declarations
and labels. Its stance on greenwashing is set out in a guidance document that lists best practices for environmental claims and counsels consumer vigilance. This is grounded on the premise that all claims must be based on “adequate and proper” testing and provide a precise and accurate description of the benefits.
Notably, the guidance explicitly states: “At this time, there are no definitive methods for measuring sustainability or confirming its accomplishment.Therefore, no claim of achieving sustainability shall be made.”
Among other claims greenwashers may commonly misappropriate, the guidance document provides direction on what can be labelled compostable, degradable, biodegradable, recycled and recyclable. It also calls for regular updating of environmental claims to keep them current with new developments, and requires public disclosure of testing procedures and results.
“If you’re going to make a claim, not only should you have proven it, you have to be able to show to the public where
and how you’ve proven that claim,” Butler reiterated.
Beyond the Competition Act, greenwashing activities could contravene the Consumer Packaging and Labelling Act, which pertains to non-food consumer goods, or the Textile Labelling Act, which, among other things, mandates accurate information about fibre types and whether they are reused or recycled. As well, the Canadian Food Inspection Agency enforces regulations related to the verification of organic foods, and the self-regulating industry body, the Ad Standards Council, can force the revision or discontinuation of advertising that’s deemed either inaccurate or misleading due to the omission of relevant information.
In future, Butler foresees financial or securities regulators will become involved as more listed companies issue ESG reports and regulators impose climaterisk disclosure requirements. For example,
163 of 231 entities on the TSX composite index currently disclose their greenhouse gas (GHG) emissions, but only 80 employ third parties to verify those tallies.
“It’s still quite early on and there’s a lack of uniform ESG metrics, which creates inconsistency and deficiency in that disclosure regime,” Butler observed. “Until we get to a point where people can recognize what those individual frameworks require and what the reporting looks like, there’s room for ambiguity in the reporting and greenwashing.”
Temptation clearly lies in an estimated trillion-dollar market for green investments, but rule-makers are responding.
“The Canadian Securities Administration is developing a national instrument, so that’s a legislated tool, to regulate climate change risk and disclosure specifically,” Butler said. “I think we’re going to continue to see increased regulation and enforcement around greenwashing and claims of ESG or green sustainability that are not verified.” | CFM&D
of the
Canadian Real Estate Industry’s Major Players & Portfolios.
Whether they’re direct holders, listed companies, owner/operators, investors/investment managers outsourcing their property management functions or third-party managers, the 28TH ANNUAL WHO’S WHO IN CANADIAN REAL ESTATE SURVEY will reflect the gamut of players providing and overseeing the spaces that drive Canada’s economy and house its populace.
Last year, more than 200 respondents reported portfolio data — including more than a dozen with inventories surpassing 50 million square feet and a roughly equivalent complement that maintains less than 500,000 square feet. Big or small, all share similar priorities to enhance asset value, generate optimal income, retain tenants and operate efficiently.
The survey will be viewed by more than 100,000 real estate professionals through our award-winning print and online properties: Canadian Property Management; CondoBusiness; and Canadian Apartment Magazine, all part of the REMI Network It will also highlight the top 10 portfolios of commercial, retail, industrial, apartment, and condominium properties.
To participate in the 28TH ANNUAL WHO’S WHO IN CANADIAN REAL ESTATE INDUSTRY SURVEY, please email Gerald Ngan at geraldn@mediaedge.ca before January 15, 2023.
Thank you in advance for your participation. We appreciate your continued support.
BY LIBBY FERIN
Today’s economy is a bit like the weather. When it’s sunny and business is good, everyone is happy. But when clouds roll in, we turn our eyes to sky and realize that a change is coming. While some people still see blue skies above, other economic “weather reports” are forecasting a potential recession.
employees are more likely to prioritize health and wellbeing over work than before the pandemic. Additionally, the pandemic opened up Pandora’s box of new worker variables. Notably, workers grew accustomed to working remotely and they got used to it, primarily because of the flexibility it offered.
Now, many employers want their workers back in the office for a portion of the week, if not all. This means designers must strike a critical balance: Supporting those employees who want a choice in where they work and creating workplace environments employees want to return to that foster meaningful in-person connections.
So, what might this mean for the contract office market? For many employers, they are preparing for uncertainty and planning for cost reductions, which could include short-term belt-tightening to larger scale, longer-term savings such as real estate optimization.
For designers and facility managers, space consolidation may present a challenge. How do you maximize the square footage of a condensed space for potentially the same number of workers / hybrid workers? How do you design “I want to work here” spaces that foster inclusiveness, productivity, wellbeing and connectivity when budgets are being reduced?
There is no silver bullet to these questions. But we believe there are four fundamental elements that should be considered for any space design, especially when a recession is looming, dollars are tight and retaining and attracting top talent is essential.These elements include designing for wellness, productivity, technology and connectivity.
It’s no secret that the effects of the pandemic continue to shape the design of workplaces and how workers feel about them. If nothing else, the pandemic placed an emphasis on personal health and wellbeing. In fact, according to the 2022 Work Trend Index, 53 per cent of
Let’s focus on employee health and wellness. When a worker’s wants and needs are being met, research shows they are happier, and happier employees are 20 per cent more productive than unhappy employees. Offering people intelligent work tools that adapt to each person’s specific preference is key.
This can include height adjustable desks, articulating monitor arms and an ergonomic chair. These types of products not only empower the individual to work the way they choose, but also foster movement, allowing people to alter their posture throughout the day, which is an added health benefit. Aside from individual workstations, think of multiple destinations with flexible products that support employees’ ability to posture differently throughout the day.
are coming back to the office is for human connectivity. We’ve all come to realize that there is no replacing the learning, iterating, brainstorming and problem solving that comes from being connected to our teammates in-person.
Today, workspaces are being reimagined to spark productive, inperson collaboration. Because of this, the spaces and tools required for workplaces are much different than those from just a few years ago. For example, we’re seeing an evolution of the conference room. To maximize every square foot of space, the traditional conference room — a space with a single fixed table and chairs — may not be the best solution.
To take full advantage of this type of space, design for maximum flexibility. Reimagine the new conference room where mobile, individual workstations can come together to support the work of a particular team using the space. When the meeting is over, tables can be stowed away and ready for the next team to configure to their specific needs
One thing is for sure, technology integration is here to stay – we’re reliant on it now more than ever. Count how many times you’ve said, “You’re still on mute.” With co-working, hybrid work, the prospect of reduced workplace footprints and the need for improved human connection, technology integration must account for the employees working onsite and those working remotely.
Consider incorporating enclaves or “phone booths” with integrated technology for floor plans that are condensed. This thoughtful addition allows for workers to retreat to these spaces for telepresence calls without disturbing their workmates. It also serves as a great heads-down private space when needed.
If a company is considering downsizing to
a smaller footprint, careful consideration must be given to the types of workstations that are best suited for those compacted work environments. Maximizing space may result in employees migrating to a benching scenario. Acoustics are often the biggest complaint for this type of solution, so incorporate dividers with sound barrier integration or even mobile, slide-on dividers for individuals to use when a dose of privacy is needed.
For co-working spaces, height adjustable individual workstations enable a 6’2” employee and a 5’4” employee to use the exact same product, but at their own desired height. An accompanying ergonomic chair, which instinctively adapts to individual body types, is also a smart solution for co-working set ups. And, when a workstation includes an articulating monitor arm, workers can easily use one or multiple monitors (depending on what they prefer). They can also adjust the screen(s) to their own viewing preference, which can fuel performance and provide better health benefits.
Weather reports may not always be accurate. But if the forecast calls for rain, it’s good to be prepared.The same can be said for office and facility design. If recession clouds roll in and office real estate contractions take hold, it’s wise to have a sustainable plan in place. By using highly adaptable and flexible workstations — and placing wellness, productivity, technology integration and connectivity at the core of space design – companies will be well positioned for the storm clouds gathering today, as well as the brighter days that will surely come.
| CFM&D
“Reimagine the new conference room where mobile, individual workstations can come together to support the work of a particular team using the space.”
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The newest office seating further attempts to meet workplace expectations within spontaneous environments that support and adapt to people’s ever-changing work styles.
A new partnership between Inscape and Connection brings forth Harp, a non-anchored space divider with bungee cords so teams can create neighbourhood zones for privacy and collaboration, whether that’s for virtual meetings or quiet focus areas. At 94.5-inches tall, the divider comes in four frame styles and various timber finishes, with multiple accessory options.
Teknion has expanded its Routes collection with new tables, seating, and a TV cart for greater agility. The playful pieces invite users to define their ideal “route” for completing a task and take full control over how and where they work. The collection allows one to build up a complete workspace for a small, tight-knit studio or create casual pop-up work hubs across the expanse of a corporate headquarters.
Curve is the latest in the Flex family of modular sofas from Resource Furniture. Launched in June, the intention is to defy traditional linear design and bring warmth and comfort to work and living spaces. Backrest cushions can be rearranged to create any seating style. The sofa comes in seven fabrics with 177 total finishes.
Studio TK launched Santé, a lifestyle-oriented series of versatile chairs and stools that work in various settings across the office to hone a more casual work culture. The design is light and agile for movement and comfortable for work, meetings and relaxing. The collection comes in multiple seating options and finishes and is customizable to limit the institutional feel of cafe-style seating.
Allsteel launched Mural at NeoCon this year. The modular furnishing system features a moveable base structure and flexible kit-of-parts to reconstruct office lay-outs in real time. It also comes built with white boards, pin boards, and open shelving, which combines flexibility with functionality.
Allseating recently became the first Canadian-based company to achieve a LEVEL®3 certification from BIFMA in the seating category. This includes Innate, a fully upholstered ergonomic task chair that is crafted to cradle sit-bones for focus and relaxation. The height-adjustable integrated lumbar, at four inches, engages the flexible webbing straps located in the chair’s back, which move and contract to mimic the natural curvature of the spine. The style is customizable, with a flexible ergonomic arm and a multi-height headrest that pivots 60 degrees. The chair comes in black or birch finishes.
The Vignelli Rocker was the last chair designed for Heller by the late Lella and Massimo Vignelli in 2014. The indoor-outdoor rocker is now back in production and comes available in red, blue, light grey and black. Made using UV material and weather-resistant nylon, the armchair has a small footprint, high comfort factor, and gently oscillating base. The design is the first from Heller to feature the Digby Design Authenticator. Each chair will have an individual NFT with a unique identifier that will contain proof of the product’s authenticity and commitment to sustainable design.
points when specified on a project. The plant-based commercialgrade textile comes in a wide range of design and colour options available in woven, knit, and crochet constructions. It features contract-grade performance with no maintenance and is liquid repellant, using the most environmentally sustainable, carbon-positive materials and processes.
The emergence of collaborative offices and new flex time patterns are significantly reducing traffic and changing the purpose of office buildings and towers. These new usage patterns of public spaces have had a major impact on the activities of janitorial companies.
In most cases, large facility managers entrust the responsibility of this important aspect of asset management to building service contractors (BSCs). These contractors must maintain and guarantee uninterrupted service delivery and obtain a complete on-site coverage for their clients, not only as a matter of customer service quality but, above all, to avoid a drop in or loss of revenue. Most janitorial service contracts are quantitative, i.e., based on hours worked. In this sense, the manpower that is deployed on a contract has a direct impact on the billing and profitability.
Employee retention has always been one of the greatest challenges facing commercial cleaning companies, but over the past two years, the turnover rate has skyrocketed. In addition to low wages, this is a poorly valued trade, reputed for being physically demanding with binding work schedules. Given the abundance of employment opportunities, retaining quality employees is certainly easier than attracting new ones.
Having a sufficient workforce is not enough. Qualified and experienced personnel are key to remain efficient and to avoid increased operating costs that come with an uncontrolled employee turnover.
Experienced workers can diagnose and repair the equipment.They can anticipate problems and minimize the number of clients’ complaints by resolving them early. They are also the trustworthy resources for new employees whom they can mentor and supervise.
The key to retention? Recognizing their value and cultivating respectful relationships.
The scope of the custodial workers goes far beyond their job description, often considered simple and basic. Through constant professional cleaning
and disinfecting, these front-line workers:
• Have a direct impact on the quality of the environment and therefore on customer satisfaction.
• Play a leading role in a building’s health and safety by ensuring sanitation of the spaces.
• Preserve the architectural quality of the buildings by preventing the deterioration of the materials.
• Undoubtedly improve the profitability and value of a building.
To retain employees, you must give them something to stay for. The trend towards employee wellness and healthy offices paired with the reorganization of work patterns offer many opportunities to finally promote social equity and improve working conditions for these once invisible frontline workers.
Improving working janitorial staff conditions is a shared responsibility between the FM, the BSCs and even the tenants. Here are some recommendations and initiatives that are being implemented in various buildings:
• Take advantage of the drop in building occupancy to increase daytime work schedules that improve work-life balance.
• Make technology available to maintenance staff to facilitate communication or work monitoring and encourage data sharing among all parties involved.
• Make cleaning operations visible to reassure occupants, especially in shared office environments.
• Provide properly equipped janitorial facilities and quality supplies in sufficient quantities.
• Give clear and consistent work procedures and available and accessible on-site resources.
• Invest in training programs and promote opportunities for growth within the company.
• Offer schedule rotations so that all have access to weekend days off, at least occasionally.
• Offer employees assigned to the same contract the ability to manage their schedules among themselves.
• Reduce work schedules to three days per week. A shorter work week could reduce stress and absenteeism, while maintaining or even increasing productivity.
The more the building’s occupants interact with the janitorial staff, the more familiar they become, and mutually respectful relationships arise. The staff tends to be more attentive and proactive. In turn, tenants are more appreciative of the efforts of the cleaning crews and are more respectful of the environment.The familiarity of the relationship favours exchanges and communication of needs, thereby lessening the number of complaints.
Janitorial staff perform field work daily and know a lot about the behaviours, good and bad, of building occupants. A FM who welcomes the feedback of the BSC employees can gain valuable information to drive facility management and decision-making. | CFM&D
Mélanie Marier is an Auditor at ValkarTech, a consulting firm specializing in building hygiene management and quality control of housekeeping operations. She is also the Marketing and Business Development Director at HBlogin Real Estate Technologies Inc., the technology division that develops tailored IT solutions to optimize maintenance, increase profitability and improve the overall quality of buildings.
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