The Government is consulting on its plans to give British workers the right to request flexible working from the first day in a new job, rather than having to wait up to six months under existing legislation. Currently, an employee can make one flexible working request (for working from home
COVID-19 has challenged us all, testing safety, resilience, finances, and wellbeing alike. At our IWFM Impact Awards 2020 virtual ceremony in September, we celebrated some amazing examples of the powerful influence of our profession and its ability to adapt to these extraordinary circumstances with ingenuity, skill and often compassion. Ahead of Workplace Week International (9 to 13 November), we sat down with IWFM’s Head of Workplace, Donna Walker (DW), for a
The sequins may have been in shorter supply at this evening’s virtual 2020 IWFM Impact Awards, but the star quality shone out as an online audience of hundreds celebrated the gamechangers whose extraordinary achievements were honoured at the most unusual ceremony in the flagship event’s twenty-year history. Transmitting from home,
The International Fire Safety Standards coalition (IFSS), a collaboration of over 80 fire safety leadership organisations of which IWFM is a founding member, has published the first version of its Common Principles. The document sets out to provide fire safety guidance which is universally applicable across all stages of the building life
The Institute of Workplace and Facilities Management (IWFM) has announced the launch of the Resilience Alliance – a new professional relationship aimed at developing and promoting resilience globally. IWFM will work alongside member organisations – Airmic (risk management and insurance professionals), ASIS International (security professionals) and the Business Continuity Institute
IWFM welcomes the draft Building Safety Bill and hopes this development will provide some comfort to those affected by the Grenfell Tower fire. We believe the new statutory role of Building Safety Manager (BSM) is key to avoiding any repeat of such a tragedy and we are pleased to continue
Skanska delivers facilities management (FM) with a focus on sustainability and customer service. Supporting more than 65 organisations across over 3,000 locations nationwide, here we explore how they use SMART technology to create ‘healthy’ buildings that their customers love. “FM is all about people and culture” declared Adam McDonald, Managing
The Wates Group is set to expand its facilities management offering with the launch of Wates Facilities Management (‘Wates FM’) – a new business with expanded nationwide capabilities. Formerly operating as Wates Smartspace FM, Wates FM will build on its existing nationwide portfolio of total facilities management services across a
The Institute for Apprenticeships and Technical Education has published the new Level 2 Facilities Services Operative apprenticeship standard and assessment plan. The Level 2 Facilities Services Operative (FSO) apprenticeship is ideal for those new to the profession who are looking for an entry level role in the industry. It offers
The importance of sustainability to facilities management organisations continues to be very high, according to the Institute of Workplace and Facilities Management’s (IWFM) 2018 Sustainability Survey. This year’s survey had 242 respondents. Four in 10 are at managing director and senior management level – the people who hold the most
The Government is consulting on its plans to give British workers the right to request flexible working from the first day in a new job, rather than having to wait up to six months under existing legislation. Currently, an employee can make one flexible working request (for working from home or elsewhere, flexi-time, reduced/compressed hours, job shares, annualised/staggered hours, phased retirement) every 12 months and an employer has three months to consider whether that request can be accommodated. The consultation is seeking views on how many flexible working requests should be permitted, how quickly employers should respond, whether the business reasons for refusing such requests remains valid, requiring employers to suggest an alternative if the original request is refused, and the administrative burden for businesses. The Government supports flexible working as a key part of its ambition to ‘build back better’ from the pandemic and, recognising that such arrangements are not appropriate for all individuals or all businesses, is seeking to create a framework which encourages employee/employer conversations leading to genuine two-sided flexibility. In the consultation document the Government sets out its view that flexible working arrangements not only benefit individual employees, they can also positively impact employers by removing invisible restrictions to jobs and fostering a more diverse and more skilled workforce, improving staff wellbeing, inclusion and motivation, and reducing staff turnover and recruitment costs, leading to increased productivity and improved financial performance. IWFM’s CEO, Linda Hausmanis, said: ‘We view the Government’s intent as a positive sign that the right lessons are being learned from the home-working experiment of the past 18 months and will engage with the substance over the coming weeks. ‘Now that many more people recognise that work is an activity, not a destination, it is critical that businesses enable them to do their best work, whenever and wherever it may take place. ‘We will feed into the consultation to put forward flexible working best practice, while also guarding against unintended consequences, such as hindering career progression or creating two-tiered workforces.’ The Making Flexible Working the Default consultation is open until 1 December 2021 and can be viewed here. If you have any comments on flexible working which you would like us to consider as part of our response to the consultation, please email: policy@iwfm.org.uk Also as part of the Government’s flexible working agenda, the cross-sector Flexible Working Taskforce is to look at developing advice and best practice to support the change to new ways of working emerging from the pandemic. Focusing initially on the location aspect of flexible working, the Taskforce will consider the essential practical and legal issues around policy and procedure, contractual issues, remote working health and safety, equalities and fairness, and performance management. We will continue to monitor developments on this topic and update members on relevant outputs and outcomes.
COVID-19 has challenged us all, testing safety, resilience, finances, and wellbeing alike. At our IWFM Impact Awards 2020 virtual ceremony in September, we celebrated some amazing examples of the powerful influence of our profession and its ability to adapt to these extraordinary circumstances with ingenuity, skill and often compassion. Ahead of Workplace Week International (9 to 13 November), we sat down with IWFM’s Head of Workplace, Donna Walker (DW), for a social distanced chat about her experiences of managing IWFM’s team and head office during the COVID-19 pandemic. If you require any support in managing the impacts of COVID-19 and the return to work, we have a range of resources, including guidance, information and webinars, available here. 1. On 16 March – a week before the Government announced the first national lockdown – IWFM CEO Linda Hausmanis closed head office and moved all employees to remote working. Why did IWFM act at that stage and what were your immediate thoughts and actions in tackling the transition? DW: ‘We were keeping a close eye on developments and had already implemented 14-day self-isolation for anyone travelling internationally. Then I was notified by our landlord that another tenant in our building had sent home an employee who had flu like symptoms. After weighing up the potential risks and vulnerabilities of remaining in the office and reviewing our business continuity plans, we were able to make a decision quickly and act promptly. ‘Although we already had some in our team who regularly worked remotely, the technical infrastructure and system improvements we had invested in over the last two years enabled the whole organisation to work from home very successfully. The health, safety and wellbeing of our team is paramount and we were equipped to make the transition, so that’s why we acted as early as we did: we wanted to and we could.’ 2. What were your biggest challenges and successes when moving all employees to remote working? How well set up was IWFM for this transition? With uncertainty about the duration of the lockdown, what were your priorities in ensuring the maintenance, safety and preparedness of the building? DW: ‘We felt really well prepared, so the biggest challenges we faced were the factors outside of our control, particularly around connectivity: the reliability of our team’s home internet connections when millions were working from home and likewise for our key communication platform, Microsoft Teams. However, it all worked remarkably well and we were able to deliver the majority of our products and services with limited downtime or interruption. ‘Although our building was unoccupied, it remained open due to other tenants who faced different challenges and needed to access the building. We continued with our usual cleaning, maintenance and auditing with slight schedule changes to ensure we were working within the parameters enforced by lockdown. During the first national lockdown, we also had to undertake some repairs to our office space that were identified during an audit, so although everyone else was working from home, there were times we had to be in the office to resolve issues. Such is the non-stop nature of workplace and facilities management!’ 3. After the first UK national lockdown ended in June and organisations began welcoming people back into buildings, how did you go about ensuring that IWFM head office is a safe environment? DW: ‘We followed the guidance provided by government and tailored it to our situation. Our local BID (Business Improvement District) network provided free signage and touch-free devices for our team. We ensured our temperature control and air handling system was being maintained in line with new findings and worked with our cleaning providers to ensure they were operating in accordance with the new infection control guidance. We introduced a booking system for our people to work from the office where they needed to in line with official guidance that people ‘should’ work from home where possible. Seating arrangements remained at two metres throughout. Hand sanitiser stations were setup throughout the office. ‘People were advised not to visit the office if they displayed any symptoms and in any case to take their temperature before setting off. As an additional check, their temperature would be taken on arrival at the office. We also ensured that our team mainly accessed the office to collect equipment or complete a task that required office use, which resulted in minimal occupancy and reduced our risk considerably. When people use the word ‘safe’ or the term ‘COVID-safe’, I wince because how can anyone guarantee a 100% safe environment? You can implement measures with what is reasonably practicable, but you can’t account for behaviours being in line all of the time.’ 4. This year has been marked by uncertainty: we’ve experienced a three-month national lockdown, relaxed social distancing measures, local lockdowns, and now national lockdown again. What have been your biggest challenges and successes throughout this changing situation? DW: ‘Keeping teams motivated during the pandemic has to be one of the biggest challenges for any manager who would normally engage teams through physical and social interactions that help to bring about a familiar and tangible culture. The usual in-person conversations and moods that would take place or be picked up in the office can be missed when working remotely. ‘However, we have been able to maintain engagement levels through a variety of tactics, including regular all-team surveys and risk assessments, fortnightly all-team briefings, CEO coffee catch-up sessions, celebrating events like Mental Health Awareness Week, continuing with our quarterly training window, offering flexible working arrangements for those who care for the vulnerable, and celebrating personal anniversaries and achievements. We have also had a programme delivered through our social committee with activities like a virtual running club via Strava, virtual yoga and meditation, and ‘pub’ quizzes.’ 5. Beyond the immediate health risks of COVID-19, the subject of wellbeing has been a major concern throughout the pandemic. How has IWFM managed and monitored wellbeing during mass remote working? DW: ‘It was fortuitous that I had delivered health, safety and wellbeing recap training to our entire management team in January, so it was at the forefront of their minds when communicating with their teams. These conversations helped us to be proactive in supporting team members who were considered vulnerable in line with pandemic guidance. As a management team, we made it a priority to have regular interactions with team members via our virtual platforms and in person when lockdown rules were eased through socially distanced meetings in open spaces. ‘During remote working, the team were and continue to be surveyed at regular intervals by way of risk assessment and any concerning findings are addressed, managed and controlled in a timely manner. The team were given regular opportunities to collect furniture or order equipment through our Business Support team, who arranged to have items delivered to their homes. Team members who struggled to work from home due to childcare arrangements had the ability to work flexibly. Once lockdown eased, those who needed a break from their home space were given the option to book spaces to work in the office.’ 6. What lessons will you draw from this year? Have you learned anything that has surprised you? DW: ‘As workplace and facilities professionals, we sometimes don’t give ourselves enough credit for the things we do as normally we’re behind the scenes dealing with issues no one really thinks about until it becomes a problem. However, this unforeseen global crisis propelled our profession into the spotlight and we have managed extremely well considering the circumstances. I have learnt that communicating in different ways, even if it’s the same message, is key (and to repeat it a few times doesn’t hurt either) as
The sequins may have been in shorter supply at this evening’s virtual 2020 IWFM Impact Awards, but the star quality shone out as an online audience of hundreds celebrated the gamechangers whose extraordinary achievements were honoured at the most unusual ceremony in the flagship event’s twenty-year history. Transmitting from home, in full tuxedo, IWFM Chairman Martin Bell said: ‘This year, workplace and facilities professionals have been helping their organisations confront unprecedented challenges. Yet we have also been at the forefront of new opportunities around the evolution of work and workplace during and post-pandemic. ‘I would like to thank all of the organisations that entered across all of our categories this time, when everyone was managing significant challenges in their organisations or with their clients; without you, the impact on society from COVID-19 is unthinkable, and we must recognise our relevance and our impact.’ Eleven winners, representing teams and individuals from across the sector, were revealed via video-link by the lead judges whose independent teams had scrutinised and shortlisted scores of entries they whittled down to thirty-seven finalists across the diverse categories. A further four winners were also announced, chosen by public vote from a second shortlist of twenty finalists in an additional ‘COVID Response’ category. Launched in the summer, the new category was devised to recognise the contribution made by workplace and facilities managers in the wake of the pandemic. The award proved so popular it was divided into four discrete awards to recognise the scale and variety of initiatives. Chair of Judges Julie Kortens said: ‘It has been an absolute privilege to be involved in the COVID Response Award. It acts as a true reminder of how special workplace and facilities management really is. Whether it’s maintaining safe, productive and connected working environments, supporting the wider community, responding directly to the pandemic or adapting to new realities; every single one of you is a true FM hero.’ A new Trailblazer Award, recognising an individual who is a leading light and inspiration to others and for the positive and profound impact they have on the workplace and facilities management profession, went to Steve Gladwin. Describing Gladwin as a quiet, distinguished pioneer of all matters relating to workplace and facilities management, IWFM CEO Linda Hausmanis said: ‘In recent years, [he] has been at the heart of these very Awards, but that is only one of the contributions that this industry titan has made. He is a well-recognised figure, both in the UK and on the world stage. He has been a Board member of BIFM, as we once were, Chair of the Facilities Management Association in Australia, Chair of the umbrella organisation, Global FM and, of course, Chair of Judges for these, Awards.’ The winners were: Workplace Experience: Office/Corporate Environment Edinburgh Park Office, Diageo & Sodexo Workplace Experience: Non-Office/Corporate Environment 12 Day Mobilisation of all FM Services at NHS Nightingale North-West, Interserve Group Positive Climate Action Barings Social Value Homeworks Garden and Home Improvement Service, PM Training Technology Matrix Booking, Hubs Network Collaboration Collaboration ‘WeCo’ – at the leading edge of Vested partnership, Johnson & Johnson together with Sodexo Wellbeing Authentic Wellbeing, EMCOR UK Newcomer of the Year Jack Flanagan, Pareto Facilities Management Manager of the Year Stephanie Welch, Ove Arup & Partners Team of the Year (Private sector) Yorkshire Ambulance Service Interim FM Team, Sewell Facilities Management Trailblazer Award Steve Gladwin. The COVID Response winners were: COVID-19 Response Award: Keeping Good Work Going Covid-19 Response, Lloyds Banking Group and Mitie COVID-19 Response Award: Supporting the Community Edmonton Green Shopping Centre – Supporting the Community throughout COVID-19, Ashdown Phillips & Partners COVID-19 Response Award: On the COVID Frontline Facilities Management Team, NHS Property Services COVID-19 Response Award: Adapting to New Realities University of Greenwich IFM Mobilisation, Sodexo, The University of Greenwich and Gardiner & Theobald LLP Read the winners’ stories here.
The International Fire Safety Standards coalition (IFSS), a collaboration of over 80 fire safety leadership organisations of which IWFM is a founding member, has published the first version of its Common Principles. The document sets out to provide fire safety guidance which is universally applicable across all stages of the building life cycle and can be used by governments, statutory bodies, communities and individuals across the world. Currently, many different fire safety frameworks apply globally, meaning there is no single authoritative way to work. For the first time at an international level, the industry-led IFSS will bring greater consistency and reassurance by setting landmark minimum levels of fire safety and professionalism across the world. The Common Principles are to be presented to the United Nations (UN) with a view to them being accepted as a UN standard. Next year also marks the start of the UN’s Decade of Action for Fire Safety.
The Institute of Workplace and Facilities Management (IWFM) has announced the launch of the Resilience Alliance – a new professional relationship aimed at developing and promoting resilience globally. IWFM will work alongside member organisations – Airmic (risk management and insurance professionals), ASIS International (security professionals) and the Business Continuity Institute (business continuity and resilience professionals) – to collectively promote the importance of resilience and establish best practice ‘resilience’ initiatives. The Alliance will also will address the implications of the changes and sudden disruptions faced by organisations already in 2020, whilst also aiming to develop and promote a common mutual understanding of what is meant by the term ‘resilience’. The basis for the collaboration lies on the belief that there is no single discipline that can claim to cover all aspects of resilience, and organisational resilience is most effectively delivered when operational and professional silos are broken down. Resilience is delivered by multidisciplinary specialists working together towards a common purpose, therefore risk management, workplace and facilities, security and business continuity professionals all play a key role. Each member organisation of the Resilience Alliance has developed its own lens and approach to the subject of resilience based on its unique purpose, activities and individual member interest. However, they also recognise that many resilience challenges are faced and shared by all. The Resilience Alliance will undertake joint communication, thought leadership initiatives and research projects on the good practices organisations can develop and adopt to better prepare themselves for the impact of sudden disruptions or crises. Each body has signed a Memorandum of Understanding to demonstrate that risk professionals across the spectrum believe that resilience is a team game and that by collaborating they are stronger. Linda Hausmanis, Chief Executive of IWFM, said: “We are excited to be a part of the Resilience Alliance and look forward to building on our existing collaborations towards a knowledge exchange platform that will benefit all of our members. Covid-19 has underlined the importance of resilience as organisations have needed to be adaptive and flexible in the face of challenging and uncertain circumstances. Resilience will continue to be paramount in the coming months as we emerge from the crisis; likewise, flexibility will remain key to any newly laid plans as we continue into the unknown.” Julia Graham, Deputy CEO and Technical Director of Airmic, explained: “The Resilience Alliance is a fantastic opportunity to drive change in organisations, making them fitter and ultimately more ‘risk intelligent’. The events of 2020 have shown us we live in a fast moving, volatile and connected world – one that is constantly changing and where working in silos is no longer an option. “Airmic is delighted to work with our fellow Resilience Alliance members on the projects and thought leadership issues, across public platforms, which will demonstrate the power of collaboration.” Peter O’Neil, CEO of ASIS International, stated: “Resilience plays a significant role in the security profession as a whole, particularly as it relates to crisis management and business continuity challenges. The ability to prepare for, and adapt to, changing conditions and withstand and recover rapidly from disruptions is a major role of security professionals worldwide. We are excited to join the Resilience Alliance and look forward to developing future tools and resources for our profession (and others) to strengthen organisations across the globe.”
IWFM welcomes the draft Building Safety Bill and hopes this development will provide some comfort to those affected by the Grenfell Tower fire. We believe the new statutory role of Building Safety Manager (BSM) is key to avoiding any repeat of such a tragedy and we are pleased to continue to help with developing the competence framework for the role. The importance of the BSM in ensuring the safety of buildings and the people occupying them cannot be understated. Where previously there often was a lack of both clarity on who was responsible for building safety and competence to ensure that safety, a BSM with oversight should ensure that all of the updated safety requirements are met, residents have a clear point of contact, and lives are protected. We urge facilities managers to engage with the Bill and provide feedback to us via: policy@iwfm.org.uk. Professionals in FM will be at the front-line of this Bill’s implementation, being those most likely to be assigned or hired to the BSM role; it is therefore critical that our profession is knowledgeable of the contents and its implications for the future of building and people safety. We must never face a repeat of that tragic night and, while there is still work to do, we are much closer to that goal with this draft Bill. Further information: The BSM can be an individual or organisation whose principal role is to support the Accountable Person in the day-to-day management of fire and structural safety in the building. In either circumstance, the individual or a nominated individual must have the competence (or skills, knowledge, experience and behaviours) to carry out the statutory functions. The skills, knowledge, experience and behaviours are not detailed in the draft Building Safety Bill, which is a high level Bill; instead, the detail of the competences will be outlined in future statutory guidance and a Publicly Available Specification.
Skanska delivers facilities management (FM) with a focus on sustainability and customer service. Supporting more than 65 organisations across over 3,000 locations nationwide, here we explore how they use SMART technology to create ‘healthy’ buildings that their customers love. “FM is all about people and culture” declared Adam McDonald, Managing Director of Skanska’s Building Services operation, when we sat down together. Adding, “We value and take care of our people with an injury-free environment (IFE) approach. I’m proud to say we have a culture of care and support, which enables us to deliver the best front-line service to our customers.” If anyone’s at the forefront of putting the customer first, Skanska certainly are. As a company that develops, builds and maintains some of the UK’s iconic buildings including the Gherkin and MoD Main Building, Skanska really are at the forefront of developing the best offers for their customers. It’s going down well too – their research shows that 70% of existing customers have worked with their facilities management team for at least 10 years or more. But how do they do it? Sustainability is a much talked about focus right now, as Skanska’s customers continue to enquire about how it can better assist them to achieve their goals. Laura Mayhew-Manchon, Environmental Manager, said: “We’re pushing the boundaries in carbon reduction – we’ve set a target of net zero carbon reduction by 2045, and we’re including all of our supply chain, not just our own immediate operations.” But you need to have the right team and processes in place to make sure commitments stick, which is where the company’s embrace of technology benefits them. We were keen to delve into how other organisations can use technology to make a difference, both internally and to customers. So, we asked Laura: What are the most consistently missed tech opportunities? Laura revealed, “Better connected assets and equipment will support improved building user experience, use and functionality. That’s the first thing. But ultimately, for FM teams, the data these produce and how we use and interpret it is key in delivering effective, efficient FM that drives optimal building performance.” This supports IWFM’s research that better understanding of technology and data, which includes upskilling existing staff as well as bringing new skills in, is crucial to better performance. In turn, this can create ‘healthy’ buildings. So, what defines a ‘healthy building’? According to Laura, “spaces where the relationship between the building, energy, occupant satisfaction and wellbeing is reviewed continually.” Those final words, ‘reviewed continually’, are undoubtedly the most important. Much of the profession implements change and then forgets to make time to review those changes and to develop them for better results. But, if we’re to see meaningful change in our profession, it’s something we absolutely must do. Acknowledging how customers, or communities, engage with buildings is crucial. “You also need to design the delivery solution around the customer. For example, our City of London contract has delivery teams aligned to customer type rather than geography,” said Adam McDonald. Adding, “Procuring the supply chain sustainably and locally helps, too. We have committed to procuring within a certain radius of contracts, paying them on time (Skanska adheres to the fair payment charter) and training them via the Supply Chain Sustainability School.” Which brings us to our final point: What’s next? For Skanska, it’s about having “engaged, well-trained, positive people to help drive quality FM service delivery. As a profession, we need simpler and more effective procurement models that are driven by service quality rather than price,” Adam said. So, what did we learn? Sustainability is top of the agenda, and that can be driven by technology. As a profession, we need to upskill and make sure we always put the customer first, and those customers can differ considerably from building to building. We must also aim to create ‘healthy buildings’ – spaces where the relationship between the building, energy, occupant satisfaction and wellbeing work as one and, more importantly, is reviewed continually. Skanska is sponsoring this year’s IWFM Awards. Find out more about they’re current work through the Awards website.
The Wates Group is set to expand its facilities management offering with the launch of Wates Facilities Management (‘Wates FM’) – a new business with expanded nationwide capabilities. Formerly operating as Wates Smartspace FM, Wates FM will build on its existing nationwide portfolio of total facilities management services across a range of environments, including banking, retail and healthcare, and will seek opportunities to provide FM support to both private and public sector clients. Wates FM will become part of Wates Property Services division alongside the group’s Living Space business, which provides planned and responsive repairs for more than 500,000 social housing properties and more than 350 buildings nationwide. This restructure will allow the two businesses to combine their expertise. The group has 85 key customers across 14 sectors, including 60 social housing providers and it has a combined annual turnover of c.£400 million with a £1 billion forward order book. David Morgan, managing director of Wates Living Space, said: “Wates’s continued success is built on the breadth of our in-house capabilities and our agility in identifying and maximising complementary areas of our business. There is a great deal of synergy between Wates Living Space and Wates FM and aligning the two businesses will enable us to significantly enhance our service to clients. “Operational efficiency is essential when working with the public sector and this is something that underpins Wates Living Space’s position as a leading UK provider of housing repairs and maintenance.” Wates FM currently manages at least 350 commercial properties, delivering services including statutory compliance, cleaning, security, catering, porterage, front-of-house, helpdesks and computer-aided facilities management (CAFM), as well as mechanical and electrical and building fabric maintenance through a mix of site-based and mobile teams.
The Institute for Apprenticeships and Technical Education has published the new Level 2 Facilities Services Operative apprenticeship standard and assessment plan. The Level 2 Facilities Services Operative (FSO) apprenticeship is ideal for those new to the profession who are looking for an entry level role in the industry. It offers the opportunity both to master practical workplace skills and gain IWFM professional recognition. On completion of this standard – typically in 12 months – FSOs will be able to provide facilities services support to customers and facilities management departments in a wide range of workplace environments. The FSO role is outward-facing and will involve substantial liaison with customers, as well as compliance with legislation and organisational policies. IWFM played a key role in the Trailblazer group which created the new standard, working alongside sector employers, training providers and educational institutions. This built on our earlier collaborations developing the higher level FM apprenticeship standards critical to providing the industry with the professionals it needs to help address its productivity and skills challenges, whilst also promoting social mobility. IWFM Head of Professional Development Fraser Talbot, said: “This key entry level pathway to our profession couldn’t have come at a better time for those wanting an opportunity to take the first step to a career in workplace and facilities management. “Apprenticeships provide a valuable alternative to academic routes and they are crucial to bringing new talent into the profession. As an apprentice you earn as you learn, gain a professional qualification and get an experience-based launchpad to a career, irrespective of your background. Employers gain assurance that their workforce has the knowledge and skills they require. Investment in professional development also provides a more engaged and productive workforce. It’s a perfect win-win” For full details of the apprenticeship standard click here.
The importance of sustainability to facilities management organisations continues to be very high, according to the Institute of Workplace and Facilities Management’s (IWFM) 2018 Sustainability Survey. This year’s survey had 242 respondents. Four in 10 are at managing director and senior management level – the people who hold the most authority to promote the sustainability agenda. Of those surveyed, 31 per cent of respondents said it was extremely important; 35 per cent said it was very important; and 23 per cent said it was important. In total, 89 per cent rated sustainability as at least important – and only 11 per cent as not or not very important. To further underline sustainability’s importance to FM organisations, 71 per cent commented that governance support of sustainability in procurement activities is viewed as either extremely important (13 per cent), very important (27 per cent), or important (31 cent). In the past year 20 per cent of FMs have noted a considerable increase in the number of tenders with sustainability criteria; 42 per cent noticed there’s been some increase; and 38 per cent said there has been no change. Environmental considerations dominate the sustainability criteria on tender forms, with 48 per cent of respondents reporting these as the most frequent criteria. Just over a quarter (26 per cent) of respondents claimed tenders embrace equally a range of sustainability aspects with none given precedence. These aspects are: local economic considerations (16 per cent); social value (8 per cent); and ‘others’, which includes a mixture of sustainability, diversity and pay equality and environmental and economic (2 per cent). The importance of finding new approaches to sustainability is underlined by the latest report from the United Nations Intergovernmental Panel on Climate Change, which highlights once again the need for businesses to take urgent action to combat rising global temperatures.
