Workplace basics

Getting the basics right to create a comfortable and safe work environment is the core remit of any facilities role. Increasingly though FMs aim to deliver more than just the essentials by creating workplaces that support and enhance occupant wellbeing.

We began by discussing why workplace wellbeing has moved so far up the agenda in recent years. Research has already shown that addressing the quality of workplace essentials, such as lighting, design, ventilation, acoustics and food and drink services, helps create a productive and successful place for people to work.

Dan Johnson revealed that a survey by FMJ and ZIP Water found that employees are no longer taking their workplace for granted but appreciate the impact the office can have on their productivity, wellbeing, mental health and ways they contribute and interact with colleagues and customers. He said: “For me, the research highlighted a focus that hadn’t been as strong in the past”.

The panel also pondered the definition of workplace wellbeing. Dr Nigel Oseland has not only written extensively on the subject but has created the module on Wellbeing in Buildings, as part of a MSc in Health, Wellbeing and Sustainable Buildings. He argues that defining wellbeing is a more difficult question than it sounds.

“While the WHO definition of wellbeing talks about both mental and physical health – wellbeing is not just about not having ill health but in a broader sense refers to having a purpose and meeting your goals and expectations in society.”

Looking at wellbeing from a food operator perspective Lynsey O’Keefe of Sodexo advocates the provision of a foodservice that represents value for money and addressing both physical and mental health by offering ‘good mood’ foodservices that supports workers’ health and wellbeing throughout the day.

She explains: “The key to this is in creating great spaces for people to work in, that promote what we believe people are looking for, both socially and collaboratively. Equally, you need to think about ways of creating a workplace that meets all the needs of the different generations and personalities. This is why wellbeing is end-to-end for every aspect in which we operate.”

DESIGN PERSPECTIVE

While there’s been a lot of interest in recent years on the emergence of the WELL Building Standard (WELL), it is incredibly difficult and costly to attain accreditation. If organisations don’t meet such exacting standards, can they still design-in wellbeing?

Patrick Ames argues that it is, in fact he feels that the basis of every appraisal of the modern workplace leads to designing-in wellbeing. For him the key word is choice. When formulating a design brief, he advocates asking the workplace community what kind of environment they desire.

He explains: “Today’s workforce is so diverse; you’ve got introverts and extroverts. You’ve got people who come into the office for solitude and quiet and others who come in to collaborate. Designing for wellbeing is about creating a space which offers choices for everybody.

“A good design for me allows people to choose where they want to work, where they want to relax, where they can have a bit of time alone, whether that is outside, inside or in a quiet room. What I’m seeing in the market at the minute is designers and workplace managers giving people levels of choice that make them feel valued.”

Nigel Oseland’s concern however is that when it comes to building design we’re still not getting the basics right. Essential comfort factors such as temperature, noise, air quality and lighting are still being neglected in too many premises, “never mind all the high-level requirements to enable us to do our best and benefit our wellbeing”.

When it comes to designing the basics, there is no one size fits all as this is dictated by the premises that you’re working with. O’Keefe believes that is dependent on where a building is located, the type of foodservice on offer and the size and scale of the real estate. Most organisations will put restaurants and working kitchens in spaces that can’t be utilised by natural daylight as buildings strive to maximise the amount of daylight available in spaces that are occupied most often.

Says O’Keefe: “We have restaurants and kitchens in basements, on roofs and at entrances, whatever the building lends itself to. But the most important piece is creating a suitable environment for people to eat and drink.”

Johnson also reports seeing a lot of diversity in both design and location – dependent on what a building allows. This can range from busy workplace foodservice areas which deal with high-capacity volumes where consumers expect fast and efficient services to more localised self-service ‘kitchen’ spaces located near desking areas.

Oseland agrees that the ability to offer occupants a level of variety is the ideal as staff might just want to have a quick break and go back to their desk or conversely want access to spaces where they can linger for longer.

The panel also noted there is increasing demand for workplace restaurants on the top floors, including where possible, the creation of roof terraces offering access to all staff rather than just a client or C-suite.