FMJ.CO.UK FACILITIES MANAGEMENT - COVID-19 FOCUS
Phil Bentley, Chief Executive of Mitie Paul Bagust, Director, RICS Property
Andrew Mawson, co-founder and Director
Advanced Workplace Associates (AWA)
MAY 2020 29
Deborah Rowland, Director Public Sector
Aff airs, Sodexo Global Services
Linda Hausmanis, CEO of IWFM Charles Siddons, Head of Operations,
NHS Property Services
Standards
Mike Grimmel, Director, FM Platform
UK&I at Sodexo
scenario anybody foresaw but one to which
the profession has responded and which I
expect will bring into sharp focus a wider
recognition of this fundamental role.
“On the one hand, FMs are focused
on managing ‘empty’ buildings and
grappling with knotty questions of ongoing
maintenance, risk management, health
and safety, and how to prepare for a sure
but uncertain return; on the other, they
are demonstrating value in maintaining
productive working environments, wellbeing
and connection during a time where
everyone is working simultaneously from
sofas, spare rooms and dining room tables.”
She warns however that the challenges for
many in FM are only just beginning. “Most
will be facing unprecedented challenges as
the nation’s o ices empty out - caterers and
cleaners, for example, will have seen their
customers disappear. Di icult conversations
will be happening about the costs associated
with contracts that cannot be fulfilled and
the trade-o s that may be necessary as postpandemic
priorities change.”
KEY WORKER STATUS
Both the IWFM and RICS have been
petitioning the Government to call for
workplace and facilities management
professionals and their contractors to be
recognised as key workers in recognition of
their contribution to tackling the coronavirus
pandemic.
Says Charles Siddons, Head of Operations,
NHS Property Services: “The profile of
the crisis has certainly highlighted the
importance that people in FM play in
ensuring key infrastructure remains open at
times of emergency.”
He adds: “The leaders of our profession
will play a key role in ensuring that this
recognition is used for positive change once
the crisis has passed. Within NHS Property
Services we have already introduced
enhanced shi allowances and overtime
rates, together with a one-o payment in
recognition of the role frontline colleagues
are playing. Coupled to this we are
promoting our ‘NHS heroes’ across social
media.”
At Sodexo, says Rowland, sta are keeping
the hospitals and schools clean, secure,
provided with food and keeping buildings
maintained. “They continue to work as
‘unsung heroes’ but are very much part of
the key worker e ort in providing front line
services to those that need them. We have
always known our work matters. It helps
that others might now recognise this too.
We hope that all our front-line key service
workers will be far more appreciated for all
the work they have continued to do during
this crisis.”
At the very least argues Hausmanis,
being a orded key status: “It would be a
significant step towards the recognition
that our profession, and those related to
our work, deserves, which is why we have
continued to press the case to Government.
Without workplace and facilities managers
ensuring premises remain clean, safe and
operational, the crucial people working on
the NHS frontline could not do their jobs
e ectively.”
THE HOME FRONT
Whereas before the crisis, FMs
were managing a relatively
small number of o ices
they’re now managing
thousands of
individuals working
from home. This
presents its own
set of challenges.
Siddons reports
that his greatest
concern is in
managing people’s
wellbeing. While the
technology has worked
he explains, not everyone
is in a home environment or
mental space that is best suited
to home working for prolonged periods,
particularly with limited social contact.
Mike Grimmel, Director FM Platform UK&I
at Sodexo agrees. “The biggest challenge
is replacing the social interaction that
comes with o ice life and ensuring that
everyone’s mental wellbeing is maintained.
As an industry we are built around
engagement, interaction and teamwork, so
keeping our people connected is key to
success during these times.”
Hausmanis says it is important
that the FM profession takes steps to
monitor stress levels and “intervene to
provide alternatives to the canteens
and lounges where we previously
shared our worries and burdens”.
Agile working of course isn’t
entirely new, as Bentley explains.
“As part of Mitie’s business
transformation, we have invested
heavily in our IT systems and
devices and have encouraged our
employees to take advantage of agile
working.
“Many of our teams are mobile so
need to be able to work in a variety of
locations, be that in one of our o ices,
on client sites, or at home. Having
already implemented the collaboration
tool, Microso Teams, across the
business and asking all meetings to
be held via video or phone call to
minimise travel, many Mitie colleagues
are already adept at working with
those based at other sites. And regular
communications to all sta is essential.”
The profi le of the crisis
has certainly highlighted
the importance that people
in FM play in ensuring key
infrastructure remains
open at times of
emergency.”