embracing technology. Video conferencing so ware has been
crucial to enabling successful remote working and, as many
embrace more flexible working policies moving forwards, will
continue to be key to business continuity. Yet perhaps of equal
importance has been the
growing importance of
understanding data; to allow
us to garner better customer
insights so as to truly respond
to our end users and their
needs.
The crisis has also seen
an increased focus placed
on individual and social
wellbeing. With the pandemic
up-ending traditional working
set ups, it is important that
organisations remember that
responsibility for employee wellbeing covers all workspaces and
doesn't stop at the o ice door. Those who have adopted a culture
of trust, transparency and openness - listening to their employees
and ensuring they are kept updated throughout this period of
uncertainty - have been most e ective in maintaining employee
engagement.
Sustainability within the workplace has also come to the
forefront throughout the crisis. This has long been a focus area
for the facilities profession, with FMs seeking to make business
cases to create real changes to practice. It is essential that net
zero and other sustainability goals remain in focus, and the
opportunities presented by COVID-19 should act as a driver in
creating more sustainable working environments.
Finally, the change in the working environment has meant
a shi in the skills many require to do their job successfully -
from frontline sta adhering to social distancing regulations to
changing leadership and management competencies to manage
a workforce from afar. With the future of the workplace likely
forever changed, it’s more important than ever to ensure that
workplace and facilities professionals, alongside the sta they
support, have the opportunity to develop the right skills for
tomorrow’s challenges.
The crisis is far from over, but it is clear that many of its impacts
will leave a permanent mark on the way we work. The “super
connecter” profession of workplace and facilities management
will continue to hold the key to bringing together the space,
culture and technology aspects of work into a workplace strategy
that enables organisations and individuals to remain productive,
whatever their setting.
THE SECURITY SECTOR'S VIEW
PAUL LOTTER,
MANAGING DIRECTOR, CORPS SECURITY
2020 has turned those well-known words ‘business as usual’ on
its head. Processes, planning and execution have all had to adjust
to facilitate new ways of being and new ways of working. This
year has been about being flexible and adaptable in the face of a
continuously changing landscape.
Our biggest challenge has been working e ectively with
customers and colleagues from afar and keeping up to speed
with their individual changing requirements. Security contract
managers were previously out in the field on a regular basis
carrying out audits and reviews and having valuable face-to-face
24 DECEMBER/JANUARY 2021
contact. The impact of the global pandemic has pushed us to find
new ways to achieve all of this remotely, yet still getting the job
done to the high standards expected. Our online customer portal,
Corps Secure, has been instrumental in making more remote
practices a success. It has given us the ability to measure and
manage our service delivery e ectively even if our management
team cannot always be physically present.
Remaining agile and working even more closely with customers
this year has been paramount. With so many changes to working
practices and premises shutdown or partially occupied at
di erent stages, we’ve been working hand-in-hand with our
customers to ensure they maintain fit-for-purpose security
solutions that are sensitive to the financial pressures that many
are facing. We’ve taken this one step further and we’re now
o ering complimentary
full-service reviews to all
existing clients and to new
customers.
Supporting the wellbeing
of our security o icers
has always been a core
focus for Corps Security
but the pandemic has
really brought this to the
forefront and shone a
spotlight on the extent of
the challenges faced by our
colleagues. We conducted
a report early on in the pandemic about the considerably high
death rate among security o icers and we’ve elevated our
commitment to wellbeing as a result. It’s been vital to ensure our
o icers themselves are in environments that are safe and secure
– it’s not just about them delivering security to others.
Our colleague portal has considerably ramped up and now has
a separate colleague wellbeing section that o ers more support
than ever on mental wellbeing, exercise and nutrition. This will
continue to be developed and will become a more pivotal part of
our wellbeing strategy.
For the Corps management teams we’ve also had to adapt as
a result of working remotely. We’ve implemented shorter, more
frequent Teams meetings that take place weekly rather than
monthly. With weekly online video conferencing we can be far
more agile and address any challenges in the moment and act
on them immediately. This is something we’ve all adopted as a
fruitful new way of working.
The global pandemic has taught us a lot. It has sparked a new
level of compassion and made us more united, collaborative,
resilient and innovative. It has also elevated the importance
of our frontline security workers. Corps has always been an
advocate of the Living Wage and we will only beat this drum
louder now. Security is not just about security anymore. It’s now
about keeping people and places safe and secure. The role of the
security o icer has now taken on a wellbeing responsibility and
this is something that will become a permanent change and one
that I expect to see grow in the foreseeable future.
Linda Hausmanis
Paul Lotter
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
ADVICE & OPINION
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