set of requirements, ensuring that clear communication is
given and that employees are kept involved to help achieve
their buy in. These requirements should be aligned to the
facilities manager’s current roles by continuing to review system
lifecycles, enhance and optimise general estate’s sustainability by
reducing energy consumption and therefore carbon emissions.
This role is in alignment to many businesses aims of working
towards Carbon Neutrality while looking at cradle to grave
scenarios for systems and new builds.
But we must not forget that sustainability is a vast topic and we
have to consider the 3 Ps – People, Planet and Property or more
traditionally society, the environment and economic factors.
All three areas need to be addressed to create a good business
sustainability strategy. One which fosters core credibility and
inclusion across an organisation and out into the communities
in which our organisations are based. FM teams can work in
tandem with procurement to better enhance the social value
aspects of our integrated FM and project contracts by ensuring
that there is clear direction and inclusion at a local level for job
opportunities, apprenticeships, materials and securement of
local community engagement. At a business level, whether in
house or outsourced our FM teams are well positioned to assist
and lead on sustainability, across our organisations and out into
our communities.
CLEANING AND SUPPORT PROVIDER’S VIEW
PAUL CRILLY,
MANAGING DIRECTOR NJC
Although sustainability is most
o¤ en thought of with reference
to our impact on the planet,
the concept is comprised
of three pillars: economic,
environmental and social. I
believe every business should
have actions related to each
pillar embedded in its strategy
to ensure long term success,
and as we move towards
wellbeing centred workspaces,
this has never been more
important.
The pandemic has had a
personal impact on every one of us, with wellbeing, mental health
and productivity being impacted for many. Employees are at the
heart of service businesses, with sustainable employment a top
priority, and NJC is proud to be a Recognised Service Provider
working with the Living Wage Foundation and to promote the real
Living Wage. Supporting our colleagues individually, through regular
catch-ups, training and an external Employee Assistance Programme
is vital. We have found that taking formal opportunities, such as
participation in the Investors in People Wellbeing Working Group,
has helped us to examine our approach, exchange ideas with other
organisations and develop the next steps for NJC.
COVID-secure workplaces are likely to be with us for some time,
requiring the correct procedures and processes to ensure the
safety of our cleaners and everyone using our customer’s buildings.
We believe the New Normal will bring challenges, including
the increased costs of additional cleaning and altered property
strategies focusing on the value of teamwork, development and
social cohesion. These may require support service partners to do
22 FEBRUARY 2021
things diž erently.
Wider community support comes from using our skills, expertise
and knowledge to assist community groups and individuals to
improve theirs. We support specific local charities and other
organisations through donations of cleaning materials and other
resources, and our colleagues have inspired us through donating
their time to help with cleaning, as well as fund raising initiatives.
The sustainable use of resources has long been an FM industry
driver and the advent of compulsory reporting and science based
targeting is creating the environment for structured, continuous
improvement. Whilst continued legislation will inevitably force
behavioural change, those organisations that are agile to the
opportunities of early adoption will reap significant benefits and the
pandemic may well have accelerated this change process. The ož ice
contains a vast range of resources from the building fabric, to the
fittings and fixtures, and the consumable items used on a daily basis,
such as paper, food, drinks and cleaning materials. Our decision
making should challenge ‘why’ each item is needed, to design out
waste and pollutants entirely and retain the maximum value from
resources for as long as possible. We need to create more ež icient,
resilient spaces which contribute to the long-term sustainability of
the business, the wider economy, and the wellbeing of occupants.
At NJC our responsibilities to our people, the planet and the
communities we serve are our top priorities in our sustainable
business model. We have found that external assessments, such
as those carried out by EcoVadis, help us to drive continuous
improvement and develop our business processes, particularly when
diž icult times mean dealing successfully with large numbers of o¤ en
competing priorities.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Paul Crilly
ADVICE & OPINION
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