Whether it’s the installation of IoT and smart devices into buildings to
base decisions and deployments on real time information, or making
greater eŽ orts to embrace building information management (BIM)
technology in a similar manner to how it has become the standard in
the construction industry, there are always ways that FM can become
smarter. This underlines a key message as we head into 2022. FM
must be agile and ready to adapt to overcome the challenges and
uncertainties that lie in wait.
THE SOFT SERVICES
PROVIDER’S VIEW
JAMES BRADLEY, COO AT THE
CHURCHILL GROUP
The pandemic shone a spotlight on
the vital work we carry out and the
importance of our services in the
future of the workplace.
The challenge will be to make
sure that our influence doesn’t
wane as the pandemic passes. It
would be careless to assume that
FM will retain a seat at the top
table. That’s not to diminish the
work we have done, but it’s very easy for people to slip back into old
habits. That could well include how businesses resume operations
post-pandemic and I feel that we have a critical role to play in creating
workplaces and environments fit for the future of work trends.
To use our voice eŽ ectively, we need to communicate clearly and
frequently on the value of FM. This will support our case for staying
collaborative with decision makers.
Perhaps our biggest area of opportunity is cleaning and hygiene.
Building users will likely want assurances on the hygiene of their space
in the long-term, it might even become legislation driven, a— er COVID
has highlighted its importance.
We have been able to use science-based cleaning to implement
eŽ ective workplace hygiene programmes. The data gathered from
these programmes is invaluable in providing transparency to senior
leadership and building users. We can use the data to inform cleaning
rotas, target high touchpoint areas and show users when a space was
last cleaned.
We’re now using technology to go one step further. We place QR
codes on desks with some of our oŽ ice-based clients. Users can scan
the code to find out when the area was last cleaned, request a clean
and also leave feedback.
The feedback option has been a pleasant surprise. We’ve had plenty
of great comments from users thanking our cleaning teams for their
work. These comments have been gratefully received by operatives
that have worked so hard in the last 18 months in very trying
conditions.
Technology has long been heralded as the future of FM. But too o— en
it is poorly implemented, does not integrate with existing systems, or
not utilised to its full potential.
Workplace hygiene programmes backed up by data have shown the
power of tech in so— services. As an industry, we must capitalise on this
success.
We should work with key stakeholders within a business to identify
where tech can help and the so— ware that is best placed to provide
that support. The more we do so, the richer the data we will have,
which will reinforce our position among senior decision-makers.
Let’s approach every challenge as an opportunity. The key is not
to rest on our laurels. Let’s keep oŽ ering solutions, innovating and
22 DECEMBER/JANUARY 2022
demonstrating why FM is so important. If we can make ourselves
indispensable, then we’ll be well equipped to overcome challenges.
INTEGRATED
FACILITIES
MANAGEMENT
PROVIDER’S VIEW
JEREMY CAMPBELL,
EXECUTIVE DIRECTOR,
MARKETING AND BUSINESS
DEVELOPMENT, EMCOR UK
The most pressing challenge
for FMs in 2022 must be in
supporting their organisation’s
journey to net zero. In the
last six months of 2021, we’ve
seen the global discourse
focus firmly on the green agenda. The Intergovernmental Panel on
Climate Change - which assesses the science related to climate change
- and a variety of countries announcing detailed plans for their own
net zero journey and the historic climate deal secured at the COP26
Conference in Glasgow, although with language reluctantly modified
to read ‘phase down’ and not ‘phase out’, have seen environmental
commitments top the headlines.
Accelerating real climate change is an urgent imperative we all
know but many organisations are not making changes quickly
enough. A recent poll we conducted showed that only 12 per cent of
organisations are fully or nearly fully prepared to meet net zero targets;
a further 36 per cent are fairly prepared and 53 per cent are not very or
not at all prepared. There is a massive mountain to climb.
With the built environment accounting for around 40 per cent of
carbon emissions and up to 80 per cent in large cities, the way we
manage our buildings has a significant role to play in the move to net
zero. When you consider that 80 per cent of the buildings in use in 2050
are already in existence, the role of FMs is clear: they are the people to
lead their organisations on the net zero journey.
The focus should be on reducing energy use - categorising the carbon
emissions a company makes using scope 1, 2 and 3 definitions – and
to identify, through cross organisational collaboration with service
partner experts, operational carbon (the direct and indirect energy
used to run a building) and embodied carbon and make changes
across the board. Embodied carbon is where transformational change
exists. Scope 1 covers direct emissions from owned or controlled
sources; Scope 2 covers indirect emissions from the generation of
purchased electricity, steam, heating and cooling and it is mandatory
to report on these two areas; Scope 3 includes all other indirect
emissions.
A second priority is wellbeing, specifically supporting people’s
mental health. Earlier this year, we became the first organisation in
the world to be certified against BSI’s scheme based on ISO 45003,
the new global standard providing practical guidance on managing
psychological health and safety in the workplace. The pandemic, and
the disruption to traditional ways of working, has had a huge impact on
mental health and the total fallout is not yet understood. As the world
of work continues to adjust, FMs must focus on employee wellbeing to
help people stay engaged, be productive and for businesses to thrive.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Jeremy Campbell
James Bradley
ADVICE & OPINION
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