EDI TOR’S NOTE CONTACTS


Editorial Editor Ryan Lloyd ryan@opusbm.co.uk


Advertising Account Director Clare Gapp clare@opusbm.co.uk


Production Production Director Hannah Wilkinson hannah@opusbm.co.uk


Designer Nigel Rice nigel@opusbm.co.uk


Designer Daniel Etheridge daniel@opusbm.co.uk


CEO Mark Hanson mark@opusbm.co.uk


EDITOR’S NOTE Hello and welcome to the Tomorrow’s FM Yearbook 2022/2023.


Following a tumultuous couple of years, things now appear to be moving in the right direction. With pandemic restrictions completely scrapped, businesses across the country will be looking towards finally operating under what we can now call normal conditions, even if those so-called ‘normal conditions’ include inflationary pressures and a cost-of-living crisis. After 23 months of chaos; rules and regulations changing on a seemingly daily basis, 2022 offers organisations a chance to move on and concentrate their focus on other imperative issues.


Attention then, has turned towards the future of the workplace and how FMs can help reshape their organisations in a post-pandemic world. Hybrid working looks like it will become a predominant feature of many larger organisations. According to Leesman, of the 67,000 employees the company surveyed in the second half of 2021, 60% worked in a hybrid way, with 29% choosing to work for home only and 11% choosing the workpalce as their sole destination. Interestingly, the research also found that the most likely demographic to work exclusively at home were younger employees (45% amongst the under 25s and 33% for the 25-34 age category), despite being less likely to have access to essentials that support productive work. Leesman’s study identifies several contributory factors for this, including dissatisfaction with commuting, health concerns and some wariness of the office in general. Organisations are now finding ways to address these issues to help people feel more confident about using company workspaces, even if it’s only for a couple of days a week.


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In the corporate sphere at least, some industry experts believe decentralisation, the process of moving offices out of the city centre and into towns or rural areas, is likely to be the word on many lips in the coming months. It’s hard not to see why. This sort of hub and spoke model, with a decentralised network of flexible office space empowering people to access the amenities of the workplace closer to home, as well as helping teams return to the professionalism and productivity benefits of the office, may become the dominant way in which larger organisations work; replacing the long, busy commutes that have become anathema to some employees, with a more flexible way of doing business.


Whilst many organisations are adapting to this new world of work, the Government seems set to continue with outdated ways of operating. At the time of writing, Cabinet Office minister Jacob Rees-Mogg has written to cabinet colleagues urging them to ensure civil servants stop working from home and return to the office full-time. As Andrew Mawson, Managing Director of Advanced Workplace Associates, made clear recently, forcing civil servants “back into the office is an example of old style thinking and goes against the flexible working practices that the civil service has been increasingly embracing over the last 15 years. If the Government is serious about improving efficiency, it should take advantage of the benefits of hybrid working which would not only reflect how employees want to work but also, if well thought out and managed, free up expensive office space and help with Boris Johnson’s levelling-up agenda by allowing more civil servants to work away from London.”


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There’s also the case of the green agenda, with sustainability and environmental, social and corporate governance (ESG) now taking centre-stage. Buildings account for a staggering 40% of the UK’s overall carbon footprint – rising to 78% in cities such as London, so environmental improvements to offices and other work settings is paramount. With the UK having committed itself to hit net zero emissions by 2050, businesses will have a major role to play in achieving this. Many organisations are aiming to go further by announcing ambitious net zero targets of their own, often to be met 20 or even 25 years earlier than 2050.


If the past two years have shown us anything it’s how adaptable businesses and employees can be when crisis threatens to overwhelm us. Whatever the coming 12 months throws at us, whether that’s the cost-of-living crisis, issues with the supply chain or the challenges which recruitment and retention, the resilience, verve and steadfast resolve of the FM industry is likely to help steer organisations through these myriad challenges.


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www.tomorrowsfm.com Ryan Lloyd, Editor


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