Future of Work - Q4 2022

Future of Work Q4 2022 | A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content

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“Employers may question the value of changing their recruitment practices.”

“Employers should create, update and appropriately resource their financial wellbeing policies.”

Charlotte Gibb, Employment and Skills Campaign Manager, Business in the Community

Andrew Berrie, Head of Workplace Wellbeing, Mind

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Empower your HR team with powerful automation and smart analytics

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Working better in the cloud: how it helps employees and businesses

Poor tech and no trust: working from home needs to change Employers are failing their staff with poor technology and little trust — but a better way of working is emerging.

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ong days, no breaks and poor productivity have become the reality since the Covid-19 pandemic, as hybrid working and the pressure to be present at all hours have become commonplace. This ‘green tick’ culture has made hybrid working a double-edged sword. However, a better way is emerging: asynchronous work.

Asynchronous working is the future Instead of working a nine-to-five, asynchronous work allows team members to be online at different times, working around their personal commitments. However, good technology and cooperation from employers are essential for asynchronous work — something many don’t have.

According to a survey of 3,000 white-collar office workers from Sony Professional Displays and Solutions, 58% of office workers don’t believe their company has the technology needed to facilitate asynchronous work, yet only 31% go into their office to access better technology.

This leaves a large chunk of people working from home without the resources they need to achieve their full potential, leaving employees demotivated and employers losing out. You wouldn’t expect a sprinter to win gold in wellies, so why should an employee be expected to perform with poor tech?

Having the right technology Not only will embracing asynchronous work make current employees happier and increase efficiency, but it will help companies attract future talent in an increasingly competitive environment. Demonstrating that you trust your employees to work when they choose sends a strong signal that you value them.

Ensuring workspaces are equipped with the right technologies is equally as critical. Yet, Sony’s survey suggests employers are failing at this, as 55% of workers believe their employers don’t trust staff to work asynchronously.

Another 39% of office workers believe a ‘people first’ approach is the most important aspect of the future of work and that access to up-to-date technology for flexible working is of ‘great importance.’

Employees are making it clear: the future of work relies on putting people first — from trusting employees to manage their own time to giving them the tools they need.

Scan the QR code to read Sony’s research on asynchronous working and more.

WRITTEN BY Adam Dover Trade & Segment Marketing Manager, Sony Professional Displays & Solutions

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Moving the workforce to the cloud makes businesses more agile and empowers employees.

WRITTEN BY Julian David CEO, techUK

If you want to make sure your business and workforce know how to be cloud-capable, join us at techUK to hear from leading cloud adopters.

Find out more at techuk.org

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loud is making it easier for organisations to empower their workforce with new digital tools, agile working practices and the latest emerging technologies like artificial intelligence. This could lead to a new generation of data-driven businesses across the economy.

Employees should be given back some of the extra time created by automation and more flexible cloud tools to focus on development and learning skills in new areas.

Adapt to the needs of a cloud-enabled business Cloud is part of a broader shift from capital investment to operational expenditure across the IT industry.

While this can enable greater automation and flexibility — such as freeing workers to focus on tasks that add more value — it also creates new job roles in actively managing cloud use to make it as cost-efficient and sustainable as possible.

For example, using cloud-based technologies, Costain has managed and maintained data in a responsible way while following best practices around data storage and archiving to support their net zero goals. At the same time, flexible cloud-based digital platforms help them integrate applications, systems and data.

Investment in supporting employees to use such tools is crucial. The findings of techUK’s recent Digital Economy Monitor survey show that 30% of techUK members need better training and skills support in order

to grow and prosper. Employees should be given back some of the extra time created by automation and more flexible cloud tools to focus on development and learning skills in new areas. Upskilling and re-training are needed to make full use of digital capabilities.

Wellbeing-focused and human-centred design The increased productivity potential of a cloud-enabled workforce — with greater flexibility and collaboration tools bringing people together — is a key driver of the workforce of the future. This needs to be led with people-first thinking so that the digital transformation is sustainable.

Companies should look to fostering digital confidence in the tools they provide. Gartner predicts as many as 85% of organisations will embrace a cloud-first principle by 2025. Let’s get future-ready.

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HR leaders worry about burnout but still love what they do, report finds

HR leaders warn that they are increasingly burnt out and considering leaving the profession amid rapid change within the industry, according to a no-holds-barred report into the sector.

M INTERVIEW WITH Jessica Fuhl Head of HR Research and Thought Leadership, Sage WRITTEN BY Mark Nicholls

ore than half of senior HR and People practitioners say they still ‘love their job’ — but more are burnt out, findings of a new report show. Other concerns centre around the dramatic pace of change in the last years; the continued frustrations at the focus on paperwork and process rather than people; and the need to embrace technology to support workload and efficiency.

HR challenges The report on the HR sector has been produced by UK tech company Sage and highlights the current position and mood within the industry. It also identifies steps to prepare it for the future. Report author Jess Fuhl, who is Head of HR Research and Thought Leadership at Sage, says: “Like many business leaders over the last few years, HR leaders have been through and had to respond quickly to a lot: a shift to remote working, the Covid-19 pandemic and managing furlough — and legislation changes in the UK. They’re now facing how to manage workforces through economic uncertainty and provide support for employees at a time of managing fixed costs tightly. The challenges and changes continue within HR.” “We wanted to understand how HR is responding to those challenges, what support HR leaders are getting and need, as well as the role technology could play.”

Currently, only 54% of departments use automation, and many HR leaders believe they don’t have the right technology or skills in their teams.

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Report findings From the poll of more than 1,000 HR leaders and C-suite executives, ‘The Changing Face of HR’ report found that 57% of HR leaders love their job, 62% are considering leaving, 81% feel burnt out and 73% remain worried that the focus is still more on processes than people.

Many want to find ways of spending less time on admin and paperwork by implementing more automation — freeing up time to concentrate on people, strategy and productivity. In terms of career advancement and stepping up from a CPO (chief people officer) to CEO, 91% believe they have the skills to move into the senior role, but only 13% identified financial performance as a priority, says Fuhl.

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Stress and burnout Another discussion was about moving away from the outdated term ‘human resources’ — which continues to suggest ‘admin function’ — to being known as ‘People Function’ or ‘People and Culture.’

While 91% of HR leaders and 95% of C-suite are excited about the future of HR, 66% retain worries.

“There are some positives,” continues Fuhl, “But it is an unprecedented time in HR. The extent of how stressed and burnt out HR leaders are, was a worrying finding.”

Increased automation Technology can improve HR efficiency, but it has not gone unnoticed that the marketing and finance sectors are ahead in transitioning to digital and analytical-focused approaches.

Fuhl says: “HR teams are using automation, but not to the extent they need to. Automating processes — whether in recruitment or analytics — frees up time to concentrate on more strategic matters.” Currently, only 54% of departments use automation, and many HR leaders believe they don’t have the right technology or skills in their teams.

Key needs The shift to automation is paramount for HR teams wanting to spend less time on processes and paperwork — and more on meaningful people strategies. Meanwhile, actionable analytics can deliver insights to allow HR leaders immediate access to data such as headcount, activity levels, recruitment and turnover rates.

The report from Sage — which provides finance, accounting, HR, payroll services and advice to UK businesses — identifies key needs to help HR better prepare for the future. This includes increased upskilling; more technological know-how; more investment in HR specialisms such as Diversity, Equity and Inclusion (DEI); increased wellbeing initiatives to prevent burnout; and better peer-to-peer networks. The top priorities for HR in the future are talent management, DEI and employee health and wellbeing.

Find out more at sage.com

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How to help your employees weather the financial storm Organisations building a culture of care around their people to help them through the cost of living crisis are embedding support services that will, in the future, be beneficial for everyone.

A SPREAD INTERVIEW WITH Kate Field Global Head, Health, Safety and Well-being, BSI SPREAD WRITTEN BY Tony Greenway

s inflation soars, interest rates rise and energy prices spiral, more of us are either struggling — or going to struggle — with the cost of living.

“Organisations learned an important lesson during the Covid-19 pandemic,” says Kate Field, Global Head of Health, Safety and Wellbeing at business improvement and standards organisation, BSI. “Those that built a culture of care around their people came out of the crisis stronger and with a more loyal workforce. It’s one reason why many organisations are proactively looking at ways to support their staff during this difficult time.”

Signs that people are struggling Of course, it may not be easy to recognise those who are struggling financially. “Some staff might simply ask for more money or overtime, or they’ll leave for a better-paid job,” says Field. “But it won’t always be that obvious, so organisations need to be aware of the less overt signs among their workforces.”

“For instance, someone might be increasingly tired because they’re having to take on extra work outside of their normal job. Or, because people are concerned about job security, they won’t take time off even when they are unwell; so presenteeism — ie. being at work physically but unproductive — could become an issue. Also, work-related stress and anxiety could increase, so you might see a drop-off in morale.”

Those that built a culture of care around their people came out of the crisis stronger and with a more loyal workforce.

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Access to confidential advice The next challenge for employers is delivering support that actually works. What form should it take? Some organisations will operate an Employee Assistance Programme (EAP) — a free and confidential benefit that is designed to help staff deal with any personal or work issues that may be affecting their health or wellbeing.

“This might give employees access to financial advice, either online or through a financial advice service, which could be really useful,” says Field.

“Unfortunately, EAPs are often an underused resource (their average take-up is around 5% to 7%), so it’s vital to signpost them clearly to make employees aware that they are available and, crucially, confidential.”

The fact is that the more secure employees feel, the more loyal and productive they will be.

Have effective support systems in place Field also notes that some larger organisations have been able to make a one-off extra payment to help with the cost of living crisis. But that may not always be a realistic option for most employers.

“However, there are things they can do such as adopting hybrid working, so that staff can save money on their commute,” she says. “Some organisations — shops, leisure facilities, restaurants, etc. — can’t do that, obviously; but the ones who can, may wish to consider it. I’m also aware of organisations with a canteen serving breakfasts and lunches and parcelling up leftovers at the end of the day for people to take home. So, we are seeing a different level of care and thought, and that’s partly down to what organisations have already been through during Covid-19.”

How caring builds strength Field’s main piece of advice to any organisation is: Be honest with your people and talk to them openly and regularly. “Transparent communication is key,” she insists.

“Often, the temptation is for organisations to keep financial concerns hidden. But the more you can engage with your staff and talk to them about this issue, the better. They might even come up with ideas you hadn’t considered or be more flexible about their working week in a way that you hadn’t imagined. The fact is that the more secure employees feel, the more loyal and productive they will be. And, as we come out of this challenging period, organisations that care about their people will be in a stronger place to attract and retain the best talent going forward.”

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Why accelerated digitalisation makes the future of work more exciting With digital tech going through a huge growth stage, organisations are assessing how they best approach their digital futures, and it’s taking them to some exciting places.

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itching analogue and embracing digitisation is not a new phenomenon in business, admits Kate Field, Global Head of Health, Safety and Wellbeing at BSI. “In the automotive sector, robotics have been used on production lines for decades,” she says. “In engineering, manual tools have been replaced by CNC (computer numerical control) machines.”

information from large volumes of data. This frees up humans to concentrate on the things they are good at — which can’t be replicated by technology — such as critical thinking, conflict resolution and empathy.

Being responsible with your tech Naturally, cybersecurity remains a central concern. Staff need to understand how they can be manipulated by phishing scams or that logging into work via an external network — such as the internet at What digital technology will look like their favourite coffee shop — will not Field says, “None of this is new. It’s be as secure as their organisation’s just that digital technology is going own system. “It’s vital that employees through a huge growth stage at the know the risks, especially with bad moment.” There are several reasons actors becoming more sophisticated,” for this. Firstly, digital tools are more says Field. affordable and accessible than ever.

There are data protection issues to Secondly, the IT behind digital has consider. “A lot of tech gathers data,” improved so much that it can now be says Field, “Think of hi-vis jackets used in ways that weren’t previously worn by security staff which can be possible. fitted with smart sensors that monitor What’s interesting is the wearer’s heart rate. where digitisation is That’s a great way to look heading because it’s yet to after your people, but it’s reach its full potential. If technology that generates Failure to they haven’t adopted them personal medical data, so embrace and already, organisations are data governance must be investigating how they can deploy digitisation managed robustly.” include big data, artificial may result in intelligence (AI), wearable Making the design of digital tech and augmented reality challenges hiring tools inclusive diverse talent (AR) in their growth plans.

Future-looking It might even mean their organisations are focusing employees entering the metaverse on how they can upskill staff (think of it as the internet in 3D), an properly to better prepare them immersive experience which allows for the unfamiliar digital tech they them — or their avatars, at least — to know is coming. On the other hand, attend meetings or training sessions Gen Z candidates may have higher while they are sitting elsewhere expectations for employers to offer wearing a virtual reality (VR) headset more digitally enabled modes of or AR glasses. All of which are going to working. have a massive impact on the future of Digital tools must be designed in an work and organisational culture. inclusive way so that everyone can use them. “Think about your workforce’s Higher efficiency for employees digital wellbeing,” says Field. “What Employers may have to deal with are their needs, expectations and the concerns of employees, who concerns regarding this technology? might worry about being replaced If you talk to them early to find out, by increasingly smarter tech. “Yet, they are more likely to go on the digital robotics on car production lines didn’t journey with you.” reduce jobs,” argues Field.

Field concludes: “Failure to embrace “And CNC machines still need and deploy digitisation may result operators and engineers. Digital in challenges hiring diverse talent. improves the quality of jobs so that Therefore, organisations who fail to people don’t have to do things that live in this new, digitally transformed are dangerous or might impact their environment are likely to fall behind physical or mental health.” Plus, in the war for talent and in delivering computers can now perform menial products and services to today’s tasks at speed, such as extracting competitive markets.”

READ MORE AT BUSINESSANDINDUSTRY.CO.UK

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How businesses would benefit if no one was left behind in recruitment

outperforming the competition. In a study by McKinsey & Company encompassing over 1,000 companies across 15 countries, researchers found that companies with the highest gender diversity at the executive level were 25% more likely to have higher profitability than less diverse businesses.

It’s also useful for talent attraction.

British Psychological Society found that 69% of millennial and Gen Z employees shared that they would be more likely to work for an employer for more than five years if the business had a diverse workforce.

Many established recruitment practices may be preventing jobseekers from entering employment, causing businesses to miss out on untapped talent.

B WRITTEN BY Charlotte Gibb Employment and Skills Campaign Manager, Business in the Community

usinesses in the UK are facing a talent crisis. Reports of the Office for National Statistics show that the UK has reached a challenging ratio of less than one jobseeker for every vacancy, making it difficult for employers to recruit.

Many of the factors driving this labour market are beyond the control of employers, such as Brexit and the impact of the Covid-19 pandemic.

However, the struggle to recruit offers an opportunity for employers to examine their recruitment practices, which are within their power to change.

Review recruitment practices Traditional recruitment practices can prevent some jobseekers — older workers, school leavers, refugees,

people with disabilities and those with former criminal convictions, etc.

— from entering employment. For too long, the impact of these practices has gone unnoticed, because vacancies have been easy to fill. However, unless changes are made to their recruitment practices, employers will find that certain jobseekers will remain overlooked, and they will miss out on an incredible range of talent.

Increase diversity In addition to filling vacancies, Business in the Community’s opening doors campaign encourages inclusive recruitment practices to hire untapped talent that will help employers create a more diverse workforce. This benefits the bottom line, with more diverse companies

Assess capabilities By focusing on essential skills and capabilities rather than education, experience or qualifications, businesses can fill skills shortages.

By reviewing where jobs are posted or working with partners like Bridge of Hope, Renaisi or Movement to Work, businesses could unlock new pathways for jobseekers.

Employers may question the value of changing their recruitment practices, but if they don’t adopt inclusive recruitment practices now, disadvantaged applicants will find it even harder to compete for jobs should the UK enter a recession.

By making changes now, UK businesses can ensure inclusivity in the future world of work — with no one left behind in recruitment.

How to improve staff mental health and financial literacy A mental health charity outlines how employers can help support their staff’s mental and financial wellbeing during a cost of living crisis.

T WRITTEN BY Andrew Berrie Head of Workplace Wellbeing, Mind

he cost of living crisis is taking a heavy toll not just on our wallets but also our mental health. All UK employees are likely to have noticed an unwelcome increase in essential expenditure, but people on low incomes and those who receive benefits because their mental health prevents them from earning enough are among those worst affected.

The relationship between money and mental health can be a vicious circle. People with mental health problems are more likely to experience financial problems and typically earn less, while financial issues can worsen our mental health.

Mind’s Infoline has seen a 40% rise, compared to last year, in calls from people experiencing difficulties related to finances such as welfare, unemployment and personal debt.

Responsibility of employers Despite the prevalence of financial and mental health concerns across the nation, according to the Chartered Institute of Personnel Development (CIPD), only 18% of organisations have a financial wellbeing policy — either as part of a wider employee health and wellbeing policy (14%) or as a standalone financial wellbeing policy (4%).

Employers should create, update and appropriately resource their financial wellbeing policies, covering things like how the organisation supports employee financial wellbeing; how they intend to create a supportive and

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inclusive culture; how support and communications will be tailored to different employee groups at various stages of their employee life cycle; and sources of free and impartial external support.

Support with managing finances Having a sense of control of your personal finances is key to addressing financial anxiety. Educational programmes delivered in-house around budgeting, pensions and planning for retirement can help. However, bear in mind that for many people — especially those on lower incomes — no amount of careful budgeting can help them make impossible spending decisions such as paying bills or putting food on the table. Existing benefits offered to staff — including hardship loans, pay advances, advice services, or financial support such as travel loans — should be well promoted and easy to access.

Greater flexibility Employees should be given as much flexibility as possible in terms of hours and location so they can find a working pattern that least impacts their expenses and best supports their wellbeing. Such decisions may factor in the need to spend time with colleagues face-to-face, the costs of travelling to the workplace and the costs of energy consumed while working from home.

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A greener, cleaner office: winning the race to net zero Examining the role that the office plays in our built environment has never been more important.

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he next BCO conference in Dublin will explore the evolving role of the office as a vital part of an ecosystem, blending work, life, technology and data to ensure the social, economic and environmental sustainability of cities.

WRITTEN BY Richard Kauntze Chief Executive, British Council for Offices (BCO)

Sustainable future The broader futureproofing of our office buildings is just as important. In our most recent investigation, we provide circular economy guidance to the office sector in relation to new-build, refurbishment and fit‑out. ‘Circular Economy in Offices’ sets out how offices can be designed Ideal offices and constructed to eliminate waste and pollution, circulate Social impact is high on the agenda for all organisations products and materials as well as regenerate nature. as they face the challenge of navigating The research focuses on three circularity a volatile economy and attracting and principles: retain what is already there, retaining talent while delivering ESG targets. extend the life of materials and reduce The best offices will not only support a the impact of anything introduced. The Offices account for 15% sustainable and productive work culture and construction sector is one of the largest of the total commercial employee wellbeing but consumers of materials and produces also engage with their surrounding property sector’s waste and more waste than any other sector in the communities in impactful ways.

UK. Offices account for 15% of the total 44% of the construction Our recent research reports have commercial property sector’s waste and sector’s waste. investigated many mission-critical themes.

44% of the construction sector’s waste.

In our ‘Future of UK Office Densities’ paper, Fit-out is the most significant we recommend a new method for calculating the amount opportunity to embed circular principles within the office of space needed per person in the post-Covid-19 world sector and can help to meet urgent goals around climate of work. It suggests that, before the Covid-19 pandemic, change, waste generation, material extraction, pollution densities were being pushed too far, and employees should and species decline. reasonably expect more space when they are in the office.

The vibrant city of Dublin will provide the perfect A new ‘sweet spot’ of 10–12m2 per person reflects the setting for the BCO’s membership to debate all of this significant increase in people working from home and hotand much more. desking when in the office, while simultaneously ensuring that office workspaces meet employees’ requirements, promote productivity and reduce carbon emissions.

The term ‘of**ce’ is a dirty word: isn’t it time we redefine it?

the term “Redefining the O Word” – campaigning for the Oxford and Cambridge Dictionary to change their definition of the word to reflect the industry’s current ambitions for the workplace.

The landscape of workspace design has rarely undergone such a seismic shift as in recent years.

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o longer simply a place to work, the workplace is now an infrastructure for building social capital and fostering a sense of purpose and belonging.

WRITTEN BY Ben Gillam Founder & CEO, Thirdway

Workplace shift, culture lift According to the Oxford Dictionary, an office is ‘a room, set of rooms or building where people work, usually sitting at desks.’ But this definition should be redefined to something that is much more in keeping with today’s requirements. The working environment must now be an engaging, purposeful space that encourages collaborative working, vibrant company culture, enhanced

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productivity and overall happier people who produce a better standard of work than ever before.

How to redefine the ‘of**ce’ We believe the definition should be ‘A designed space where an organisation’s engagement, collaboration, culture and productivity are enhanced via its people, to achieve stated objectives and goals.’ It’s a definition that does not restrict or limit the way we work but instead empowers a workforce to be the best that they can be.

We are committed to creating the future of the working environment.

Our belief in this mission is resolute, and as such we have trademarked

Crisis accelerates change Hybrid working is here to stay, yet its shape is shifting, as soaring energy prices and a desire to socialise add to the appeal of the workplace. But to meet modern expectations, the workplace needs to prove its worth when compared to working from home, with better amenity provision playing a key role.

Living and working more sustainably is also a driver. Natural materials and local manufacturers are very much ‘in,’ with many firms pushing for stylish refurbished and reclaimed items, from statement furniture pieces to artworks.

At a macro level, there is an emphasis on updating and adapting commercial premises, rather than knocking buildings down and starting afresh.

When implemented well, intelligent design reinforces and supports new working practices, enhancing creativity, and in turn, making people happier and more productive.

Savvy businesses will recognise the workspace as an essential tool for businesses to attract and retain high-calibre employees in this shifting marketplace.

We just need to redefine it.

To learn more, visit bco.org.uk

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Flexibility in the workplace is an expectation, not a perk With work and life entering a new era, organisations have an opportunity to reimagine the role of the modern workplace.

Image provided by MillerKnoll

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ince the pandemic, the world’s understanding of the very notion of ‘work’ had to expand beyond the range of activities that takes place in an office.

WRITTEN BY Ryan Anderson Vice President, Global Research and Insights, MillerKnoll

More people are resigning Organisations across industries began testing out distributed work strategies, but a lack of serendipitous interactions and impromptu face-to-face conversations have led to an erosion of both the ‘weak ties’ and the stronger workplace connections that are vital to long-term morale and wellbeing.

Those companies that tried to hit the snooze button on this acknowledgement are already feeling the consequences. Many (71%) workers who are dissatisfied with the flexibility their employers offer are open to looking for a new job in the next year (Future Forum, 2022). Data suggests this so-called ‘Great Resignation’ may not be a blip, but rather a trend with potential to expand beyond 2022.

Recognise employee expectations The pandemic fuelled a widespread embrace of flexible work practices. But changes that started as triage have shown incredible resilience, quickly becoming ingrained and deeply valued among workers across industries and geographies. Flexibility and choice have become expectations — and these expectations are not budging.

In response, many organisations have turned to hybrid workplace strategies to help reverse these trends. They recognise hybrid’s potential to foster trust and deliver more equitable experiences for employees.

However, it’s not enough for organisations to provide their people with a choice of where to work on a given day.

Organisations must also ensure the quality of those choices — at home, in a co-located office or elsewhere — with resources and support.

At MillerKnoll, we see the power of design as an instrument for positive change.

We’re ready to use that power to help you and your organisation provide more equitable experiences through inclusive design, fostering a greater sense of belonging among your people.

Find out more at millerknoll.com

Team immersion Collaborative work is an ebb and flow of coming together and working independently. By following more of a neighbourhood model — in which team space is owned and individual spaces are shared within it — the modern workplace can provide a more immersive team experience that better supports the full range of collaborative work.

Individual focus and reflection The past two years have stressed our homes in many ways. If you had a room to spare, it became a home office, classroom or gym. If you didn’t, finding focus has been a challenge.

Team members who need time alone to form well-rounded thoughts, ideas and creations require spaces within the modern workplace where they can achieve deep, productive focus while still staying connected to their organisation.

Strengthen your community through belonging When workplace strategy gives everyone equal footing to be productive and successful and spaces designed to address the needs of the broadest array of people, something greater is achieved.

Consider the problems facing your organisation today. To solve them, you need more voices at the table, all of whom feel comfortable contributing their perspectives.

80%

of employees want flexibilty in where they work. (i.e., location).

Transform your real estate through inclusive environments Hybrid working gives people the flexibility to choose to work outside of the office when that’s the best choice for them and their work. But the office itself can be reimagined to better support the full range of work experiences that hybrid workers want to have when they do come into the office.

Community restoration Humans are social beings longing for connection. By providing areas that encourage people to interact with their extended networks, the modern workplace can help restore a sense of community.

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94%

of employees want flexibilty in when they work. (i.e., time of day/days of the week).

Source: Future Forum Survey, April 2022

Source: Future Forum Survey, April 2022

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