Workplace360 Issue 9. January February 2024

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business supplies and beyond ISSUE 9 - JANUARY/FEBRUARY 2024

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business supplies and beyond

EDITOR’S NOTE

HERE WE GO AGAIN...

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he inaugural issue of Workplace360 highlighted the recovery of one of the UK’s major resellers, Complete, following its demise and subsequent rescue by EVO. Now, almost exactly a year later, we are faced with another significant development – the collapse of dealer services group Nectere. Detailed information on what’s happened so far can be found on page 16.

Sadly, this situation has left dealers grappling with missed payments and a rather uncertain start to 2024. The Workplace360 team remains committed to delivering timely updates and publishing information on our website and newsletters as soon as we receive it.

Despite this challenging beginning to the new year, it’s not all bleak. In fact, leading industry figures express a relatively positive outlook for the next 12 months in What’s next (page 38).

It will come as no surprise to learn that one of the prevailing trends in the workplace continues to be the emphasis on health and wellbeing. This topic spans a wide range of product categories, including ergonomics, discussed in detail and with

Workplace360 CEO Steve Hilleard (right) headed up to Scotland to catch up with Langstane Managing Director Colin Campbell for this issue’s In conversation with...

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The imperative to keep employees happy has never been more pronounced, especially for companies advocating a return to the office plenty of useful tips in Comfort counts (page 28).

Cleaning and hygiene is another trend, with pandemicinduced habits exerting an influence on cleanliness standards in offices. Read The clean scene on page 46 for insights into the latest innovations in this sector.

The imperative to keep employees happy has never been more pronounced, especially for companies advocating a return to the office. Many businesses are also banging the diversity, equity and inclusion (DEI) drum to entice and retain talent. But there’s always more that needs to be done.

Ultimately, it’s about people, not just policies.

Not everyone experiences equal treatment or fair consideration in the workplace environment. Tackling this issue, Through a different lens on page 24 explores the design of inclusive workplaces, focusing on those with neurodivergent conditions. Meanwhile, Go with the flow (page 32) discusses the importance of period dignity schemes in the workplace.

The eagle-eyed among you may have picked up on the fact that Workplace360 is celebrating its first anniversary. The past year has been a whirlwind and, on behalf of the entire team, I would like to extend my thanks to everyone who has contributed to its success – whether through advertising, participating in interviews, or sharing thoughts and opinions.

Michelle Sturman, Editor

business supplies and beyond

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business supplies and beyond

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WORKPLACE360 - JANUARY/FEBRUARY 2024

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CONTENTS

JANUARY/FEBRUARY 2024 03 Editor’s note 06 News 12 Dealer spotlight Supplies Web has found the perfect formula for success 16 Talking point Workplace360 investigates the collapse of dealer services group Nectere 24 DEI: Neurodiversity How to design neurodiverse-inclusive environments 28 Category focus

The ergonomics category offers plenty of scope to expand the product portfolio

34 Sustainability Although progress was made at COP28 in the race to net zero, there’s still a long road ahead 44 Advertorial: Pukka Pads The Irlen range of notebooks/pads helps to provide comfort for those with Irlen Syndrome

In conversation with... Langstane

48 Marketing InControl Marketing’s Nigel Busby talks about effective channel marketing 54 Exposed!

Jason Jones from Nestlé Professional

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Sam Rylands looks at how to boost women in leadership

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The cleaning and hygiene sector is benefitting from new product launches and a move to more eco-friendly solutions

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18 Managing Director Colin Campbell

WORKPLACE360 - JANUARY/FEBRUARY 2024

time to talk about period dignity 32 It’s schemes in the workplace

38 for the industry in 2024

Workplace360 looks at what lies ahead

NEWS

New UK headquarters for ACCO ACCO Brands UK moved into new three-floor office space in the Buckinghamshire town of Aylesbury on 2 January.

The town has been the home of ACCO in the UK since 1950 and staying there was a priority for the leadership team when searching for a new location.

The new headquarters is closer to the town centre, providing easier access to local amenities and the train station for easy commuting to and from London and other destinations. Collaboration and community were key focuses of the design, with plenty of areas for teams to brainstorm and connect.

This includes Café ACCO, where co-workers can catch up over a hot drink and a snack.

During the refurbishment, ACCO – together with the existing building owners – implemented various environmentally focused upgrades, including smart building management controls, LED lighting and an energy-efficient HVAC

system. These improvements will move the building from its current EPC rating of D to B, a score only 12% of commercial premises in the UK have achieved. The new office

SYNAXON launches new portal SYNAXON has introduced SYNAXON Shop, a new web portal designed to simplify the order placement process for its reseller partners on SYNAXON Hub. The portal offers a userMiguel Rodriguez friendly interface for accessing a wide array of products from top manufacturers through SYNAXON’s distribution operation.

UK dealers can access SYNAXON Shop upon request.

The platform complements the existing EGIS web portal, allowing partners to manage orders and track availability and pricing for over two million products.

SYNAXON Hub Managing Director Miguel Rodriguez said the addition of SYNAXON Shop is an important component for streamlining order processes. It is expected to boost efficiency and cost savings for partners, translating into better customer service and increased profitability.

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will also maintain compliance with ISO 50001 and ISO 14001. These certifications are held by all the vendor’s offices and production sites across Europe.

Prima announces event speaker

Prima Software has announced the guest speaker for its GROWTHFACTOR-e 2024 event taking place in March. LinkedIn expert Mark White will deliver a masterclass sharing some ideas about how LinkedIn can, and should, form part of an organisation’s business activity going forward.

After a 12-year career in sales and marketing, White has devoted the past 14 years exclusively to LinkedIn, delivering in-house training to almost 500 companies, including Prima itself.

GROWTHFACTOR-e 2024 is taking place on 21 March at the Crowne Plaza in Liverpool.

NEWS

Integra welcomes Slingsby Integra Business Solutions has teamed up with industrial products supplier Slingsby to broaden its offering to members.

This partnership promises members access to a diverse range of products, from handling and lifting, storage, safety and security items to premises equipment.

Slingsby’s dedicated customer service team will also be on hand to provide product expertise and advice. The company’s Group CEO Morgan Morris commented: “Our team is committed to ensuring Integra members have access to the expertise and sales tools to effectively sell the extensive Slingsby product range now available to them. We look forward to working with members and the Integra team.”

Integra Purchasing Director Allison Fishlock pointed to Slingsby’s “professionalism and dedication to customer service” and anticipates a strong partnership in the year ahead. Integra members will benefit from next-day delivery on stocked items over £50 (ex-VAT) and a 12-month Morgan Morris product warranty.

Stationery Show changes hands

Max Publishing has acquired the London Stationery Show from Ocean Media Group.

The event, plus the Stationery Matters publication and National Stationery Week brand, are also included in the deal. Ocean Media acquired the show in 2016 from its founder Chris Leonard-Morgan’s LMC Media company, who is is now back on board as Special Advisor.

The London Stationery Show 2024 will take place as planned from 14-15 May at the UK capital’s Business Design Centre. Chantelle White has joined the Max Publishing team from Ocean Media to continue as its Event Manager

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NEWS

Office Friendly celebrates 30th anniversary

Office Friendly has reached the milestone of 30 years in business. Founded in 1994, the not-for-profit dealer group has built a community of around 190 stakeholders. In a statement, Office Friendly said the anniversary was “not just a reflection on the past but a proclamation of commitment” to the future.

Office Friendly Sales Director Alex Stone added: “Our success is linked to that of our members and the innovation and support from our partner suppliers.”

“Celebrating three decades is a momentous occasion for Office Friendly. We are immensely proud to have played a vital role in the success of our community, helping businesses achieve their goals and futureproof their operations,” commented Managing Director Jeanette Caswell.

The dealer group promised further innovation, strategic partnerships and enhanced support for its community as part of the next stage in its evolution.

Stewart Superior signs South Africa deal

Stewart Superior will now sell into the South African market. The company has signed a distribution agreement with local manufacturer and distributor Republic Lifestyle. The news comes shortly before Amazon begins operations in the country.

Stewart Superior Managing Director Geoff Betts said: “It’s a perfect time for us to open in South Africa and Republic Lifestyle is an excellent fit for us. This further expands our global operation and reach and is an exciting time for the company.”

MOVERS & SHAKERS Additional role for Challis

New UK head for Wilkhan

Antalis’ Marie Challis has taken on extra responsibilities at the start of 2024. In addition to heading the office dealer sales channel in the UK, Challis – who has been with Antalis for almost 23 years – is now the distributor’s Central Customer Service Director.

Germany-based Wilkhahn has named an experienced workplace exec as its Country Manager for the UK and Ireland. Taking on the role is Alan Gazzard, who has been involved in the contract furniture space for the best part of 30 years. He has worked for the likes of Herman Miller, Knoll, Steelcase and Bene, and was most recently Development Director at Icon Office Design.

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Castle makes switch

Former EVO and VOW marketing executive Scott Castle has provided details of his new job.

At the end of last year, Castle announced he was leaving EVO after more than ten years with the organisation, many of those in marketing roles at VOW. He has joined jan/san vendor Reckitt as Customer Activation Marketing Manager.

NEWS

John Clemie passes away

BBSC announces two new patrons The BOSS Business Supplies Charity (BBSC) has announced two new patrons for 2024. Joining as a corporate patron is CTS Wholesale, while former EVO CEO Steve Haworth has become the charity’s second individual patron.

Haworth commented: “I was continuously humbled by the effort and commitment of the least privileged in our sector during the pandemic. Simply put, they ensured the industry’s survival.

It is therefore an easy decision for me to support the BBSC as an individual patron. Recognising the contribution made by everybody in the industry and my privileged position as a result means that supporting those in real need is just the right thing to do.”

Office equipment/supplies firms rank lowest in study

Founding partner and Director of Premier Vanguard, John Clemie, passed away in December following a short illness. John and Dominic De Luca founded Premier Vanguard 16 years ago and between them, they built the business into an industry-leading supplier of till rolls and goods-not-for-resale. Now part of EVO, the Premier Vanguard business is a family with many long-standing colleagues and reflects the values and work ethos of the two founding directors.

De Luca stated: “I feel extremely privileged to have been one of only four business partners John worked with over his 50-plus-year career. Since we merged our businesses in 2008, John managed to smooth some of my very sharp edges. He simply made me a better human being.

“A true gentleman and an absolute delight to be around, he leaves a void in my life that I have not experienced since my father died. He was the best friend, mentor and business partner anyone could ever wish for.

“His colleagues at Premier Vanguard will feel his loss for a very long time and we send our condolences to his family and very wide circle of friends. I will miss him immensely.”

Workplace360 extends its sincerest condolences to John’s family, friends and all those at Premier Vanguard.

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UK office equipment and supplies firms are still feeling the impact of the pandemic at the start of 2024 according to a new report.

Using analysis of more than 2,500 firms, Unleashed’s quarterly Manufacturing Health Index found that UK office and equipment supplies manufacturers (with an overall index score of 18 out of 100) were the worst performing out of all sectors towards the end of 2023. The index is calculated using a combination of sales, expenditure and overall efficiency metrics.

In the UK, cosmetics and personal care (98/100) and industrial machinery firms (98/100) topped the rankings for their performance while office equipment and supplies (18/100), food (30/100) and electronics (38/100) registered the lowest scores.

Jarrod Adam, Head of Product at Unleashed, said: “Manufacturers in every industry category were hit by challenges from all directions in 2023 – including high inflation and rising borrowing costs. However, it seems that office equipment and supplies firms have suffered more than most, possibly due to the temporary shift in working patterns following the pandemic now becoming permanent – hitting their performance and profitability.”

He added: “As many as 83% of employers now offer some kind of hybrid working arrangement, and that is likely to have a knockon effect on demand for office equipment and supplies. Growing companies, for example, may be under less pressure to relocate to new premises or buy new equipment even as their workforce increases because not everyone is in every day. Similarly, employees might have previously decked out their home offices during the pandemic but aren’t yet ready to replace items.”

DEALER SPOTLIGHT - SUPPLIES WEB

The

winning formula

(left): Paul Graves and Grahame Barnes (second from right)

Fresh from winning the Dealer Excellence (under £5 million) category at the recent BOSS Awards, Supplies Web owners Grahame Barnes and Paul Graves talk to Workplace360 about the company’s recipe for success

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hrilled doesn’t even begin to cover how Supplies Web Directors Grahame Barnes and Paul Graves feel about taking home a trophy at the BOSS Awards in November. Reflecting on their first-time entry, Graves believes organic growth, diversification and “exceptional” customer service delivery sealed the deal.

The story kicked off in 2009 when the business was incorporated. The venture was initially rooted in the B2C realm, but the pair quickly realised the exorbitant investment needed to stay competitive. Cognisant of their expertise, the duo pivoted the strategy just a year later, switching to cater for the complex and evolving needs of B2B clients.

Having built the company through the Great Recession and pandemic, from inception, Supplies Web has defied convention by establishing dual sites – Graves in Harrogate and Barnes in High Wycombe.

Fuelled by technology and a nimble approach, they’ve effectively bridged the North-South divide. Today, Harrogate serves as a sales and logistics hub, while High Wycombe functions as the operational base, housing most of its 20-member team.

Accordingly, about 65% of Supplies Web’s deliveries are handled by its own fleet, which now includes recently launched electric vehicles covering a 50-mile radius. These deliveries supply customers with around 1,000 SKUs kept on-site. “We strive to keep our stock

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as lean as possible, or it just becomes money sitting on the shelf. It’s typical items such as paper and a variety of promotional and print products alongside janitorial and breakroom goods,” explains Barnes.

During the challenging times of COVID, while considering increasing dropship deliveries, Supplies Web opted to maintain control of its delivery service, ensuring unparalleled flexibility to accommodate diverse client needs. It’s easy to see why – requests have incorporated everything from picking up 150 bags of shredded paper to transporting a washing machine and oven from one customer site to another.

ENVIRONMENTAL AWARENESS There is also another reason. As Graves highlights, when looking at carbon footprints – especially Scope 3 emissions – it is imperative they understand every aspect of their logistics data. As such, the company

DEALER SPOTLIGHT - SUPPLIES WEB is looking to challenge its delivery model in light of becoming more sustainable and collaborate closely on these efforts with customers to achieve this goal.

Stressing the growing importance of sustainability, Graves says the topic currently dominates nine out of ten conversations with buyers, with a significant shift in the past six months towards increasingly ‘technical’ language. Purchasing meetings now also frequently include sustainability managers. “It’s important to educate ourselves to the same expertise level as our clients. We are also doing our due diligence behind the scenes to ensure Supplies Web has a point of difference and this includes collating data to determine our net zero targets so when we do publish, it’s achievable.”

Graves also anticipates the next evolution of the business will rapidly move towards aspects such as alleviating the requirement for next-day delivery on items like pens. “Just because things have always happened a certain way doesn’t mean we should continue in the same way. Of course, any major changes need to be rolled out with customers in a consultative manner, face-to-face,” he asserts.

Recognising the potential competitive edge sustainability offers, Barnes believes the underdeveloped state of available data in the industry needs to be urgently addressed if independent dealers are not to get left behind by their larger counterparts.

Highlighting the company’s proactive stance, Graves adds: “We have to take sustainability into our own hands; otherwise, we risk losing alignment with our customers’ goals.

“Some clients have explicitly stated they wouldn’t be working with us if we weren’t ISO 14001 compliant and focused on environmental and CSR elements.

“I think sustainability may give dealers a beneficial edge in the long run, especially against the online giants. Buyers will no longer look to save a few pennies here and there if hefty or untraceable carbon emissions are added to the order.”

Supplies Web timeline

PROBLEM-SOLVING At the heart of Supplies Web lies an unwavering commitment to a ‘customer-first’ approach, influencing every decision and operational detail and progressively moving the business forward.

Regardless of the request, exceptional service is the Supplies Web hallmark. Barnes recounts instances where they go beyond the typical supplier role, providing an ice cream van for a client’s summer party or setting up a Santa’s Grotto for a facilities firm. “We’re more than mere suppliers; we’re problem solvers,” he affirms.

It’s important to educate ourselves to the same expertise level as our clients WORKPLACE360 - JANUARY/FEBRUARY 2024

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DEALER SPOTLIGHT - SUPPLIES WEB While Barnes concedes Supplies Web might not always be the cheapest option, there is a firm belief it offers the best service possible. He cites examples like personally sourcing, delivering and decorating a customer’s Christmas tree. “For the past few years, the account manager has personally decorated it for them and, in doing so, has met senior management members he ordinarily may never have done.

“Our fundamental principle is always finding a way to say ‘yes’ and then figuring out how to make it happen.

Although we’re not a facilities management company, certain aspects of our business certainly lean in that direction. Recently, for example, we project managed building a breakout area and kitchen in a warehouse which included installing the flooring, water pipes and decorating as well. For another, we were asked to unblock a drainage system at a derelict site, so subcontracted the job to a drain clearance firm,” he explains.

In fact-finding with prospects, we try and understand every inch of their business STRATEGIC SHIFT This dedication, along with customers looking to rationalise supply chain management and minimise admin led to a rebranding in 2022. The sticky note was replaced by a ‘web’ and the tagline ‘Your supply chain, simplified’ was adopted.

This strategic shift, states Barnes, enables Supplies Web to position itself appropriately as a dealer with a mission to streamline operations, reduce complexities and optimise client processes. He adds: “We call ourselves a business products and services company; a bit of a mouthful, but it perfectly encapsulates what we do. When engaging with prospects, we discuss their supply chain and pain points and work to simplify them.

Plus, there are obvious cost-saving benefits.”

Supplying a diverse clientele, Supplies Web’s expertise in the legal field and tenders attracts corporate organisations and local SMEs. Despite the focus on larger companies, they diligently engage with smaller firms when services match, albeit the sweet spot is companies with 50+ staff. “In fact-finding with prospects, we try and

Old branding

New branding

understand every inch of their business. For example, while there may be limited expenditure on traditional supplies, this could be offset by spending £10,000 a month on packaging,” notes Graves.

Online sales constitute around 70%, backed by selfservice options and the rest involves services provided by the account management team. This is supported by robust client training on its e-commerce system and a unique Customer Care programme implemented during onboarding. The latter constantly highlights areas that can be fine-tuned to promote smoother transactions and stronger relationships.

Over the past 18 months, Supplies Web’s Business Analyst has been tasked with data cleansing and mining, producing stellar results. For instance, the data has furnished the sales team with detailed reports spotlighting those with low or no spending, enabling proactive action to be taken to reactivate accounts.

These insights have prompted increased marketing and branding efforts such as a website redesign, newsletters and social media campaigns as well as facilitated targeted marketing based on buyer responsibilities. Albeit still in its infancy, the team is also exploring avenues like community radio and engaging with local organisations.

Looking ahead, Supplies Web remains committed to growth acceleration. Though acquisitions might be on the horizon, the priority is maintaining or surpassing the 18% growth achieved in 2023. While Barnes’ primary goal is to get “ultra-close” to the customer and shape strategies around their needs, for Graves, it’s steering the company’s path towards net zero.

FEEDING THE CHALLENGE In keeping with its environmental and CSR initiatives, Supplies Web recently launched the 1 Tonne Foodbank Challenge. Exactly as it says on the tin, the dealer is aiming to provide one tonne of food and other items by collecting donations from local customers in Yorkshire and Buckinghamshire and dropping them off directly at foodbanks – Harrogate District Foodbank and One Trust in High Wycombe.

To cut down on carbon emissions and make it easy for businesses and their employees to get involved, when delivering goods to clients, Supplies Web simultaneously collects donations. At the time of going to print, 500 kgs have been handed over by the team, who also volunteer at the foodbanks.

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TALKING POINT - NECTERE

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n years to come, the demise of dealer group Nectere will not be looked back upon as one of the UK business products industry’s finest hours. With the fate of the company shrouded in mystery and confusion, confirmation was finally received – literally minutes before this issue of Workplace360 went to press – that the business was being placed into voluntary liquidation.

Following the return to work after the end-of-year break, the W360 phone lines were red hot with reports of Nectere having halted customer deliveries on behalf of its dealer partners just before Christmas. These same partners had also not been paid for the month of December, and they were unclear how the situation would unfold.

That was largely because they had received no warning – or any type of communication whatsoever –

Nectere: a perfect storm After weeks of speculation, Nectere has collapsed into liquidation

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from either Nectere or its new minority shareholder, OT Group (OTG). After admitting in the first week of January that the business was “facing substantial challenges”, there was a period of radio silence that frustrated dealers, suppliers and other Nectere stakeholders.

UNDER PRESSURE Why that was and why Nectere hadn’t already entered administration is not clear. The business has not been trading for weeks, wholesaler partner Spicers (also owned by OTG) had it on stop, staff had been or were in the process of being laid off, and W360 learned that the Nectere office building – owned by founder and former shareholder Paul Musgrove – was being put up for sale.

The situation put enormous pressure on Nectere’s reseller partners. Under the organisation’s business model, the group invoiced clients and then forwarded the money to the partners after deducting its fee.

Therefore, dealers’ income was essentially switched off overnight in December and they were then kept totally in the dark.

Those that hadn’t found new homes – many of them very small or micro businesses – were left with no system, no sales and no supply, and probably wondering how they were going to meet their next mortgage

TALKING POINT - NECTERE payment. Thankfully, some former Nectere dealers were able to find escape routes, such as Office Power, Prima Software and Unity – the platform run by Loughborough-based reseller Whittakers.

A contentious issue was the outstanding invoices due by Nectere’s end-user customers.

Partners say the company was “aggressively chasing” clients for payment at the beginning of the year. In addition, debt recovery firm JP Associates (JPA) was subsequently appointed as the collection agent for RBS, Nectere’s invoice discounter. Dealers were clearly worried that funds collected by Nectere, and then JPA, would be used to pay off company debts, leaving them even further out of pocket.

There was a period of radio silence that frustrated dealers, suppliers and other Nectere stakeholders Some questioned the legality of this process in light of Nectere’s contractual obligations to its partners, and the prospect of a looming preferential creditor issue was also mooted.

THE END OF NECTERE In a LinkedIn post, W360 CEO Steve Hilleard described events as “shameful”, saying he had never seen anything like it in more than 30 years in the business products industry. The very next day, W360 received the following statement, confirming the end of Nectere: “In December 2023, the board of Nectere conducted a comprehensive review of the business and its financial position. It is with deep regret that the board concluded that the company was insolvent and would require significant investment to continue operating. The board engaged Begbies Traynor, a specialist insolvency firm, to review all possible alternative options. In January 2024, the board formally resolved that steps should be taken to place the company into creditors’ voluntary liquidation.

“Notices concerning the liquidation process were issued to all creditors on 16 January 2024

by Begbies Traynor. From this point forward, any further queries relating to the liquidation process should be directed to Begbies Traynor. We recognise the gravity of this development, and we understand this is a distressing time for everyone involved – our employees, partners and suppliers.”

There are still some unanswered questions, but at least there is some form of closure.

The Nectere death spiral

Over the past 12 months, Workplace360 has given a lot of column inches to Nectere, supporting the company’s efforts to get back on track. It now appears we had the wool pulled over our eyes, along with many Nectere partners and suppliers who believed last summer’s “strategic investment” by OTG would secure its future.

OTG’s injection of capital into Nectere wasn’t done in bad faith, of course. It clearly believed the organisation had potential, otherwise it wouldn’t have brought in Adam Noble and then Adrian Reid (who has since moved to Office Depot) to try and steady the ship. However, it now appears that by November last year, it was already too late to save the business that had only officially had a change of ownership a few months earlier.

It’s difficult to point to a single reason for the downfall of Nectere; it seems to be more of a perfect storm of intertwined events that took place over a period of around 18 months.

The MBO, even though it had been some time in the making, obviously had a part to play. The departure of a company founder – especially one that is so closely associated with the business and its operating model – is tricky at the best of times. In fact, Paul Musgrove and his wife, Serena, are thought to have had little day-to-day involvement in the business since mid-2022 due to health issues, hence the appointment of Mike O’Reilly as Managing Director in May of that year.

LOSS OF CONFIDENCE? Did the ownership transition dent the industry’s confidence in the business? W360 understands wholesale partner VOW tightened credit terms at the end of 2022, which was likely a catalyst for Nectere’s new management team agreeing a multi-year deal with Spicers. At the time, Spicers was experiencing issues due to a new ERP implementation at owner OTG. The result was Nectere dealers suffering from a lack of product and under-par service levels.

Around this time, Nectere’s membership also began to fall. It had already taken a hit due to the pandemic, with pre-COVID numbers of around 220 down to around 140 in early 2023. With a model based on wafer-thin margins, scale was crucial – when a partner left, that revenue had to be replaced or offset by a reduction in costs. Neither happened; in fact, certain directors allegedly gave themselves a handsome pay rise.

Following the OTG investment, the final straw may have been related to an IT issue towards the end of last year. While the new management was grappling with the underlying business challenges, W360 understands there was a significant problem with Nectere’s automated processes. Without these – developed over several years and which underpinned the whole model – the system was crippled.

An unfortunate turn of events indeed, but one that could certainly have been better communicated, and which will undoubtedly make industry stakeholders more wary in the future.

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IN CONVERSATION WITH - COLIN CAMPBELL

Decades of resilience Named after the historic single standing stone (Lang Stane) situated in the centre of Aberdeen, Scotland’s largest independent dealer, Langstane, has been through it all. Workplace360 CEO Steve Hilleard crossed borders for a conversation with Managing Director Colin Campbell about the remarkable evolution of the family-owned business spanning over 75 years and to find out what the next chapter holds 18

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IN CONVERSATION WITH - COLIN CAMPBELL

Workplace360: Congratulations on your 2023 BOSS Reseller of the Year over £5 million award. You’ve added another trophy to the cabinet.

Colin Campbell: Thank you. We are delighted, especially as the last time we entered was in 2014 when we won the award for the third year in a row. We chose not to enter the following year and shortly after, our journey took an unexpected turn.

The company is headquartered in Aberdeen and felt the full force of the worst recession in the Scottish oil and gas industry’s history, decimating a lot of our customer base. Our sales halved in the space of a year, so we had to navigate the aftermath of that brutal recession and reset, redefine our identity and rebuild.

W360: Sounds like you needed to future-proof your business if it was so reliant on one industry…

CC: We survived the recession because we had recognised the risks years before and had expanded beyond North East Scotland and the oil sector by acquiring companies in Dundee in the 1990s and Edinburgh in 2005. Although Langstane was already the largest office products dealer in Scotland, there was untapped potential for developing business in the central belt – Glasgow and Edinburgh.

Just as we had clawed our way back from the oil recession, there was another setback with the COVID pandemic. However, we were in a better position than most as during the strategic efforts to grow our presence in the central belt we had bid for the NHS public sector contract for office furniture.

We secured a position on the framework agreement in our initial attempt and by the time COVID struck, Langstane was the number one office furniture supplier to NHS Scotland. We’d also taken a sideways step, identifying an opportunity in patient care furniture.

While it involves a different setting – placing furniture in wards instead of offices – it’s logistically similar.

We’ve been chipping away at this for several years and as of 1 December 2023, Langstane also claimed the number one spot in NHS Scotland for patient care furniture. The NHS contract for both office and patient care furniture is worth £20 million over four years.

W360: In 2021, furniture accounted for 46% of your sales. Is that figure continuing to head north?

CC: It fluctuates but presently stands at 42% and is on an upward trend.

The public sector, particularly the NHS, has become a real success for us, and it’s all within the supply of furniture. It’s a departure from conventional office supplies and newer product ranges the industry is pushing, which typically lean towards consumables. Furniture requires different skills, strategies and expertise, which Langstane has cultivated over a long period. Now, it is a leading component of who we are.

W360: But isn’t it vulnerable to economic swings?

CC: It is, especially in the private sector. However, in the public sector, during COVID, our involvement escalated with the NHS. In Glasgow, for instance, a temporary hospital required outfitting and we were actively involved. Serviced well, the public sector also tends to pay faster than the private sector.

There can be fragility during bouts of reduced spending in the private sector, but what often happens is customer consolidation. Even when this occurs, they’re still investing in their setups – whether it’s new furniture for the restructured space or accommodating staff working from home, which spawns all kinds of prospects.

We had to navigate the aftermath of that brutal recession and reset, redefine our identity and rebuild One great facet of furniture is the reverse of the usual one-stop shop that tends to start with consumables. When you come at it from the furniture angle – particularly in the early stages of a new building, for example – not only do we provide the furniture, but we can seize opportunities in all the other necessary supplies during the process.

W360: This is a far cry from where the company started, yet Langstane remains a proud familyowned business.

CC: Our history traces back to The Langstane Press – a commercial printing venture started by my late father and two uncles after World War II. We began in 1947 as a printing company in Aberdeen (Ed’s

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IN CONVERSATION WITH - COLIN CAMPBELL note: the company was based in Langstane Place, named after the Lang Stane) and swiftly expanded into stationery, recognising that the two go together like bacon and eggs.

The kind of print we did was then known as commercial jobbing print – basically, printed materials companies needed in an office. It very much supported the idea that we could sell clients stationery as well as a filing cabinet, chair, desk, typewriter etc.

W360: You joined Langstane in 1974, marking 50 years now.

CC: It sounds odd to say, but it doesn’t feel like that long ago. I was 18 and going to university to do a business studies degree. Then, at the last minute, I asked my father if I could miss out university and join Langstane right away. He was delighted, and two weeks after leaving school, I started on what has become an amazing journey.

W360: Are you still printing?

CC: Absolutely, though it has shifted to digital presses, with full-colour capabilities and wide format printing – signs and banners, pop-up displays, exhibition displays, wall posters, etc. We still do business cards and letterheads here and there, but digital has opened up a bigger world of full colour at the exciting end of print. It’s also quicker.

W360: Can you recall the size of the company when you first joined?

CC: In 1974, our turnover was £280,000. When my father retired and I became Managing Director in 1987, we were at £2.6 million, which was quite substantial for a regional dealer back then. We harboured ambitions to surpass this, and my goal was to push past £10 million.

When did you achieve that?

Langstane celebrated W360: CC: We managed to push past that milestone 75 years in 2022 and back in 1997. weathered every national W360: What were the figures before the recession spoke of earlier? and global recession during you CC: We were at over £20 million before the oil reaching a run rate of £24 million. We’re that time, not to mention recession, currently at £19 million, a significant bounce back local oil and gas ones from a low of £12 million.

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IN CONVERSATION WITH - COLIN CAMPBELL W360: Just to even be here…

CC: Exactly. Much of it boils down to the resilience we’ve built up. Langstane celebrated 75 years in 2022 and weathered every national and global recession during that time, not to mention local oil and gas ones – there have been a few.

There is no limit to what we can supply. If a customer is uncertain where to find something, their first thought should be: “We’ll try Langstane. They’ll probably have it or know where to get it.”

W360: Is that your USP? It should be a difficult area given your location and being a magnet for the Lyrecos and Vikings of our world attracted to the oil and gas industry.

CC: Our main competitors have invariably been the national and international giants, but we’ve faced them down, and you can’t beat being local and close to the action.

Take our setup, for instance, with headquarters in Aberdeen and bases in Dundee and Livingston. A larger company might opt for a centralised telephone support service. Not us. When a customer asks if a delivery can be made to a local address this afternoon, someone sitting in the call centre 200 miles away wouldn’t have a clue. Our local teams know where that is and go the extra mile, even if it means dropping off the delivery on their way home.

W360: Does this advantage hold against e-commerce and Amazon?

CC: It certainly provides something to hang onto, ensuring enough business is retained to be successful. We’ll never beat the giants, but we can always be competitive.

Langstane also has long-serving, loyal, experienced employees and always has. It’s priceless. With larger firms, personnel tend to change every five minutes.

It’s a revolving door, whereas we’re consistent, reliable and stable. We’re also particularly good at response times, jumping through hoops and bending over backwards to meet customer needs.

W360: I’m guessing the nearest wholesaler is some miles away, so maintaining a few thousand product lines must be an advantage.

CC: We have 3,500 SKUs in stock. Early on, we established ourselves as a stockholding dealer because, back in the 1950s and 60s, there were no local wholesalers in Scotland. This shifted during the heyday of wholesalers like Spicers and John Heath, each having branches in Scotland. It was brilliant because anything we lacked could be purchased from them overnight, with deliveries arriving before we opened the next day.

There are no longer any wholesalers in Scotland, and they struggle to get goods to us overnight. One major wholesaler now takes the best part of two days to get products to us, so we can’t rely on them for the high service standards we want to offer our customers. Being proficient at stockholding has

become even more important these past few years due to the shifting operations of wholesalers. At Langstane, self-reliance is ingrained; we always aim to have the A lines in stock and use wholesalers for the B and C lines.

W360: Is same-day delivery still a necessity?

CC: In theory, if a customer needs one of those 3,500 SKUs, they can get it today. Even if we can’t deliver, they have the option to collect it themselves – an advantage our national competitors lack. Smaller local dealers rely more on the wholesaler, again giving us an edge.

W360: So your location’s remoteness can sometimes work in your favour?

CC: Sometimes. Is same-day delivery frequently requested? No. However, it strengthens our customer relationships because it acts like an insurance policy – they know if they’re ever desperate, Langstane will come through.

Admittedly, this isn’t Scotland-wide; we don’t have warehouses everywhere. Yet, for areas local to our Aberdeen warehouse, same-day delivery is feasible, and often, customers even receive goods twice a day.

W360: Beyond furniture, print and traditional stationery items, what else is in your product mix?

CC: I doubt Langstane is any different from the rest of the industry when I say we’re still witnessing notable growth in jan/san, along with breakroom and catering.

We do a lot of promotional products, which is aligned with print in terms of the expertise required for aspects such as artwork and design. Given our historical involvement in the category, particularly for workwear and similar areas, we’ve been quite comfortable with exploiting any opportunities.

Packaging has emerged as an area with lots of potential, and we’ve recently explored the possibility of supplying tools.

W360: I noticed a stack of catalogues in the reception area. The fact you’re even producing a catalogue of that size in itself might surprise some.

CC: We surprised ourselves. We used to release one every year, but the last was in 2019 due to the pandemic. The debate went on for months about whether it was worth it, but ultimately, we decided to give it another shot. Although hard work, the catalogue was launched last October. Who knows, there might never be another one.

W360: Hence the event you held.

CC: We hold a product show every couple of years, and since it had been four years without a catalogue, it was unveiled at the event.

It’s not just ‘old-fashioned’ customers who use the catalogue as even those purchasing from our webstore and ordering via electronic means find value in it. How much life it still has, I don’t know, but we’re enjoying it being well-received.

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The one thing we possess, which our competitors don’t, is our people. It’s what makes us different It’s like same-day delivery – maybe not used all the time, but buyers like the idea that it’s available.

W360: Regarding online orders, do you have stats on the percentage placed via your webstore?

CC: I do. We’ve consistently invested in refining our e-commerce offering, making it a priority. For what we term traditional consumables, around 60% of our customers now prefer using our webstore as their primary ordering platform. For all sales, excluding furniture, approximately 40% go through online.

W360: Are you happy with this?

CC: It’s going in the right direction. Obviously, we want to look after our customers, retain them and ensure they’re not attracted to other webstores. But does a 24/7 presence online attract new business?

We’d always been a little sceptical about who would buy a random product from Langstane in Aberdeen. But recent examples include orders from Londonderry in Northern Ireland, a PA to an accountant in Paris, and the best one was the purchase of an in/out board for a yacht berthed off Palma, Majorca!

W360: Is this a platform you’ve created internally?

CC: It’s Evolution-X. We are contributing to its development and recently, we’ve seen substantial success with a new bulk buy option. We also have some customers, notably in the oil and gas industry, who buy through their own electronic portals.

We’ve been an ECI Horizon user for many years and use additional software such as VantagePoint for reporting, PrintSmith for the print side and the promotional products team needs specialist software too, so they use QuoteWerks. We make it all come together by investing in our in-house IT department.

W360: How confident are you that you can fend off the threat of Amazon, which is maybe a bit slow to get to your part of the world?

CC: While Amazon might not have a physical presence here, its delivery capabilities are excellent. Though it can’t do same-day, its next-day is probably even better than ours at times.

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I don’t think we’ll ever beat Amazon and just have to live with that. Indeed, we’ve even procured items from Amazon – reluctantly spending £120,000 in the past year on the platform – either out of necessity or due to customer requests.

We’re not going to cut off our nose to spite our face. If we can get something quicker at the right price from Amazon, we’ll do it.

W360: Talking about purchasing, are you part of any buying group, dealer group or cooperative?

CC: Langstane was a founding member of the first marketing group, Basicnet, later OfficeSmart, from 1991 until 2007. By then, our size and operational scale had grown to a level where the benefits to us became less significant, so we left.

W360: Should there be a model designed for dealers of your size? Or perhaps larger entities like yours should form a cooperative?

CC: There have been plenty of informal discussions about it. Spicers used to bring its top dealers together for mini-conferences and industry discussions.

There’s always been a feeling that something similar could be of benefit.

Post-COVID, my mood has been one of resetting the business – reset is a term I frequently use. As part of this re-evaluation, we pondered whether to consider the merits of joining a dealer group.

Upon review, it was felt we still didn’t need a group for buying. However, what has been missed is a platform for networking with other dealers and additional marketing and training resources, so we are currently exploring our options.

W360: I want to talk to you about sustainability.

Your business is of a fairly substantial size, so how are you preparing for all the inevitable legislation and targets?

CC: We have a senior manager whose main responsibilities are quality assurance and environmental matters. She has a lot on her plate keeping updated with current legislation, let alone any that may appear in the future.

IN CONVERSATION WITH - COLIN CAMPBELL I would say we’re at the forefront of where we need to be on sustainability; the company has held ISO 14001 for years. Every tender we participate in invariably includes a sustainability section. It is becoming integral not just for competitiveness but also as a moral obligation towards our planet. It’s crucial to have both those heads on when deciding what to do next.

Naturally, the affordability factor is inevitably in the equation. For instance, we’re currently assessing our heating systems and exploring various options – from solar panels to alternative heating methods – weighing the costs and benefits. We’ve set targets for reducing our vehicle emissions, although acquiring new vans within a specific band is proving to be quite a challenge. We’re on a journey, but there’s still a long way to go.

W360: I’ve heard you do an end-of-year briefing for your staff. What was covered in the latest one?

CC: We were able to reflect on some of the outside pressures like Brexit, the conflict in Ukraine, inflation and the post-COVID business landscape. However, we can only control what we do and the briefing was very positive due to favourable numbers in recent years.

We shared our future growth plans, including looking at acquisition opportunities.

You’ve asked about our competitive edge a few times. I always tell our staff the one thing we possess, which our competitors don’t, is our people. It’s what makes us different, it’s every single individual, it’s the whole team. If everyone does what they’re expected to do, it’s a powerful force.

W360: Do you think your team sees you as someone approaching the end of your career, and are they concerned about what happens when you eventually retire?

CC: In recent years, our recovery from the oil and gas recession, followed by getting over the impact of the pandemic, have been my biggest priorities.

Contemplating my retirement was only going to be an option once we were stable and heading in the right direction.

The company is now growing again, we are in a stable and strong financial position, and on 3 June, it will be exactly 50 years since I started work at Langstane. It has, therefore, become very clear to me that when that day finally arrives, it will be the perfect time for me to step down from the Managing Director role and retire from the day-to-day management of the business.

From that date, and it’s no surprise to our team, my successor as Managing Director will be Mark Campbell, my cousin’s son, who, with over 30 years in the company, is more than ready for the challenge. I will be taking on the role of Chairman, so I will always be available to Mark as his mentor and biggest supporter.

In the meantime, it’s business as usual and I look forward to working with Mark and the senior management team over the next six months to ensure a smooth transition towards the beginning of a new chapter.

W360: That seems like a fitting way to conclude this interview. I wish you all the best.

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DEI - NEURODIVERSITY .

Through a different lens Creating inclusive work environments

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n the rapidly evolving workplace, the notions of diversity, equity and inclusion (DEI) are no longer just buzzwords but essential elements shaping the future of professional environments. As such, there’s an emerging realisation that catering to individual needs and differences is imperative for creating a truly inclusive work environment.

However, inclusivity is a constantly evolving multilayered ethos. Furniture giant Steelcase explored the topic in a pair of Inclusive Design webinars (available at steelcase.com). In the Designing inclusive workplaces session, Steelcase Director of Applications and Design Consulting Elena de Kan framed inclusivity as not a destination or an outcome, but a never-ending journey: “It invites people in, gives them a voice and provides them with the agency to participate,” she said.

Fellow Steelcase colleague Kamara Sudberry, who is the company’s Inclusive Design Global Leader, highlighted the need for deeper empathy and unlearning biases: “Designing with – not just for – is our way of inclusive design,” she remarked.

A DIVERSE LANDSCAPE Let’s face it, we’ve all got our little quirks in the workplace – whether it be a preference for sitting with

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our back to the wall or at a particular desk. There’s also the universal hatred for harsh neon strip lights and the penchant for engaging in aircon wars in summer.

But the fundamental truth is we’re all wired differently and process stimuli – be they sensory, cognitive or behavioural – in a manner as unique as our fingerprints.

Increasingly, workplace inclusivity encompasses neurodiversity – a terrain where individuals experience and navigate the sensory landscape in unique ways.

While the majority of the population is neurotypical, a significant portion falls outside this boundary, with conditions like autism, ADHD, dyslexia, Tourette’s syndrome, dyspraxia, dyscalculia and more.

In the UK, it is estimated one in seven people has a neurodivergent condition. Forward-thinking firms are making it increasingly easier for neurodiverse individuals to enter and remain in the workforce, recognising the skill set and talent on offer. However, many with such conditions fail to thrive as the right environment and support is not provided to foster their needs.

SENSORY OVERLOAD In the recent WORKTECH Academy Expert Session Neuro-inclusion: a Holistic Approach, Kay Sargent, Director of Workplace at architectural firm HOK, stated that by

DEI - NEURODIVERSITY

understanding and accommodating diverse sensory thresholds, spaces can become catalysts for thriving rather than sources of disadvantage.

Central to her approach is reimagining spaces – dividing them into zones catering to various sensory modalities. It’s not about exclusion but creating inclusive areas while still sharing a collective environment.

Through thoughtful spatial sequencing, Sargent advocates for designing locations with hyper- and hyposensitive options, ensuring everyone finds a zone that resonates with their needs. By allowing stakeholders to contribute their experiences and requirements, a workspace becomes more than just a physical entity; it reflects the diverse community it serves.

[Inclusivity] invites people in, gives them a voice and provides them with the agency to participate In Steelcase’s Inclusive design in practice webinar, Special Olympics Michigan CEO Tim Hileman stressed the necessity to speak to specialists. Referring to the organisation’s inclusion centre project, Hileman explained that the initial master plan included sensory rooms in various corners of the building. However, following a conversation with a partner organisation which serves individuals on the autism spectrum, the stigma of having a labelled room was flagged.

This began the process of talking about incorporating sensory break areas throughout the building which could be utilised by everyone. “True inclusion,” he noted, “goes beyond just being invited to the dance; it’s about being involved in planning it from the start.”

The bottom line is inclusive workplace design isn’t a one-size-fits-all strategy. It’s a nuanced, ongoing effort that demands constant adaptation to meet the evolving needs of individuals.

The reseller viewpoint Commercial Sales Director Craig Baldwin and Interior Design Consultant Stuart Hall shed light on the evolving landscape of neurodiversity in the workplace Craig Baldwin and Stuart Hall from reseller Commercial express a shared passion for design and inclusivity, each contributing unique perspectives. Drawing from personal experience, Baldwin underscores the diverse range of needs within neurodiversity, saying: “The crucial understanding here is neurodiversity is a spectrum condition and, therefore, everyone is entirely different and will have different needs.”

When it comes to establishing inclusive workplace cultures and environments, he stresses the importance of adaptability, saying: If we understand the person and challenges they experience, which shall, of course, also evolve, we can create the right work environment where they feel part of the puzzle, and it becomes quite an easy fix.”

MORE SUPPORT Is designing a workplace tailored to diverse needs a simple proposition? Hall believes it can be. Contrary to popular belief, he points out that inclusive workspace design principles have been in existence for the past decade or so. “It’s encouraging to hear companies now discussing inclusivity, putting a ‘label’ on it. In practice, we’ve been advocating for a departure from cramming desks into offices and instead promoting choices, collaboration zones and interesting spots for a long time.”

Hall continues: “If we have learnt anything over the years, it is the importance of establishing a realistic work-life balance for those staff members who need more support. Therefore, we must focus on creating work settings that do a far better job of helping these individuals put their own health and wellbeing at the top of their to-do list.

“Workplaces should support and stimulate the neurodiverse, giving them the confidence to perform at the highest levels while feeling accepted as valued members of every company.”

RIDING THE WAVE As hybrid working has transformed many offices into meeting hubs, starting the design process with the location of collaborative spaces makes sense. Hall recommends strategically positioning meeting rooms between teams to break up the area and address acoustics and noise levels, for example. Once these building blocks are in place, incorporating biophilia, colours, fabrics, textures, furniture and products becomes relatively straightforward.

He adds: “These elements not only support neurodiverse individuals but also contribute to a more pleasant work environment for everyone, aligning with the trend towards increased flexibility and adaptability to help future-proof the workplace.”

Inclusivity is gaining prominence as a priority for businesses, and Baldwin notes it’s a facet of working life the younger generations are deeply passionate about. “I believe it will be a big wave that is here to stay and keeps on coming,” he says.

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The consultants’ viewpoint Debbie Watts and Hayley O’Connor, co-founders of design consultancy ZoneND, discuss how to create neuro-inclusive workspaces Workplace360: What does it mean to be neurodivergent?

Hayley O’Connor: Being neurodivergent, in essence, refers to possessing a way of thinking, communicating, learning and processing information differently from the rest of the population. Thankfully, we’re moving away from the traditional medical model of disability that viewed neurodiversity as something to be fixed to the more progressive social model of disability, with an emphasis on removing societal barriers.

It’s a positive flip for genuine inclusivity and, as a neurodivergent community, we have become our own advocates, driving us to overcome the stigma that hindered such progress in the past.

W360: What are the key elements for a neuro-inclusive workplace?

Debbie Watts: Creating inclusive spaces involves an understanding of the different needs of neurodivergent individuals. If you think about how the workplace has evolved over the decades, it’s changed from pods with high screens to open-plan environments. It’s gone from one extreme to another.

While those who are neurodivergent can function in various office settings, it can be challenging and, for some, detrimental, so certain criteria are needed to alleviate sensory overwhelm. Factors such as openplan, frequent changes in seating arrangements and sensory triggers must be carefully considered.

Addressing loud environments and repetitive sounds and providing privacy options (high-back sofas or booths), along with incorporating biophilic elements and investing in acoustic solutions (wall panels and ceiling treatments), can contribute to a more neuro-inclusive workplace. Recognising those needs and allowing for flexibility, even in terms of workspace location, is crucial.

HO’C: Most neurotypical people get fatigued on certain days, which could be down to specific sensory input factors – noise, flickering lights, or maybe the temperature was not quite right.

We all have sensory preferences. What’s really important to understand is if you are designing workplaces with neurodiversity in mind, you’re accommodating everybody.

W360: Are there specific considerations for office furniture, for example?

DW: It’s an interesting question. There should ideally be a subcategory for furniture that caters to neurodivergent needs. As consultants, we physically experience and assess every piece of furniture for its suitability.

W360: How hard is it to design a workplace that works for everyone?

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DW: As Hayley mentioned, finding a starting British Motor Show sensory pit-stop point that encompasses neurodivergent needs inherently creates a nurturing environment for everyone.

It’s about blending and creating a recipe that caters to introverts and extroverts within the neurotypical population. There are simple sensory aspects that, as human beings, we all need and crave. Workplace design, when done in consultation with neurodivergent individuals, strikes a delicate balance that is entirely achievable.

W360: Where does the responsibility for neurodiversity inclusion in the workplace lie?

DW: Embracing neurodiversity is more about company culture than size. Those businesses that champion it find it beneficial, as neurodivergent individuals bring unique perspectives and talents to the table.

While large corporations may have dedicated roles like HR or diversity and inclusion, smaller companies can still be proactive. To facilitate, we use our ‘inclusion triangle’, which I’ll let Hayley explain.

HO’C: The inclusion triangle model puts the environment as the spearhead of neurodivergent support in the workplace. You can have individual support (mentorship, reasonable adjustments, coaching) and organisational culture (awareness and training), but if you’re not accommodating the environment, it’s simply not going to work. All three elements need to knit together and work in harmony. Once this happens, you create a community where individuals are not only seen and accepted but also deeply understood, thereby cultivating a strong support network.

W360: Finally, tell us about your company ZoneND. What services do you offer and what are your plans?

HO’C: ZoneND, established in March last year, is driven by our shared passion for creating neuro-inclusive environments. We offer consulting services in workplace design, health and education, aiming to effect positive change through inclusive practices.

In a recent project at the British Motor Show, we created a ‘sensory pit-stop’, witnessing firsthand how powerful inclusion can be – we constructed a psychologically safe environment where people felt safe, seen and heard.

DW: We design through an overt neurodivergent lens and have partnered with psychologists, charities and organisations that are all working towards our same vision of creating a sense of community to bring about meaningful change.

CATEGORY FOCUS - ERGONOMICS

Comfort

counts With people at the heart of a well-run business, leaders are investing in ergonomics to safeguard the future of both their company and workforce. By Kate Davies

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early four years since the pandemic catapulted working-from-home (WFH) into a phenomenon, the concept of what an office is – whether traditional or at home – has evolved significantly. Yet, its purpose is perpetual: to serve as a space where employees can carry out their work. The productivity and standard of the work, however, is often influenced by a factor that WFH made all the more important – ergonomics.

ACCO Brands Regional Marketing Director UK & Ireland Elisabete Wells sheds light on the impact of home offices on the ergonomics category: “We’ve seen double-digit growth over the past two years and expect this trend to continue in 2024. Many customer habits that drove this initial growth are still prominent, with no signs of changing.”

Durable UK also reported strong figures throughout 2023. “Compared to 2022, our ergonomic product sales were up 400% and outperformed all others in percentage terms last year,” confirmed the company’s Head of Marketing Sam Rylands.

Rocada Export Sales Area Manager Arnau Verdaguer Febrer corroborates this trend, noting: “It became our most important range. Companies needed to build offices in limited space while still being comfortable and beautifully designed. As a result, buying behaviour changed drastically.”

To this end, it makes sense the category has been experiencing a period of growth. Historically, companies could safeguard all of their staff – as legally required to do so by The Health and Safety (Display Screen Equipment) Regulations 1992 – by kitting out just one space with ergonomic equipment. However, ONS data shows 44% of UK employees are working remotely as of 2023, meaning there’s still a wide variety of workplace settings to furnish.

STAFF WELLNESS While the pandemic has much to answer for, it firmly put health at the forefront of the workplace debate.

Employee wellbeing has taken centre stage, with ergonomics playing a key role in both physical and mental health. It is why certain businesses seek ergonomic solutions more than others. Fellowes Brands Head of European Marketing - Workplace Health Solutions Louise Shipley explains: “Demand is highest in the financial, healthcare and public sector verticals, especially those organisations with robust wellbeing strategies and policies in place.”

One aspect of working life that hasn’t really changed is the 40-hour week. This number of hours can have a detrimental effect on a person when spent sitting at a desk, including musculoskeletal disorders (MSDs) such as carpal tunnel syndrome and lower back injuries. The Health and Safety Executive (HSE) reveals the leading causes of work-related MSDs are fixed or constrained body positions, and continuous repetition of movements and force concentrated on small areas of the body such as hands or wrists.

Shipley warns that MSDs can lead to fatigue, discomfort and pain. If unresolved, it can require medical

(left): Rocada ‘Be-Soft’ ergonomic stool (below): Fellowes Brands Breyta laptop 2 in 1 carry case/laptop riser

473,000 Number of UK employees who suffered from work-related musculoskeletal disorders Source: Labour Force Survey 2022/23

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CATEGORY FOCUS - ERGONOMICS intervention impacting the individual, their team and the business. The Labour Force Survey, conducted by HSE, reveals the UK population lost close to seven million working days due to MSDs between 2022 and 2023.

AT A CROSSROADS As the workplace evolves, resellers must adapt. For most homeworkers or those employed in a hybrid working model, their home office is now firmly established. However, KPMG has reported that 63% of UK business leaders predict a full return to in-office work by 2026.

Regardless of this clarion call by company bosses, WFH is here to stay. The Flexible and Hybrid Working Practices in 2023 study by The Chartered Institute of Personnel and Development indicates four million UK employees changed careers between 2022 and 2023 due to a lack of flexibility at work.

Providing a perfect work-from-anywhere setup can be an attractive benefit for prospective personnel.

ACCO’s product development is designed to answer ergonomic needs within any environment. “Staff want to be comfortable and well-equipped no matter where they are. The current and future ergonomics category trends will be focused on having the best possible support when splitting the workweek between two locations. This creates double the selling opportunity for resellers,” says Wells.

Verdaguer Febrer believes hybrid working has permanently impacted the ergonomics of traditional workplaces, adding: “Companies are realising they need to provide collaborative yet comfortable spaces.

Incorporating elements of the home is also an opportunity to motivate people back to the office.”

ON TREND Gone are the days of bulky, unattractive ergonomic solutions favouring function over style. ACCO is one vendor that discovered the “sweet spot”, with its Leitz Ergo range created in response to the demand.

Staff want attractive ergonomic furniture and accessories to match their tastes Wells adds it’s been well received by customers.

“We’re seeing requests for non-intrusive products like seat cushions, backrests, desk converters and footrests which don’t require much setup but pack a lot of punch. Our homes are our safe havens and an extension of our personal style, so staff want attractive ergonomic furniture and accessories to match their tastes or can be packed up when not in use,” she notes.

Fellowes has also considered the practical needs of those split between two or more work settings. “We have just launched Breyta, which is a new range of 100% recyclable ergonomic solutions specially developed for hybrid working with compact, lightweight and portable features,” says Shipley.

Karly Haley, Marketing Director at dealer group Superstat, praises the ranges on offer, adding that many desirable ergonomic products have been designed for easy transportation between home and work. This portability, she says, creates excellent talking points for dealers, as they can physically take the item to clients with the benefit of offering firsthand experience.

The right seat is widely acknowledged as a staple of an ergonomic setup. It’s always been a consistently well-performing category and is now in “huge growth”, according to Wells, including less traditional products like the Leitz Ergo Cosy active sitting ball and sit stand stool. ACCO also has plans to expand the seating range in Q2.

Leitz Ergo Cosy active sit stand stool 2 in 1

Leitz Ergo plastic-free packaging

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CATEGORY FOCUS - ERGONOMICS Verdaguer Febrer agrees seating presents new opportunities. Rocada’s Be-Soft range includes an ergonomic stool designed to promote muscle strength and relieve back pain. The NHS highlights a person’s seat should be fully adjustable for ideal posture. With its hexagonal base and modifiable height, the Be-Soft ergonomic stool can suit a variety of users. “We realise dealers need to have an option for everything so the customer can choose the best fit for any space.”

GREEN FINGERS Unsurprisingly, given the climate crisis, vendors are responding to changing buying habits. Shipley states customers are calling for genuine, credible sustainable products. The Monitor Arms Research for Fellowes study undertaken in 2023, found that 82% of organisations are making a significant effort to be increasingly sustainable and 93% of decision makers would pay extra for eco-friendly goods.

As part of Fellowes’ sustainability policy, all product development must utilise the Design for the Environment approach, meaning the planet has to be considered in every aspect of a project, from materials and packaging to end of life. ACCO, meanwhile, has improved its packaging with its Leitz Ergo products shipped in plastic-free, recycled cardboard.

With younger generations being more eco-conscious, it’s fair to assume the demand for sustainability will only rise. According to Deloitte, in 2023, 50% of millennials and Gen Z “push” their employer to make continual progress on environmental issues.

ACCO has already seen this action. Says Wells: “Now that a lot of the purchasing power is in the hand of individual end users, they [younger generations] are choosing to live out those [sustainable] values through their spending decisions.”

Even in a broad sphere such as ergonomics, Durable’s Rylands believes green credentials jump out. “One

DEALER TIPS

• Diversify the ergonomic product portfolio: Offer a range of solutions suitable for staff wherever they’re based.

• Encourage compliance: It’s a legal requirement for all employees to undergo a workstation risk assessment. Motivate customers to implement them and/or offer them as a value-added service.

• Focus on e-commerce: Appeal to both B2B clients and individual consumers shopping for ergonomic furniture and accessories.

• Embrace smaller ergonomic products: Cater to the demand for space-efficient products which fit better in homes without much working space.

• Propose unique ideas: Galvanise customers to move beyond traditional office equipment mentalities and explore innovative ergonomic systems.

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Number of hours an office worker spends in front of a computer screen annually Source: Acuvue

1,700

of the best performing ergonomic products last year was our laptop stand RISE, made predominantly from aluminium, with over 40% of its raw materials being recycled. Despite being a new addition to a very established category, it was well received because of its environmental qualities.”

ONLINE GROWTH With the lines blurring significantly between consumer and B2B channels as employees are granted permission to buy for their home offices and claim reimbursements, a strong e-commerce presence is vital for dealers.

Some vendors like ACCO are on the ball, offering comprehensive marcom packages with optimised copy, lifestyle imagery and videos for resellers.

However, Wells points out that to maximise these assets, dealers should consider how a visitor to their website might shop and what that journey looks like.

Rylands, meanwhile, suggests creating a comparison table or widget on websites for customers to compare products and easily determine which is right for them.

In an era where the workforce is one of the most valuable assets to a business, ergonomics is certainly an investment in the future. The latest trends show it is a category in strong demand across different generations and working environments, opening up more opportunities for resellers. As Superstat’s Haley states: “Manufacturers have been innovative, so dealers need to think creatively and use those developments to their advantage.”

Durable laptop stand RISE

DEI - HEY GIRLS

Go with the flow

Time to get on board with period dignity schemes

F

or progressive workplaces, social enterprise Hey Girls has emerged as a pioneering force, leading the charge for period dignity schemes that embrace inclusivity across businesses. The multi-award-winning not-for-profit venture works with companies of all shapes and sizes across the UK, supplying high-quality and sustainable period products for employee bathrooms.

Talking to Workplace360, Hey Girls Contracts and Partnerships Manager Ailsa Colquhoun emphasises

the impact of such schemes: “If you are serious about achieving equity in the workplace, offering staff period products is a great place to start. In addition, the broader benefits of period dignity programmes on operations are frequently overlooked by businesses.

“Anyone who has periods knows the difficulties when faced with not having a product to hand. It’s an uncomfortable experience no one should have to endure and can detract from the job at hand. Having tampons, pads etc, freely available takes away that fear and enables staff to perform at their best.”

This advocacy has garnered support from prominent companies like AXA, Nationwide and Network Rail. The Hey Girls model ensures a meaningful impact, as each purchase is matched by a donation to a network of over 400 community partners UK-wide, including food banks, refuges, and homeless shelters. Since 2018, more than 38 million period products have been donated.

If you are serious about achieving equity in the workplace, offering staff period products is a great place to start LET’S TALK ABOUT IT

With the likes of Lyreco, Commercial and Banner already onboard, Colquhoun is keen for the wider business supplies industry to get involved, helping smash the taboo surrounding periods and supporting customers in taking a crucial step towards diversity, equality and the wellbeing of every employee.

Hey Girls’ vision transcends mere product provisions, extending into education and dialogue tailored for dealers and wholesalers. Says Colquhoun: “I conduct sales training sessions and am happy to do male-centric

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WORKPLACE360 - JANUARY/FEBRUARY 2024

DEI - HEY GIRLS

ones if required. I find that once the conversation opens up, there are meta-moments where people wonder why they haven’t discussed periods before.

“If you’re a male salesperson speaking to a female client, she is going to think you’re amazing for being unafraid to discuss period care and/or period dignity.

We’ve even had actor Michael Sheen, for example, championing our Pads 4 Dads kit and the campaign included the great line: ‘Let’s not leave dads out of the bloody conversation’.”

INCLUSIVE EDUCATION The company’s commitment to inclusivity permeates every aspect of its business, employing gender-neutral language, ensuring advocacy for all individuals who have periods, and avoiding phrases like sanitary waste.

Providing a range of period items [...] shouldn’t be seen just as a matter of convenience In tandem, Hey Girls’ efforts extend into the education sector – not only offering free advice and information on its website but essential items such as first period kits, education kits, flashcards and roll-up kits.

The education kit includes everything from period pads to cups, including reusables, making it a great tool

Ailsa Colquhoun

for teachers and coaches. Meanwhile, the roll-up bags are made from recycled plastic and cork and offer a variety of sustainable, disposable products. “We always encourage schools to procure period items for barrierfree access in bathrooms, but if they cannot, the roll-up kits can be kept somewhere on the premises, with students requesting what they need,” states Colquhoun.

Never one to rest on its laurels, Hey Girls is currently working on educating specific vertical markets such as safety and healthcare. Colquhoun highlights the necessity for products, especially reusable period pants, in certain job roles – nurses, gas engineers, chefs, train drivers, etc – which will make those who have periods much more comfortable, as well as go some way in redressing gender inequality within these industries. Providing a range of period items, she emphasises, shouldn’t be seen just as a matter of convenience but as a fundamental right.

Hey Girls education kit and (inset) roll-up kit

WORKPLACE360 - JANUARY/FEBRUARY 2024

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REPORT - COP28

Good cop, A bad cop There was progress made at the recently held COP28 in terms of trying to reach net zero by 2050. But, with such disparity between rich countries, oil-producing states, the Global South and small island nations, every step is a mammoth fight

ccording to the EU Copernicus Climate Change Service, 2023 was the warmest year on record. Data revealed that global temperatures had soared 1.48ºC above the pre-industrial baseline. The year witnessed unprecedented highs in sea levels, greenhouse gas levels, and a stark decline in Antarctic sea ice. The result? Wild and erratic weather patterns worldwide. Additionally, the Met Office has said last year was the second warmest on record for the UK. COP28, the UN Climate Conference held in Dubai, UAE from 30 November to 12 December, unfolded against this backdrop. Its controversial location, hosted by one of the top oil-producing nations, drew criticism from the offset. The appointment of Dr Sultan Al Jaber, who is head of the state-owned Abu Dhabi National Oil Company, as COP President raised eyebrows, especially amid allegations of discussions about gas and oil deals during government meetings.

Tensions escalated further when during a live event before the start of COP28, Al Jaber told Chair of the Elders group Mary Robinson that there is “no science” backing calls for a phase-out of fossil fuels. He sensibly backtracked and clarified his stance, acknowledging the necessity of phasing down and phasing out fossil fuels in an orderly, fair, and responsible manner.

MAKING THE TRANSITION This was the first COP to include the Global Stocktake (Article 14 of the Paris Agreement) to assess Parties’

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REPORT - COP28

progress towards meeting the Agreement’s goals. As it stands, the Global Stocktake report indicates that a 43% reduction in GHG emissions is required by 2030 and 60% by 2035 (compared to 2019 levels) to limit global warming to 1.5°C. While hailed by some as a ‘landmark’ text, the inclusion of “transition away from fossil fuels” to achieve net zero by 2050 in The UAE Consensus left many countries frustrated with the watering down of the original language to exclude the use of “phaseout”. Environmentalists were also dismayed at several loopholes that favour using unproven carbon capture and storage technology and transitional fuels, ie natural gas. The deal doesn’t include fossil fuels for other industries such as plastics, agriculture or transport.

In his closing speech, UN Climate Change Executive Secretary Simon Stiell said: “Whilst we didn’t turn the page on the fossil fuel era in Dubai, this outcome is the beginning of the end. Now all governments and businesses need to turn these pledges into realeconomy outcomes, without delay.”

Twinned with the fossil fuel announcement, around 130 countries – including the UK – signed up to the Global Renewables and Energy Efficiency Pledge to triple global renewable power capacity by

2030 and double the annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030.

According to the International Energy Agency, these countries together account for 40% of global carbon dioxide (CO2) emissions from fossil fuel combustion and 37% of total global energy demand. While ultimately this is good news, there were also the notable nonsignatories of India and China.

Whilst we didn’t turn the page on the fossil fuel era in Dubai, this outcome is the beginning of the end From a UK perspective, while there has been plenty of progress in cutting emissions, much of this has been gained from the transition away from coal. Plus, the recent weakening of the current government’s climate policies and recently announced new North Sea oil and gas licences under the guise of energy security are at odds with reaching net zero.

WORKPLACE360 ASKED TWO OF THE UK’S MOST SUSTAINABLE RESELLERS FOR THEIR TAKE ON COP28 Andrew Bryers, Head of Sustainability, Lyreco UK Like most COP meetings, each one is a significant opportunity for the nearly 200 nations to agree on critical global solutions for limiting global temperature rises. Having international discussions is important and does show commitment by states and helps to pressure some countries to change their attitudes towards climate change.

However, the window for action to keep to a 1.5°C limit is rapidly closing and the news that the world is on track for a 2.7°C of warming by 2100 is disturbing.

Following COP28, dramatic and quick changes are needed for it to be seen as successful.

Lyreco is committed to reducing its global impact through its Great Impact sustainability strategy, which not only looks at reducing our emissions but also supporting the communities we work within. A large part of this is bringing our supply chain on the journey and making sure our customers can make transparent and ethical buying decisions.

Simone Hindmarch, Managing Director, Commercial The decision taken by world leaders at COP28 to reduce our reliance on fossil fuels is ground breaking, but turning that wish into something meaningful and tangible will be the true gauge of whether we have taken a significant step towards mitigating climate change.

For many organisations, the desire to take action has always been there but too often the knowledge isn’t. It’s why Commercial has always sought to help those in our value chain to make a difference.

Our sustainability work will turn 18 this year and has matured into a well-rounded plan. As such, we want to share the benefit of our learning and use it to help others reduce not only their Scope 1 and 2 emissions, but also Scope 3 too.

Knowing where to start with Scope 3 can be difficult, especially when it counts for more than half of an organisation’s emissions. However, if we work together on a coherent plan and build on the will of COP28, we can all win the race to net zero.

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REPORT - COP28

ON THE SIDELINES As with every COP, aside from the headline announcements, there’s lots of other wheeling and dealing going on. One of the first decisions at the event was the launch of a loss and damage fund for developing countries suffering from the widespread effects of climate change.

Staying with splashing the cash (or not), the Green Climate Fund launched at COP27, received a boost with more countries pledging, bringing the total to almost $13 billion. Even coupled with other schemes designed to help tackle specific climate issues such as the setting of a new collective quantified goal on climate finance, the money is far short of the trillions required.

A major setback of COP28 was the failure on Article 6 (specifically 6.2 and 6.4) of the Paris Agreement concerning international carbon market trading and a framework for carbon markets. The responsibility to address these issues now falls to next year’s host, Azerbaijan – again, a controversial choice

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given its status as a significant oil and gas exporter.

Nevertheless, several countries signed bilateral deals for voluntary carbon trading during the event.

One interesting announcement from UK Environment Secretary Steven Barclay was the pledge to ban supermarkets from selling products containing palm oil, cocoa, beef, leather and soy linked to illegal deforestation. However, the fine print means this only applies to those with sales of more than £50 million and campaigners point out that illegal deforestation is incredibly difficult to monitor.

Although the announcements and deals at COP28 tend to operate in the realm of ‘blue sky’ thinking, for small businesses, the writing is on the wall. There will be mounting pressure to embrace sustainable practices, curb CO2 emissions, and report environmental performance. On the flip side, it is expected that more green financing will be made available, and the shift will open avenues for business opportunities in providing environmental goods and services.

TRENDS - 2024

Predicting what the future holds is always a fool’s errand but there are enough indicators and precedents to hazard a reasonable guess as to what may lie ahead in 2024

What’s next?

W

hile the optimism in the business supplies community certainly appeared more buoyant towards the latter part of last year, several harbingers of doom are looming on the horizon. These include resurfacing supply chain woes due to issues with vital shipping routes in the Red Sea and Panama Canal, a stagnant UK economy and regional conflicts. As more than 50 countries head to the polls this year – including the UK, the US, South Africa, Taiwan, Indonesia and India there is the potential for more global geopolitical and geoeconomic tension.

Closer to home, there are many interconnected trends persistently influencing our industry. A

complete return to the office seems improbable, although a recent survey by recruitment firm Indeed revealed the share of job postings with remote or hybrid working dipped to 14.4% by the end of October 2023, down from 16.3% in May. Additionally, efforts to reimagine workspaces to make them more attractive to staff are gaining momentum. The focus is shifting towards employeecentric workplaces, prioritising individual needs, inclusivity and purpose-driven environments.

Initiatives like a four-day week and tailored perks catering to diverse demographics are gathering traction. We now have the widest-ever working age range in history and workspaces need to reflect this.

Is there room for three main wholesalers in 2024?

I think there is. Each offers something slightly different to the other and dealers will make their own judgement on the model that best fits their business.

I hope Spicers overcomes the initial challenges it had over the past 12 months and becomes a competitive third wholesaler in the marketplace.

I expect to see an increase in direct spend with manufacturers and distributors, giving dealers access to wider product ranges. It will include new players and more ‘category’ or ‘regional’ hubs, like the CTS Wholesale model, which provides an alternative platform for getting brands to market.

This will help support dealers as they are going to have to expand their product offering over the coming year. It is no secret that traditional stationery

continues to decline, but many diverse suppliers are willing to work with the independent sector to provide additional products and services to replace those lost sales. They may even open new markets never before envisaged.

Dealers will be increasingly confronted with questions about CSR activity and the ability to provide environmentally friendly product alternatives.

This means not just merely supplying the goods but also being knowledgeable about them and why they represent a greener option.

TOP TIP: Dealers should engage with their dealer group, or if not currently in a group, consider that a priority for 2024. Benefit from the insights and experience available and utilise them to win back time to focus on successfully servicing customers.

Tim Beaumont

MANAGING DIRECTOR, NEMO OFFICE CLUB

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TRENDS - 2024

After showing resilience and entrepreneurship to pull through the devastation caused by the pandemic, it looks like our industry again needs to demonstrate great strength, stealth and flexibility to remain buoyant in choppy waters.

Economic pressures and low levels of consumer confidence have impacted sales across both retail and commercial channels but reports of sales-out improvements in the final quarter of 2023 suggest an upturn of fortunes for manufacturers as we welcome in the new year.

On a positive note, Fellowes Brands is witnessing sales growth on products bought to meet the needs of more populated offices, especially departmental and commercial paper shredders, laminating machines and ergonomic desk accessories. As organisations start to reimagine and re-shape

the workplace to meet the requirements of hybrid working patterns and enhanced health and wellbeing strategies, we’re noting a lot of appetite and interest in monitor arms, desking and air purification.

One thing I can see rapidly changing in the business supplies channel is the long-overdue acceptance of the digital space. Selling online is here to stay and knowing how to use the tools effectively and powerfully will be the difference between success and failure in the months and years to come.

TOP TIP: Dealers should invest in their online shops and ensure they don’t fall behind in 2024. This means creating the best possible online customer experience that features easy search and navigation, top-quality enriched product content, correct pricing, strong offers and utilising professional marketing assets provided by trusted brands.

Darryl Brunt

UK & IRELAND COUNTRY HEAD, FELLOWES BRANDS MAKING IT WORK Traditional workplace layouts are evolving, favouring smaller, adaptable spaces that emphasise functionality and flexibility – even if this means office sharing. This is accompanied by an era where static workstations are fading, making way for tech-powered environments facilitating seamless collaboration through advanced audiovisual tools, room scheduling systems and interconnected software for multifaceted work settings.

Two other major trends that are likely to have a profound impact on our industry this year are artificial intelligence and sustainability.

It’s hard to believe it’s only been just over a year since ChatGPT launched to the public (30 November 2022), but its impact on our lives has already been

phenomenal. AI has been around for some time, it is rapidly seeping into untold business activities and applications as all the big tech players begin integrating its functionality. The risks and rewards of AI will keep being debated, even as its use continues to proliferate in unforeseen ways.

The sustainability agenda remains a core focus, influencing every aspect of workplace design. From biophilic designs integrating natural elements to adopting stringent ESG practices, businesses need to align with environmental standards and embrace eco-conscious behaviour.

THE RIGHT WAY Planet Mark has released its 2024 Positive Progress report, underlining some of the key environmental focuses that businesses should be aware of this year. Below is a brief summary of some of the main aspects of the guide. To download the full report, visit: planetmark.com.

• In the UK, the Streamlined Energy and Carbon Reporting (SECR) regulation is being reviewed and may be widened to include Scope 3 emissions.

• While the production ban for petrol and diesel cars has been extended to 2035, it’s worth noting that UK carmakers are required to ensure more than 20% of new car sales in 2024 are zero-emission vehicles.

• Although Extended Producer Responsibility (EPR) packaging fees have been deferred until 2025, packaging data for 2023 will still need to be reported this year.

• Great British Energy – if Labour wins the next election, part of its policy is to create a ‘home-grown, publiclyowned champion in clean energy generation’. It could be a game changer if it happens.

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TRENDS - 2024

I can’t see 2024 being drastically different to the year we’ve just had, as high interest rates continue to curtail spending for our industry and hybrid working has anchored itself as a necessary employer offering.

Despite the challenges, there are still opportunities to be embraced by dealers. The growing technology sector is a fine example of an avenue that lends itself well to the hybrid workplace. The UK IT hardware industry is expected to grow at 7% CAGR until 2028, so I recommend that dealers take a closer look at the sector.

Personalisation is a big trend we should see more of this year. Many dealers already offer branded workwear and promotional products, and this category is anticipated to continue to develop. Personalisation is becoming key in marketing too, as companies look to differentiate themselves from the white noise of a recipient’s brimming inbox. I’d urge dealers to ‘think outside the box’ and identify innovative ways to communicate their offerings to customers and prospects.

It’s time to start thinking about building a compelling generative AI strategy for your business. Dealers now have access to a vehicle that has the power to create and intelligently automate the customer experience as well as internal operations. Those who figure out how to drive that vehicle effectively will be the ones leading the way.

TOP TIP: Go the extra mile in delivering a white glove service to those clients who appreciate you. Be open and honest and speak regularly to educate key decision-makers on your ranges to create an irresistible offering that makes you the first call for all workplace requirements. Have the confidence to increase your prices as costs inevitably rise.

Ian Buckley

MANAGING DIRECTOR, PRIMA SOFTWARE

The general feeling across our sector for 2024 is a lot more upbeat than it has been over the past few years. In particular, increased stability around pricing, along with fresh products and services to add to our armoury.

Our industry has always welcomed the introduction of new initiatives or product sectors and we give them a good go. Sometimes they work, sometimes they don’t, but it is the willingness to try something different where we all excel. Having had conversations with manufacturers in industries unrelated to ours, they understand that by collaborating with us, there are equal opportunities to explore.

The area that will continue to be at the top of the list in 2024 is sustainability. We are being asked more and more to provide evidence of where we are on our journeys and rest assured, this will continue to pick up pace and rightly so. Business will be won and lost on the ability to demonstrate where you are on your own journey. There is no need to hit the panic button – dealer groups can offer the help and assistance needed to get started.

TOP TIP: When you have the opportunity to try something new, will you look at it and say to yourself; I will get around to doing that one day, or will this be day one? If it is the latter, more often than not, it will quickly become day won.

Steve Carter

MANAGING DIRECTOR, ADVANTIA

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ULTIMATE 2024 TRENDS If you haven’t heard of Trend Hunter, you’re in for a treat. The Canada-based trend platform releases an annual report filled with the weird, wacky, mundane and useful products, influences and ideas across a host of categories, including tech, food & beverage, retail, health & wellness, culture and business & marketing. The whole report is a whopping 238 pages, so Workplace360 has trawled through it all and found some of the more interesting entries.

To read the full report, visit: trendhunter.com.

• Circadian fridges – smart fridges with UV light that help retain the freshness of food.

• Upgradeable tech – laptops, smartphones etc, that can be repaired/upgraded by users • Using AI for marketing and advertising purposes • Communicative delivery process for B2B platforms • Customised packaging – personalised and eco-friendly, compostable and biodegradable • Rewarded sustainability – reward programmes for environmentally friendly habits • Zero-carbon foods • Eco-friendly food packaging • Self-cleaning appliances • To-go fold – sealable and easily stored takeaway packaging which is also sustainable • Shoppable short – short-form video for engaging digital shopping experiences • Ethical search – search engines designed to make it easier to find ecological products • Zero-carbon packaging • Intersectional campaigns – adopting a more intersectional approach to diversity and inclusion • Agile workplace • E-waste design – using e-waste to create products • Accessible controller – gaming controllers with more widely accessible designs • Focus tech – focus-enhancing products designed to help students concentrate

TRENDS - 2024

After all the industry has been through over the past three years, I sense optimism for 2024. COVID is now well behind us, but the current geopolitical landscape brings new challenges. Recent unrest in the Middle East has meant shipping companies changed their routing away from the Red Sea, leading to increased costs and product delays. There’s talk it could add 0.5% to inflation this year – just when we thought costs were starting to fall.

If I know the dealer community, it’s just another bump in the road to deal with. I think we have gotten used to disruption in recent times, and we are remarkably resilient and tenacious at uncovering ways of coping and thriving.

There is growth opportunity out there. We have seen several businesses fail and have seen supply challenges from some larger players, but the strong independents just keep on thriving through it all.

The key is to maximise the upsides and minimise the weak points. Listen to what your customer wants to buy and adapt your offer accordingly.

TOP TIP: I’m a big fan of the ‘law of incremental gains’ used so effectively by the British Cycling team in recent years.

Stop always looking for that one big new idea.

Instead, squeeze incremental gains from every part of your business and you will be surprised at how the sum of the whole grows!

Bruce Davie

MANAGING DIRECTOR, EGAN REID

The economic climate is improving with lowering inflation combined with stable exchange rates.

I believe proactive, dynamic, sales-orientated businesses can look forward to a strong year.

Supply chain issues have improved, although the conflict in the Middle East has the potential for extended lead times for imports and price creep.

The million-dollar question remains whether we will see a return to more people back in the office – my money is on a slight upturn.

In terms of product categories, furniture and tech are predicted growth areas, along with

packaging, FM, workwear/PPE and the educational sector. Own brands will continue to thrive as customers look for good quality products at a lower price point. Environmentally conscious and sustainable ranges will also do well.

TOP TIP: Focus on price and margin management, controlling operating costs, new diversification opportunities and sustainability.

Conversations with customers on the topic of sustainability are on the increase. This goes handin-hand with the expectation of carbon reporting and net zero strategies being in place.

Aidan McDonough

CEO, INTEGRA BUSINESS SOLUTIONS

WORKPLACE360 - JANUARY/FEBRUARY 2024

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TRENDS - 2024

In 2024, it is important for our sector to consider both the individual and the unique challenges of the diverse businesses we serve. Supporting organisations in talent attraction and retention is a key issue across multiple industries.

Delivering the right product and environment is essential, with 46% of all employers surveyed by The Chartered Institute of Personnel and Development having hard-to-fill vacancies.

Expect key consumer trends to continue influencing the B2B landscape, such as demand for workplace wellbeing products. According to Meta, this is “set to become one of employers’ main weapons in the increasingly competitive war for talent”. Speed and convenience have also become paramount in procuring workplace supplies, with over half of the respondents to a Lyreco survey preferring to order items online.

Global issues will inevitably continue to impact the UK throughout 2024. The outlook on inflation has generally improved compared to most of the previous two years; however, economic uncertainty and financial pressures may continue to motivate preferences for value products and services.

Although we have recurrently found price to be one of the prevailing factors when purchasing workplace products, tightening legislation and governance will also mean businesses will feel increasing pressure to become more sustainable and further evaluate their supply chains to achieve this.

This aligns with our research, which revealed that 76.1% of respondents have a requirement to reduce their carbon footprint through the supply chain, and 77.6% find sourcing products from sustainable/ ethical suppliers helps to meet ESG targets.

As remote work cements its position and its relationship with mental health is brought into question, it is expected that traditional offices must transform into destinations offering unique experiences that homeworking cannot replicate.

This shift may also drive a surge in office refurbishment projects, aligning workspaces with post-pandemic practices.

TOP TIP: Vulnerable trust has never been more important than right now in the working environment. The relationship with our teams is key to our success. Take time to listen to your colleagues as well as your clients.

Mike Milward

MANAGING DIRECTOR, LYRECO UK & IRELAND

The market for workplace solutions in 2024 will be similar to 2023, in that it will again require agility, energy and perseverance to succeed.

The economic backdrop, the serious and tragic geopolitical issues, as well as forthcoming UK elections will all add to the feeling of uncertainty for the business community and consumers alike.

Inflation will likely ease in this year – lower energy and shipping costs, the latter subject to the Red Sea being kept open for commercial shipping – but for many consumers,2024 will feel just as tough as the previous 12 months.

More positively, we will continue to see employers encouraging their folks back to the office and investing in their spaces to help get their staff to come back. This brings huge opportunities in many product categories. In addition, hybrid working continues to offer two places to sell workplace solutions – if you have the right product and service offerings and the right partners.

TOP TIP: Manage the gradual decline of legacy business products and accelerate the growth of new categories such as IT connectivity, ergonomics and wellbeing, furniture, collaboration, jan/san, etc.

Mark Wilkinson

REGIONAL VP UK & IRELAND, ACCO BRANDS EMEA

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Demand for business and workplace supplies is currently subject to a dazzling array of forces: ongoing digitalisation, hybrid and agile working, sustainability and – of course – macroeconomic factors. What’s in store for the next five years?

The Business & Workplace Supplies Industry To 2028

by Martin Wilde Associates (MWA) and OPI

Key data from four core markets – the UK, France, Germany and the US l Expert commentary from senior executives in those markets l Opportunities for new products and services l Guidance on successful diversification l

Special 30% discount for Workplace360 readers.

To order, visit workplace360.co.uk/2028REPORT and use the following code: BWPSIMEMBER

ADVERTORIAL - PUKKA PADS

Providing comfort

in colour

Pukka Pads looks to enhance workplace and educational accessibility

A

ddressing the diverse needs of readers and writers, Pukka Pads has taken a decisive step towards inclusivity with its innovative Irlen range of notebooks and pads. Targeting the often-overlooked visual stress disorder, Irlen Syndrome, this line of products is designed to alleviate some of the challenges associated with visual perception difficulties.

Pukka Pads’ initiative seeks to raise awareness of the burden it can have, especially in professional settings. Statistics indicate that Irlen Syndrome impacts a significant proportion of the general population, with an even higher prevalence among individuals with reading or learning complications such as dyslexia.

A condition altering visual perception processing, the syndrome manifests itself through various symptoms which hinder everyday tasks at work, school or home, including: • Words may appear to move, blur, or change shape on the page • Eye strain, headaches and discomfort • Light sensitivity in brightly lit environments • Attention difficulties • Reduced reading comprehension and slow reading speed • Avoidance of reading and writing due to distress • Spatial awareness and depth perception issues In the workplace, those grappling with Irlen Syndrome encounter impediments that significantly affect their productivity and overall wellbeing. The visually-oriented demands of many jobs centred on tasks such as reading and writing pose formidable burdens for those affected by this condition.

Employees and pupils coping with Irlen Syndrome must deal with an array of obstacles which can hamper their efficiency and impede professional and educational growth if not addressed.

A HELPING HAND Partnering with the Irlen Institute, Pukka Pads has meticulously crafted the Irlen range of notebooks, refill pads, exercise books and overlays to help mitigate

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WORKPLACE360 - JANUARY/FEBRUARY 2024

hurdles associated with Irlen Syndrome. They are designed to act as visual aids and leverage coloured paper to function as a filter, diminishing the intensity of specific light wavelengths and facilitating easier information processing for the brain. This can ease eye strain and pain, enhancing attention span and enabling longer periods of focused work or study.

The collection is tailored to improve the reading and writing experience by minimising visual distortions, increasing comfort and bolstering concentration – benefits not achieved with standard white paper.

Recognising that not one colour suits every person dealing with Irlen Syndrome, Pukka Pads’ selection of notebooks and overlays are available in numerous colours like gold, lavender, turquoise, green and rose.

Those grappling with Irlen Syndrome encounter impediments that significantly affect their productivity and overall wellbeing Each pad includes a visual stress self-test form on the front cover, aiding users in self-identifying potential symptoms of Irlen Syndrome and determining the colour best suited to their specific requirements.

By providing these specialised products, Pukka Pads aims to significantly advance attentiveness, efficiency and overall wellbeing for individuals with visual perception difficulties within the workplace and educational environments.

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CATEGORY FOCUS - CLEANING & HYGIENE

clean scene

The

The workplace is experiencing a hygiene makeover and dealers can take centre stage. By Michelle Sturman

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verywhere you go, remnants of the pandemic linger – sanitiser stations and anti-bac bottles dotting workplaces and public spaces, handwashing reminders in bathrooms, and faded ‘keep your distance’ signage. Although the frenzy of hand sanitising at every touchpoint has now gone, COVID has left an indelible imprint in terms of heightened awareness of cleaning and hygiene.

“There is a new standard of clean and a higher level of expectation for office environments to encourage employees back in to connect with each other in a hygienic, pleasant and inspiring work setting,” says Jonathan Weiss, Commercial Director of Global Business Solutions Europe, Australia and New Zealand at Reckitt.

For many employees, hybrid working has exacerbated concerns over the cleanliness of shared spaces, with hot desking a particular flashpoint. This, notes The Cheeky Panda founder Chris Forbes, has meant the emphasis on individual cleanliness has become more pronounced.

“We have witnessed a considerable increase in demand for our anti-bacterial wipes, which are great for hot

desking so people can self-sanitise the workspace when cleaners are not available,” he adds.

AF International European Brand Manager Margaux Lefaucheux says hybrid working has prompted customers to seek more multi-purpose products.

“AF products were designed to clean the workplace, however, they are also fantastic cleaning solutions for the home office. We adapted our messaging to reflect this and introduced a compact solution for cleaning on the move.”

GREEN IS THE NEW GOLD Dealers should anticipate a significant push towards eco-friendly solutions – ditching the harsh chemicals, embracing water-saving solutions and requiring sustainably certified cleaning services. All those Workplace360 spoke to agreed this is currently an escalating trend.

The Cheeky Panda’s success underscores this move, selling over two million units of jan/san and facilities management products in 2023. Says Forbes: “Where sustainability was more of a choice previously, Scope 1, 2 and 3 carbon reporting and the ambition to get to net zero is now driving this shift even harder.

“We brought to market the world’s first bamboo flushable handtowels, bamboo anti-viral wipes and a range of bamboo straws that are PFAS free. We will launch additional products this year as part of our roadmap to make more sustainable options available in the market.”

Other vendors are also busy ensuring eco-friendly product options are available. Reckitt Pro Solutions, for example, has launched a new Air Wick aerosolfree automatic spray device which uses 95% natural ingredients from sustainable sources without any of the propellants typically used in such devices.

Meanwhile, Lefaucheux confirmed that from January 2024, all newly manufactured AF wipes will be 100% biodegradable and/or compostable. “We are also hoping The Cheeky Panda anti-viral wipes

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CATEGORY FOCUS - CLEANING & HYGIENE

to expand our range of bulk re-fill options later in the year to give our customers more options to purchase sustainably,” she adds.

While the coronavirus crisis has waned, health and wellbeing remain synonymous with cleaning and hygiene and sometimes in unexpected ways.

For instance, NHS England has partnered with urinal products brand P-Wave to put the message “Blood in your pee? Contact your GP practice” on urinal mats in thousands of men’s toilets. Pubs, restaurants, shops, hotels and sports stadiums will be among the public places using the life-saving mats, with men’s workplaces also targeted.

IT’S ALL IN THE AIR Another area that has hit the headlines since 2020 is the need for better air quality and circulation to help prevent airborne viruses. It is an area where dealers could do well, as Fellowes Brands Marketing Director UK & Ireland Jeremy Cooper explains: “Although many employers continue to support health and hygiene practices to look after the wellbeing of their staff, the business supplies industry hasn’t seen the same success of selling air purifiers as other channels serving facilities managers.

“This may be because commercial air purification is more of a consultative sale, which requires a certain level of technical understanding and expertise. To support resellers in bridging the gap and capitalising on the demand for cleaner indoor air, Fellowes has introduced the AeraMax SE and SV air purifiers.

“While still very effective at removing over 99% of all airborne germs and viruses, they are moveable floorstanding units with simple plug-and-play functions, meaning less technical know-how is needed to secure the sale. This also makes them easier to sell online or off the page.”

MAKE IT A PRIORITY In a sector contributing almost £60 billion annually to the UK economy, new niche areas and product

innovation are emerging. The British Cleaning Council’s call to make cleaning and hygiene a national priority, along with 11 expert-recommended measures, adds weight to the sector’s significance.

Reckitt’s Weiss urges dealers to embrace new opportunities to drive growth, stating: “Outside of traditional business supplies, there are plenty of options to continue to improve your value and position your range, delivering a greater service and a larger share of the needs of your customer’s basket.

Cleaning and hygiene present great potential areas for continued expansion.”

KEEP IT CLEAN!

A survey of 2,000 UK office workers commissioned by Essity has revealed almost one in five employees refuse to use the toilet at work because of poor hygiene. Nearly half (45%) of those surveyed believe their workplace is a breeding ground for bacteria, with kitchens and toilets the worst offenders.

Bathrooms were deemed offensive for 30%, while 22% avoided the kitchen because of splattered food and mountains of dirty dishes. Communal areas were also disliked by 24%, and 57% were irritated by the state of their surroundings.

Essity UK Communications Manager Gareth Lucy says the results reveal how cleaning and hygiene standards have dropped since the end of the pandemic. “During COVID, it felt as though everyone took their personal hygiene and the safety of others far more seriously. How quickly things change. At one point, every desk and meeting room in the office had hand sanitisers for staff to use, as well as frequent reminders to wash hands.

Those surveyed were concerned about several ‘touchpoints’ within the office – with door handles, toilet flushes and keyboards considered to harbour the most germs. In good news for dealers, 60% of people polled said they feel more productive in a workspace which is spick-and-span, with 39% admitting they will regularly have to clean it themselves when in the office.

Habits gained during COVID are still apparent, as 37% insist on using their own mugs or crockery at work, 36% still sanitise hands regularly, and 35% make food and drinks solo rather than joining rounds.

WORKPLACE360 - JANUARY/FEBRUARY 2024

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MARKETING - INCONTROL MARKETING

Marketing 2.0 s in business, Shortly after celebrating two decade Nigel Busby spoke to InControl Marketing (ICM) founder rman about the past, Workplace360 Editor Michelle Stu ting present and future of channel marke Workplace360: Nigel, congratulations on ICM’s 20th anniversary late last year. Quite a milestone. How did it all begin?

Nigel Busby: Thank you! It all started in 2002 when Integra Business Solutions asked me to look at 100 members to see how many had a (decent) website. The results revealed over 90% either didn’t have a website or if they did, it was best described as poor. Back then, the big debate around digital marketing was whether to invest in a website and how to climb Google rankings.

It was an evident opportunity and a need, so we commissioned our first channel-specific software and went live in November 2003.

Technology was limited to basic web shops, brochure-style websites, and Google searches. There was virtually no e-commerce – it was more like: “Here’s what we do, and hopefully someone finds us.” For some, things haven’t changed!

We’ve always wanted to be channel-specific, so developed a content management system equipped with product files, descriptions and image libraries so dealers could be far more in charge of their own marketing. That said, imagine handing some dealers a blank canvas; some outcomes weren’t exactly elegant, but we were up and running. If we look at what a good number of dealers do now, they’re fabulous. From there, it was non-stop – travelling thousands of miles yearly, discussing marketing (or rugby) with people who have come to be lifelong friends.

W360: Did you offer the technology as a one-off sale to the dealers, or was it more of a fee-based service?

NB: In the early days, it was a combination of a lump sum upfront and a recurring monthly fee revenue model, but as we shifted away from websites to email marketing, it moved more towards a pure subscription

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model. Our focus has always been on recurring revenues, although as we do more bespoke work, we can feel the model flexing. The offer has always been geared towards providing what dealers will use and not over-engineering the platform, so the subscription cost is minimal compared to what could be spent on marketing software.

We’ve always aspired to help dealers, wholesalers, groups and, more latterly, vendors identify the difference between cost and value. People often don’t perceive the value unless it’s explicitly communicated, and this was a real focus in 2023 and will continue to be so. Measurable communication to a dealer’s customer is a significant journey – to shift mindsets from seeing the cost of outbound marketing or seeing it as an investment that genuinely delivers real value.

W360: You must have witnessed substantial changes in the marketing landscape over the past two decades.

NB: Initially, hardly any reseller had a website. Those who did barely invested in Google or understood the power of its underlying analytics. E-commerce struggled because it faced a trust barrier, but the landscape expanded with the shift from dial-up to broadband.

Brochure-based websites were supplanted by dealers with webstores, integrated with back office systems.

The ability to attract big investment brought players like Amazon, Intuit, Salesforce, MailChimp and HubSpot into the market. Webstores are essential, but they need to be found, so email and social media are now key to driving engagement.

MARKETING - INCONTROL MARKETING Social media sucked in investment and needed to morph into commercial propositions, so data and ads all came to the fore. Google notably was always based on its ability to swallow and analyse data, hence its power as a search platform and now AI. Changes to cookie usage and tracking will be interesting for 2024, on top of legislative changes with GDPR and Brexit. What was once simple has become so much more complicated.

For ICM, the future lies in integration with back office systems, CRMs and webstores manifesting itself with automation and personalisation, but fundamentally all geared towards increasing relevance.

Identifying and solving problems for everyone in the business supplies ecosystem brings relevance that generic solution suppliers can’t match or attain.

Relevant content to relevant people at relevant times has become the ICM mantra, and increased collaboration is essential to achieving it in any meaningful way.

Changes in tech over 20 years are one thing, but evolving mindsets, goals, aspirations and culture are equally important. As dealers expand their offerings, training is and will continue to be imperative. Aspects of our platform lends itself to storing, sharing and measurably disseminating training materials, as it currently does marketing materials.

In terms of communications, we’ve come a long way but there’s a long way to go. One aspect is more clarity around who you’re speaking to, what you want to say and what medium to use to communicate it to them.

It’s improved to no end but equally become increasingly complex and resource-hungry.

We’ve all seemingly adopted the term ‘campaign’ for a single email and it’s fundamentally wrong. A campaign implies a consistent series of communications over a period and is increasingly important as we introduce new categories and higher-value, more complex sales.

I’ll get off my soapbox now.

W360: How has ICM managed to keep pace with such rapid development?

NB: I’m not sure we have. For years, we simply did what we were told by our paymasters. This changed during the pandemic and we morphed away from being a tech company to more of a marketing agency. It drove our costs and impacted our offering, so the learning curve has been steep and challenging.

Relevant content to relevant people at relevant times has become the ICM mantra

WORKPLACE360 - JANUARY/FEBRUARY 2024

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MARKETING - INCONTROL MARKETING In the early days, collateral came from wholesalers and dealer groups, but now, more content is sourced directly from vendors or produced in-house through our studio. There’s never been a greater need for resellers to communicate as the sands shift under their feet. Some dealers craft their own marketing, others don’t. We can cater for all demands on that continuum.

There’s an ever-increasing requirement for lead generation, customer acquisition, sales growth, loyalty enhancement, churn reduction and re-engagement. It’s a perpetual cycle, using customer, sales and product data of various forms to continually shape strategies and campaigns.

Our software supports three primary components. A Self-Serve library to store, share and send collateral, a ‘Create Your Own’ area, giving dealers a simple-to-use drag-and-drop editor to craft their own campaigns, using channel-specific, regularly updated Asset Libraries and FusionPlus catalogues, and a Managed Service for dealers that want some or all of it done for them.

We have clear objectives and all come around to doing the same thing – we want to help the channel market itself better. I go back to the goals of continual improvements to integration, automation and personalisation, so in terms of the software development and the content, we’ll keep pushing our strategy of 90-day measurable goals in this direction.

It feels like a proper mission, but it’s incredibly enjoyable in a strange sort of way.

W360: What lies ahead for ICM? NB: To deliver and expand on everything I just mentioned. There’s so much we can do that it can be daunting, but we’ve got a great team, an increasing number of supporters and a broad understanding of what we’re all about.

Good analytics tell a story There’s still too much blanket mailing, which leads to a fundamental need to help dealers with their data. It’s a huge source of growth but too often overlooked and in truth behind the curve, so we must drive change there.

W360: What is the granular level of that data?

NB: Good analytics tell a story. ICM’s analytics span from the delivery and the open rate, through to clicks leading to visits to the dealer’s website. Webstore links can now be directed to a product, a product with variants or a category. We can go to a landing page with a feedback form, a survey, a video or a download.

We can see trends over time and can categorise and personalise who the emails are from and who it’s going to. We can run triggered and sequenced emails, loyalty schemes, credit control and back-order info.

Engagements are good leads, so we can pass these over to sales to drive productivity. We can send emails to individuals, small groups or full-on lists of thousands.

Outbound communications largely drive traffic to a website. It really is that simple. When we talk about better data, content and more functionality, it’s all about pushing traffic and letting the website handle it.

Video and TikTok are on the radar because we know the figures are good. Consider this: an email with a simple image connecting to a YouTube landing page can trigger remarkable engagement rates. But how many vendors create videos that remain untouched, collecting digital dust? Not all products need videos, although, for those requiring an explanation or demonstration, they’re invaluable as we all need a little guidance on understanding what we offer and how it is delivered.

Thinking in terms of the sales funnel and starting from the top with prospects we don’t know, this is where social media enters the picture. Combining social media with video content – one of our upcoming developments – is instrumental in drawing in potential customers. It’s about offering something in exchange for their information, like an enticing promotion or a valuable resource. Once we have their details, the aim is to market to them specifically and tailor the approach based on their preferences and behaviours.

However, vendors often fall short in the initial stages of the sales funnel and overlook or miss providing content that assists dealers in nurturing prospects.

They tend to focus solely on marketing only once they have the contact details and miss crucial stages of engagement and any leads to conversion.

W360: Any final thoughts?

NB: Dealers need to prioritise marketing because the Amazons of this world most definitely are. If it feels like a struggle, we’re here to help. Diversification is key to our industry’s success and ICM will continue to diversify along with it.

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WORKPLACE360 - JANUARY/FEBRUARY 2024

The BOSS Charity Day offers you the choice of a friendly golf competition, a relaxing day at the spa or a host of other activities, followed by a networking dinner for all.

NEW

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BACKCHAT - SAM RYLANDS after

Shifting the paradigm How do we guarantee the strong representation of women in leadership?

T

he benefits of having a mix of men and women in management roles within a company are now more widely acknowledged than ever before.

Female leaders, often empathetic and attuned to emotional intelligence to a much greater degree, naturally foster an inclusive and collaborative atmosphere. This dynamic boosts teamwork and cultivates a positive and healthy organisational culture.

However, reflecting on personal experiences and conversations with other women, the journey towards career progression has not been an easy or straightforward task. While historical factors like the absence of relatable role models are thankfully changing, curiously, internal inhibitions have proven to be a significant hindrance for many.

THE PURSUIT OF PERFECTION American author and founder of Girls Who Code, Reshma Saujani, has looked closely at the natural disposition of men and women, summarising some of the key research into this phenomenon in her 2016 TED Talk Teach girls bravery, not perfection.

One example she gave is from a coding class where a female student calls the teacher over after 20 minutes and says: “I don’t know what code to write.” With a blank text editor on the screen, the instructor immediately thinks she has done nothing during that time. However, it turns out the student had written lots of code but deleted it. Instead of asking the teacher to look at what she wrote and advise on what she should do differently, the student chose to show nothing at all.

In another poignant illustration, Saujani revealed studies show women will only apply for a job if they

Sam Rylands is Head of Marketing at Durable UK

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WORKPLACE360 - JANUARY/FEBRUARY 2024

meet 100% of a role’s qualifications, whereas men will do so if they fulfil just 60%.

These ‘perfection or bust’ patterns suggest they are typical female characteristics. But this perfectionist mindset is limiting, especially in the commercial world, where making 70% of progress with a task is far more valuable than not starting it at all. Overcoming this issue in my career, I now consider a major part of my role as a leader is to help others who display the same traits.

Make the time to consistently challenge your teammate’s mindset in any small way you can and empower them to be ‘brave’ BE BRAVE I try to take the time to embolden staff members to embrace ‘perceived risks’ and to put themselves out there. For instance, in scenarios mirroring the coding story, urging them to share their ideas when asking what they should do.

Or after a meeting when a colleague didn’t contribute, but I know they had thoughts on the discussion topic, I encourage them to recognise why they didn’t speak up.

Was it thinking an idea was silly or wrong, for example?

I then counteract with positive reassurance and offer support for the future, such as directly asking for their viewpoints in subsequent meetings.

From my experience, it’s often female co-workers who need this mentorship more than their male counterparts. So, how do we ensure women continue to be represented in leadership positions?

Make the time to consistently challenge your teammate’s mindset in any small way you can and empower them to be ‘brave’. They often quickly see the benefits and the behaviour normalises for them.

Once this happens and they begin demonstrating their commercial value, career progression is a viable option.

The 23rd European Office Products Awards

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We invite you to join colleagues, customers and friends for an unmissable night of networking and celebration.

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EXPOSED! - JASON JONES

Who is the most famous person you’ve met?

Everton and Wales football player/manager Gary Speed at an Evening with Gary Speed. He was an absolute gentleman and had time for everyone.

er Business m to s u C , s e n Jo n o Jas Nestlé , s e li p p u S e ic ff O Manager Ireland Professional UK & Who makes you laugh the most?

I’m fortunate to have two crazy nephews, Tristan and Logan, whose antics never fail to make me laugh.

Tell us a secret that your work colleagues don’t know about you.

In my younger days, I harboured dreams of becoming a professional dancer, fuelled by an intense love for dancing. Unfortunately, I didn’t make the grade for the Royal Academy of Dance.

What three things do you always carry with you?

I always carry my wallet, phone and emergency cash.

What’s something you’ve done that no one would believe if you didn’t have proof?

When I was young, my family used to go on caravan holidays during the summer, where I won several best dancer titles at holiday camp competitions.

Most embarrassing industry moment?

I fell asleep during the 2022 BOSS Awards ceremony after a few too many wines. My table was kind enough to take plenty of photos and videos as evidence.

What’s something new happening in your life right now?

I love cooking and trying out new food. My trip to Japan in April already includes a cooking course.

Strangest thing you’ve ever eaten?

While travelling in Vietnam a few years ago, I stayed with a local family in the countryside. They kindly provided an evening meal of rat and snake. I can confirm neither tops my list of favourite foods.

Biggest regret?

My biggest regret is not doing a gap year in Australia with the chance to thoroughly explore the country.

What’s your Sunday morning routine?

I’m up early on Sunday mornings as I clean until 10:30 am. This is followed by a Battlebox gym class, which is an outdoor circuit session.

Do you collect anything?

Travel stamps in my passport. I’ve now visited over 60 countries and hope to get to 100 by the time I’m 60!

Last book you read?

Steven Bartlett’s The Diary of a CEO.

Who is your hero?

My father, Gwynfor Jones, who I sadly lost in 2008. He taught me to be the person I am today and always keep believing in my dreams.

All-time favourite film?

Beverly Hills Cop III – it always brings a smile to my face.

Where did you grow up and do you still live there?

I grew up in the old mining town of Aberdare, Wales. I moved to Worcester in 2011 for my role at Nestlé and have called it home ever since.

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Favourite holiday so far?

Definitely Vietnam. I visited there in 2014 on a group trip with 30 strangers. It is such an amazing country with completely diverse cultures in the north and the south. We got to try many different foods and visit museums and the Ha Long Bay World Heritage Site.