Issuu

DECEMBER 2018

THE IT

LOYALTYONE RELOCATES

ROADMAP

MARKETING SERVICES COMPANY GOES TO FREE ADDRESS AT NEW ADDRESS

A MOVE TO INNOVATE

GEN Z

PA R T O F T H E

READINESS P A R T

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CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ] 8

PHOTO: TOM ARBAN PHOTOGRAPHY

On the cover: Equipment standardization and technology integration are at the backbone of LoyaltyOne’s move to its new, free-address Toronto head office. Page 16. Photo: Tom Arban Photography

16 LoyaltyOne’s new head office features space that complements both formal and informal work areas with a variety of amenities.

12 DOES YOUR WORKPLACE PASS THE GEN Z TEST? The demographic cohort coming up behind millennials has unique expectations

16 A MOVE TO END ALL MOVES Restacking is a rarity in LoyaltyOne’s new Toronto head office

20 DEVELOPING AN IT ROADMAP How working facility managers can implement new solutions

22 AN IMPETUS FOR CHANGE Office relocations are an ideal time to introduce innovative ideas

28 PERSONALIZED PRODUCTIVITY The latest seating and workstation offerings include ergonomic task chairs and flexible lounge systems

columns 6 OBSERVATIONS 8 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 26 MANAGEMENT MEMO 30 LAST WORD

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[ observations ] BY MICHELLE ERVIN

ON THE MOVE

he open office has been trending during the entirety of my more than five year tenure as editor of CFM&D. As a millennial in the upper age range of my demographic cohort, I would barely know the closed office of the past if it weren’t for experience working in spaces that had yet to be updated. The open office has been celebrated for supporting collaboration, costeffectiveness and flexibility, among other reasons, as Samantha Pena detailed in a 2017 We Work article. But with many trends, there comes a peak at which skeptics start to wonder: Is this all it’s cracked up to be? Several articles have mused about the death of the open office. One of the complaints about the open office is that it’s distracting. In fact, close to two-fifths of the employees reached by the Staples Annual Workplace Survey said so, as Gabrielle Pickard-Whitehead pointed out in a 2017 article for Small Business Trends. Despite the rumblings about the shortcomings of the open office, it continues to be the go-to space plan for organizations that are moving into new digs. LoyaltyOne, best known for the Air Miles rewards program, was no exception to this when it relocated its Toronto headquarters. However, as Annie Bergeron, design director and principal in Gensler’s Toronto office, told me, “The open office is a misnomer.” “It’s not the right way to call them because what we create is an ecosystem of spaces,” Bergeron explained. “An ‘open plan’ that just crams a whole bunch of workstations in a space but does not give people any place where they can go and do other types of work that they need to do is doomed to fail.” In other words, it’s important to get the design of the so-called open office right. In the case of LoyaltyOne, that included providing places to escape distractions, such as focus rooms where employees can take phone calls. In addition to demonstrating the ‘open office’ done right, the project also simplified intra-office moves through equipment standardization and technology integration. Also in this issue, which has a focus on interior design, space planning and relocation, are articles on how to capitalize on moves to introduce innovative ideas and what Gen Z is looking for in its work environment. Plus, our regular product round-up looks at the latest and greatest in new seating and workstations. Speaking of moves, I am moving on from my post as editor of CFM&D to pursue a new opportunity. I have thoroughly enjoyed getting to cover facility management and design over the past five years. I’m sad to go, but I’m grateful for all the generosity and kindness everyone in the industry has shown me in taking the time to give interviews, write articles and help me understand the big issues. I see a bright future ahead for the industry as facility managers are increasingly recognized for the important role they play. MICHELLE ERVIN

michellee@mediaedge.ca

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DECEMBER 2018 Volume 33, Issue No. 5 PUBLISHER: Liam Kearney liamk@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CIRCULATION: Anthony Campbell circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Sean Foley seanf@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca

Canadian Facility Management & Design (CFM&D) magazine is published five times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* Single Copy Sales Canada $15* * Plus applicable taxes. Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada. Copyright 2018 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., Suite 1000, Toronto, ON M2N 6P4

GREEN BUILDING BY THE NUMBERS According to the World Green Building Trends 2018 SmartMarket Report by Dodge Data & Analytics, new commercial construction remains the biggest driver of green building globally. The report is comprised of responses from over 2,000 building professionals from over 86 countries. The study finds green building in 19 countries is poised for rapid growth over the next three years, with nearly half of all respondents predicting that the majority of their upcoming projects will be green buildings. Here are a few more findings from the survey on global green building trends:

61 60 50

The percentage of Canadian respondents that consider improved occupant health and well-being to be a top social reason for green building.

The percentage of green building in Canada that falls under the category of new institutional construction.

The percentage of Canadian respondents that currently do the majority of their projects green.

More information about the survey is available at https://www.construction.com/news/world-green-building60-percent-projects-green-3-years-nov-2018.

» foundations » L’ORÉAL CANADA CELEBRATES 60 YEARS WITH NEW HQ L’Oréal is celebrating its 60th anniversary in Canada this fall by inaugurating its newly redesigned 117,000 square foot head office, located in the heart of downtown Montreal. During the past year, L’Oréal Canada completely overhauled its head office, where over 500 employees currently work. The 117,000-square-foot space, formerly the Eaton’s building, has undergone extensive renovations and is now LEED-certified. “The objective of the renovations was to provide L’Oréal Canada with a modern work environment that is adapted to our needs and that is as closely related as possible to the spirit and behaviour of our employees,” said Frank Kollmar, president and CEO of L’Oréal Canada, in a press release. “We are growing and our teams are growing rapidly, which is why it is important to ensure that the space provided is the most flexible, and offers a sustainable solution.” The new head office features over 600 open-plan workstations, spread across two floors. The open concept provides space for unique additions to the office, including a Hairdressing Academy, a technical centre where hair colour products are tested, a Content Factory, an employee’s cosmetic boutique, training facilities for point-of-sale employees, a sprout garden in the cafeteria, a coffee bar, a library and yoga studio, and an in-house graphics studio. “We needed a new work environment that supports and promotes more modern, agile, efficient, stimulating and collaborative ways of working,” added Kollmar. “In addition, we wanted to stay in the heart of downtown Montreal where we are fortunate to be located in a historic building, the former Eaton’s store, which has a lot of charm and character.” -Kavita Sabharwal-Chomiuk, Online Editor, REMI Network

FORT EDMONTON PARK EXPANSION BREAKS GROUND The planned expansion of Fort Edmonton Park, a 64-hectare living history park located along the city’s river valley, recently broke ground. The expansion will create new spaces and attractions that showcase the history of First Nations and the Metis, including learning facilities, a treaty lodge, a Ferris wheel, maze and game booths for the 1920s Midway, a renewed admission area and expansion of the Hotel Selkirk. Once the project is complete, it will allow visitors to experience new educational programs and take advantage of the modernized facilities. The Government of Canada is contributing up to $47.7 million towards the expansion project. Of that amount, $500,000 was invested under the Canada 150 Community Infrastructure Program, which is supporting the renovation of the Fort

Edmonton Park midway and fairgrounds. The remainder of the funds is being contributed through the Provincial-Territorial Infrastructure Fund – National and Regional Projects. The Government of Alberta is providing $33.5 million towards the project, while the City of Edmonton will provide the largest portion of funding, $72.5 million. The Fort Edmonton Foundation has committed to raise an additional $10 million for the project. “This project, along with a focus on relevant experiences, accessibility and financial sustainability, will lead the way in making Fort Edmonton Park a favourite destination for many years to come,” said Darren Dalgleish, president and CEO of Fort Edmonton Management Company, in a press release. -Kavita Sabharwal-Chomiuk, Online Editor, REMI Network

December 2018 CFM&D 7

[ fm ergonomics ] BY LINDA MILLER

HOW TO GET PEOPLE MOVING Adjustable desks are only a small part of the solution to sedentary behaviour in the workplace. Wellness needs to begin at the building level

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Providing bike racks and other amenities will make it more convenient for those wanting to bike to work or take exercise breaks.

echnology continues to make everyone’s life much easier, but it’s also making everyone more sedentary. At work and at home, people aren’t moving as much as they used to. This is a major factor, along with high stress, less sleep, and poor nutrition, in the obesity epidemic in the developed world.1 More than 50 per cent of adults in Organization for Economic Cooperation and Development (OECD) countries are now overweight or obese.2 Most campaigns against this 8

target food labelling and education about nutrition3. But these numbers won’t come down to where they should be until people start moving, especially at work. Simply put, it’s more challenging for people to achieve an active lifestyle if they spend 40 hours per week at a sedentary job. INCREASING WORKPLACE MOVEMENT

Recognizing the need to get employees moving, many workplaces have been purchasing sit-to-stand workstations, as well as movement-based workstations, such as treadmill and bicycle desks.

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These desks can increase movement at work, but they haven’t been too successful in doing so.4 Let’s start with movement-based workstations. The idea behind them is great; workers can work and exercise simultaneously. In practice, though, many job tasks just aren’t compatible with walking or pedaling. Sure, it’s possible to talk on the phone or look through some emails, but typing and visually intensive work will be a challenge. Treadmill and bicycle desks usually have a height-adjustable work surface on which users can place their laptop at elbow height. This addresses one problem — awkward typing posture — but creates another one. With the laptop in line with the elbows, the screen will be very low, leaving the user with poor neck and back posture as they tilt down toward the screen. Furthermore, walking with the arms in a fixed position increases loading on the lower back. There is also evidence to suggest that reading while moving can strain the eyes,5 and that overall productivity may decrease.6 Considering these desks can cost up to $15,000, the health gains have been very modest to date. Getting people to use movement workstations is another thing. There is usually an initial enthusiasm when treadmill desks are installed, but after a few weeks, they tend to start collecting dust. For employers, purchasing a treadmill desk is a considerable investment of funds and valuable office space, not to mention the potential for distracting noises or movements. Most employers choose to purchase a small number of units and place them in a closed room. Staff can sign them out. Yet, in the long term, few do.

Corporate nutritional and office fitness initiatives generally have greater uptake, and increase awareness around the need for healthy choices. But the jury is still out on whether the desired outcomes are being achieved in overall health and well-being. Sit-to-stand workstations, conversely, do have tangible benefits and are great for supporting postural changes while working.7 It’s recommended that people stand for 10 to 20 minutes per hour; the remainder should be split between sitting and short movement breaks. This can be effective in reducing the risks for musculoskeletal discomfort associated with chronic sitting. Still, spending part of the day standing at work alone will not be enough to help workers reach the goal of getting 30 minutes of moderate to vigorous exercise five days a week, or taking 10,000 steps daily.

way that encourages natural movement; more people will take the stairs if they see them when entering the building. Providing bike racks, as well as showers and lockers, will make it more convenient for those wanting to bike to work or exercise during lunch breaks. These are only a few of the possible ways to work toward improving workplace wellness. If done in combination with an ergonomics

program, they’re likely to generate vast improvements in worker health, productivity, happiness, and well-being. Now, many buildings that are pursuing LEED certification are pursuing WELL certification too, bringing environmental and human well-being together — ergonomics is a big factor in this. Workplace culture needs to change to fully embrace ergonomic values. People can still be working when they

THE IMPORTANCE OF POSTURE

Proper posture is absolutely critical to overall well-being and injury prevention, yet is all too commonly a mere afterthought. Hunching over a laptop or resting wrists on the edge of a desk all day can cause musculoskeletal injuries — as can a staggering number of other problematic working postures. These injuries can further deteriorate a person’s health and make it harder to exercise or even continue working, so it’s important to ensure proper posture is supported when increasing movement. Ergonomics programs are very effective in improving posture and encouraging movement at work. But these programs are more impactful when wellness is considered one step earlier: with the building itself. IMPROVING WORKPLACE WELLNESS

There’s been ample focus in recent years on making buildings environmentally friendly. But, if the needs of occupants aren’t always considered, this can create unhealthy work environments. Good building design can go a long way when it comes to movement and overall wellness.8 It’s possible to design workspaces and communal areas in a

Toronto Construction Association

December 2018 CFM&D 9 Chirco_half-island_ad_2018.indd 1

2018-02-16 11:12 AM

THE FUTURE OF WELL IWBI launches WELL v2 pilot BY JESSICA COOPER

The WELL Building Standard™ (WELL) was the first tool of its kind to focus exclusively on human health. Since the International WELL Building Institute (IWBI) first launched in 2014, WELL has been used in nearly 1,000 projects across 37 countries around the world. At its core, WELL takes a rigourous, performance-based approach with the aim of maximizing the impact of healthy buildings. The projects that have become WELL Certified to date have provided valuable insights, including post-occupancy metrics that demonstrate the value of designing for health. CBRE Canada found that in its WELL Certified offices, the total employee turnover rate has fallen by almost one third and the hiring rate for new talent has doubled. A report from World Green Building Council concluded that Cundall’s new office (WELL Certified Gold), which focused on improved indoor air quality, including continuous monitoring of carbon dioxide and volatile organic compounds, has saved the company £200,000 due to a reduction of four sick days per year per employee. IWBI plans to regularly update WELL based on input from the growing movement, expanding evidence base and new research. To that end, on May 31, IWBI unveiled the WELL v2™ pilot, the next version WELL. This second iteration is designed to advance IWBI’s global aim to build a healthier future for all by taking a number of measures: • Consolidating several existing pilot programs (multifamily residential, commercial kitchen, retail, education facilities and restaurants) in one universal set of features. • Identifying the most pressing health issues in different geographies around the world to address local opportunities

and imperatives. For example, many feature criteria are linked to risk factors addressed by the Global Burden of Disease (GBD) database, which provides national-level data for countries around the world estimating disease burden and associated risk factors. • Expanding the concepts that make up WELL to include Thermal Comfort, Sound, Materials and Community. These concepts have been introduced separately to better acknowledge significant aspects of health that have always been a part of WELL. • Expanding feature strategies, which project teams can select based on what will have the greatest impact and provide the most value. WELL v2 operates on a points-based system, which is determined based on the extent to which a feature addresses a specific health concern or provides opportunity for health promotion. • Introducing an early phase review, WELL D&O, so project teams can confirm they’re on the right track as they make ongoing and incremental improvements. What hasn’t changed in WELL v2 is that the program continues to emphasize scientific rigour, technical excellence and verified performance in the design of healthy buildings. Stay up to date on WELL v2 at https://v2.wellcertified.com. Jessica Cooper is chief commercial officer at the International WELL Building Institute (IWBI). She was one of the first WELL Accredited Professionals and a WELL Faculty. Jessica keeps herself healthy by seeking yoga wherever she may be, having practiced at studios in more than six countries and 15 cities around the world! #WeAreWELL

aren’t hunched over a computer typing away. Employers should encourage staff to have walking meetings, take their breaks away from their workstation, or at least pause to incorporate a stretch or change of posture. Along with providing healthier nutrition options, this can boost productivity and overall satisfaction. Movement-based workstations aren’t the answer to a healthy working life, but they can be a small component in it. Buildings need to facilitate overall health and wellness, and employers need to implement ergonomic programs — including the selection of adjustable furniture — in order to facilitate healthy work environments. This is how everyone can achieve a healthier lifestyle, while, at the same time, increasing productivity and keeping workers safe. | CFM&D

References 1-3. OECD. Obesity Update 2017. https://www.oecd.org/els/healthsystems/Obesity-Update-2017.pdf. 2017. 4, 6. Tudor-Locke C, Schuna JM, Frensham LJ, Proenca M. Changing the way we work: elevating energy expenditure with workstation alternatives. Int J Obes. 2013. 5.

Blehm, C., Vishnu, S., Khattack, A., Mitra S., Yee, RW. (2005). Computer vision syndrome: a review. Survey of Opthamology.

Tissot F, Messing K, Stock S. Standing, sitting and associated working conditions in the Quebec population in 1998. Ergonomics. 2005;48(3):249-69.

Miller, Linda. Why I am working with WELL. EWI Works. 2018.

Linda Miller, OT (c), OTD, CCPE, is president and certified ergonomist for EWI Works International Inc., Clinical Associate Professor, Faculty of Medicine and Dentistry, Department of Preventive Medicine, University of Alberta. Linda also recently became

1. OECD

4. Tudor-Locke et al., 2013

7. Tissot et al., 1998

a part of WELL’s global concept

2. ibid.

5. Blehm et al., 2005

8. Miller,, 2018.

advisory on movement. She can be

3. ibid.

6. Tudor-Locke et al., 2013

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reached at lmiller@ewiworks.com.

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[ fm education ]

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DOES YOUR WORKPLACE PASS THE GEN Z TEST?

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Gen Z’s demands for the workplace include a fast network and functional space.

With millennials now well-entrenched in their careers, a new cohort is coming up behind them. And Generation Z has unique expectations that organizations need to understand if they hope to harness its talent, according to Sodexo’s 2018 Global Workplace Trends report. Herewith, an excerpt

017 marked the first full year with Generation Z in the workforce — a cohort typically defined as being born between 1995 and 2012. Gen Z is a distinct generation and not to be grouped in with their Millennial counterparts. From their expectations around technology to their preference for work–life blend over balance, these employees are already reshaping the workplace in new and exciting ways. By understanding a few core characteristics, organizations can learn

how to engage Gen Z employees more authentically and harness their talents to the fullest. In particular, Gen Zers need an environment where they can invent, create and get the job done — and there are some strong generational preferences for managers, workspace designers and service providers to consider. TECH IS THE BREATH OF LIFE

The brightest talent will beat a path to strong digital brands that not only connect with Gen Z through

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a compelling employee promise, but who can also make this a lived experience in the workplace. Smart tech is a must-have. Research carried out by leading generational demographer Claire Madden with Australian Gen Zers mirrors a demand that is echoed globally among their peers. They will not accept anything less than a fast network and a functional workplace. Top of the least-favorite list? Slow Wi-Fi, of course. Gen Z guru David Stillman also sees binary code embedded in Gen Z’s DNA, noting that the distinction between the physical and the digital worlds has completely disappeared for the members of what he refers to as the “Phigital Generation” — with implications for how they live, work and play. Nevertheless, Stillman also finds that these tech innates continue to put a premium on face time offline. Eighty-four percent of those he surveyed in the U.S. said they would prefer to communicate in person with their boss.1 NEW EXPECTATIONS FOR SPACE DESIGN

Employers should not assume that Gen Z’s compulsive social networking, both online and off, equates to always wanting to cohabit the workspace. According to David Stillman, this group would sooner share socks than share an office. Fiercely independent, focused on the task in hand, and sensitized to privacy concerns, only eight per cent in Stillman’s studies favour open plan workplaces.2 In the war for talent, live–work– play amenities, from onsite banks

and food stores to gyms, hold strong appeal for a generation that doesn’t differentiate between work time and life outside of work. Facebook, for instance, has plans to create a mixed-use village in California that will include a grocery store, a pharmacy and 1,500 housing units for employees at below-market rates. “Third space” is another idea that’s gaining traction. If home is the first space and work is the second, “third space” combines the best of both. Think non-corporate, distinctively designed spaces that reflect the organization’s culture and encourage social interaction. As one example, WeWork’s Shanghai office offers cozy booths overlooking a sun-filled atrium, and a tropical-themed retro kitchen where employees can take a break over coffee.

won’t expect to retire at age 65. They know that staying healthy will be paramount to their quality of life and to their long-term career success. Gen Z is highly tuned into the global foodsphere and is the most well-traveled generation when it comes to ingredients. Add the strong driver to do no harm and it’s no surprise that almost three-quarters are willing to pay more for products and services that come from ethical brands.3 This is a preference that businesses would do well to attend to when it comes to on-site amenities.

they need to be happy and healthy. Understanding what makes Gen Z tick is key to tapping into a positive energy that can motivate the wider team and help keep the organization relevant. | CFM&D 1. http://www.genzguru.com/ 2. https://tuco.ac.uk/images/zoo/uploads/ documents/TUCO_Global_Food.pdf 3. http://www.genzguru.com/ References 1. http://www.genzguru.com/ 2. https://tuco.ac.uk/images/zoo/ uploads/documents/TUCO_Global_

THE OUTLOOK FOR ORGANIZATIONS

It’s clear that Gen Z brings a unique set of expectations to the workplace — around what they need to be effective, and more importantly, what

Food.pdf 3. http://www.genzguru.com/ 4. David Stillman, original interview conducted October 2017

The preceding article is excerpted with permission from Sodexo’s 2018 Global

A HEALTH-CONSCIOUS GENERATION

From workplace wellness programs with smart mobile apps that incentivize healthy behaviors to a variety of well-designed workspaces, organizations should be supportive of Gen Z’s ambition to work and live at a fast pace, without compromising health and well-being. The good news is that Gen Z has a better understanding than previous generations of the link between nutrition and health. And with the average life expectancy now well into the nineties, members of this cohort

Workplace Trends Report. Getting Ready for Gen Z is one of seven trend reports, which can be accessed at https://www.sodexo.com/2018-workplace-trends. Experts consulted by Sodexo Claire Madden is a leading social researcher, keynote speaker and media commentator interpreting social trends and implications of generational change. As Australia’s foremost social researcher on generational engagement, she provides intriguing insights into the minds and motivations of Generation Z in her latest book, Hello Gen Z: Engaging the Generation of Post-Millennials. For nearly 20 years, generational expert David Stillman has been researching, writing, consulting and speaking about the generations for a wide variety of leading organizations. Co-authored with his Gen Z son, Jonah Stillman, David’s most recent study—Gen Z @ Work—is an insightful, mythbusting exploration of how this next generation is transforming the workplace.

December 2018 CFM&D 13

[ operations & maintenance ] BY NIKLAS MOELLER

SOUNDS GOOD GREAT Power Most systems use low-voltage DC power supplies. While those of high quality typically last many years, they can eventually fail. Occupants will likely notice a power failure, but it is wise to periodically verify operation. Some sound masking systems offer failsafe power supplies; in other words, if a power supply fails, a second one takes over to ensure continuous operation of the system.

PHOTO: ZAHID GHAFOOR

Cabling Work done on other elements within the ceiling can inadvertently cause damage to the sound masking system’s cabling or result in the disconnection of its components.

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Loudspeakers are installed in a grid-like pattern within the ceiling space and deliver the masking sound, as well as paging and music signals, if applicable.

Don’t just set and forget the systems used for speech privacy and noise control. Maintain sound masking performance with equipment tuning and upkeep

THE SYSTEM

The components used by modern sound masking systems require little preventative maintenance. In fact, some networked technologies are able to actively monitor for various types of issues and use an alarm (visual or audible) or email to alert the client to a service requirement. If the system does not provide this feature, it is prudent to check the following equipment on a routine basis (e.g. annual), when work is done within the ceiling space, or if an occupant reports a problem:

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PHOTO: KR MOELLER ASSOCIATES LTD.

pen-plan space, modular walls, and reflective surfaces such as glass, concrete, and metal are just a few of the design trends making today’s interiors even more dependent on sound masking for speech privacy and noise control. Ensuring this technology continues to function as expected over the course of its lifecycle not only involves maintaining the health of the equipment used to generate and broadcast the sound, but also the efficacy of the sound itself.

Loudspeakers Loudspeakers are installed in a gridlike pattern within the ceiling space and deliver the sound, as well as paging and music signals if the system has such capabilities. Some systems continuously monitor loudspeaker performance, eliminating the need to manually enter the ceiling to check each loudspeaker. At this time, also take the opportunity to review and adjust customized settings related to various ancillary components and functions, such as:

GRAPH: KR MOELLER ASSOCIATES LTD.

Programmable keypads Keypads allow occupants of private offices and meeting rooms to modify masking and paging volumes, as well as paging channel selection, as needed (e.g. to accommodate videoconferencing). Their zoning, functions and volume limits should be checked and changed, if desired. Paging and music Most sound masking systems also provide overhead paging and background music functions. Zones and volumes should be altered, as needed. Timer Some systems allow a schedule to be established that adjusts the masking level to suit expected occupation densities throughout the day, week or year. For example, security personnel might want the volume to lower during the night so that they can hear any disturbances. Zones, scheduling and exception dates (e.g. holidays) should be reviewed and updated to reflected changing requirements. Security Some systems provide various levels of password-protected access to the system’s features and settings, depending on an individual’s role. Permissions should be reviewed to ensure they still meet the organization’s needs. In certain cases, the system’s design might need to be physically modified;

for example, when newly constructed walls cross existing zones or major changes are made to ceiling treatments. In this case, contact the vendor so that they can review loudspeaker placement and zoning. THE SOUND

When properly implemented, a sound masking system is a highly effective contributor to the overall acoustic performance of open plan areas, as well as to the speech privacy levels experienced in closed rooms. However, the system cannot achieve these goals from the moment it is powered on. Regardless of its design or the position of its loudspeakers, the sound it emits interacts with the facility’s layout, finishes and furnishings. In order to deliver the expected value rather than simply introducing a background noise to the facility, the vendor’s technician or an acoustician must tune the sound to meet a specific masking spectrum or ‘curve.’ This goal should be set by a third party such as the National Research Council (NRC) or an acoustician, rather than by the system’s manufacturer or vendor. The typical range is between 100 to 5,000 hertz (Hz), but it can go as high as 10,000 Hz.

The exact tuning method varies by product, but generally speaking, the technician uses a sound level meter to measure the sound at ear height (i.e. the level at which occupants experience the masking effect), analyzes the results, and adjusts the volume and frequency settings accordingly. They repeat these steps until the curve is met at each tuning location. System designs with small zones (e.g. of one to three loudspeakers) offer the technician more test and adjustment points, allowing them to more accurately achieve the specified spectrum throughout the installation. The more precisely and consistently the curve is met, the better the outcome. A good guideline is to require a test in each 1,000-square-foot (90-squaremetre) open area, as well as within each closed room. Some systems can adjust for smaller areas, but this is an acceptable baseline. Overall volume is typically set to between 40 and 48 A-weighted decibels (dBA), and the results should be consistent within 0.5 dBA. Frequency should also be measured. It’s reasonable to expect a variation of plus or minus two decibels in each third-octave band. At the conclusion of the tuning process, the vendor should provide a written report of the results. If changes are made to the space (e.g. to furnishings, partitions, ceiling, flooring) or to its occupancy (e.g. relocating call centre functions to an area formerly occupied by accounting staff) in the future, the technician should return to measure the sound and adjust the settings in zones where it no longer meets the specified masking curve or the client’s needs. It is not advisable for clients to handle these changes themselves because specialized training and equipment are needed to ensure they are properly made, measured and documented. The likelihood that changes will occur during a sound masking system’s 10- to 20year lifespan is almost certain. Therefore, organizations simply cannot take a ‘set-itand-forget-it’ approach when it comes to the equipment or the sound it delivers within their space. | CFM&D

Niklas Moeller is the vice president of K.R. Moeller Associates, manufacturer of the LogiSon Acoustic Network (logison.com) and MODIO Guestroom Acoustic Control (modio.audio). He has more than 25 years of experience in the sound masking field. December 2018 CFM&D 15

FACILITY DESIGN

A MOVE TO END ALL MOVES In LoyaltyOne’s new Toronto head office, restacking involves little more than asking employees to pick up their laptop and sit down in a different area. How equipment standardization and technology integration supported agile working in the free-address space BY MICHELLE ERVIN

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PHOTO: TOM ARBAN PHOTOGRAPHY

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The Gensler-designed, Scandinavian-inspired space occupies six floors and 200,000 square feet in the Globe and Mail Centre in Toronto.

he recent relocation of LoyaltyOne’s Toronto-based head office was a move to end all moves. At the end of its lease, the company behind the Air Miles rewards program relocated from a dated space outfitted with assigned cubicles and personal storage to a new space outfitted with freeaddress workstations and standardized equipment. It’s a shift that has shaved

hundreds of thousands of dollars off of the organization’s operating costs, because it no longer has to restack its space every time it undergoes restructuring, said Adam Gallant, workplace advisor, LoyaltyOne. “Moves are almost non-existent for us now,” said Gallant. Now when a business unit calls looking for project space, in most cases all that has to be done is locate unoccupied space, added Stacey Barbosa, who, at the time of site tour this summer, was workplace project manager at LoyaltyOne. She said

the most that might be involved in a bigger move, which is rare, might be the reassignment of work neighbourhoods. “It used to take us weeks to turn around a move, depending on the complexity or what was required,” said Barbosa. “Now they’ll come to us if they need something specific — for example, a white board.” For employees, a move involves little more than picking up their laptop and sitting down at a new workstation. This has been the new normal for LoyaltyOne since it relocated its Torontobased head office last year. The Genslerdesigned, Scandinavian-inspired space occupies six floors and 200,000 square feet in the Globe and Mail Centre. Before design work began on the space, which is characterized by bright whites, light woods and pops of royal blue, Gensler provided strategy services. Change management, observational and occupancy studies helped inform the sharing ratio for workstations, equipment and furniture selection, and the sizes and types of spaces. In the year-and-a-half before the relocation, employees were rotated through a pilot space set up in their former head office. The exercise gave employees an opportunity to experience what it was like to share workstations at a ratio of 1.25 to one. “Most people were very apprehensive about going into the pilot space the first time,” said Annie Bergeron, design director and principal in Gensler’s Toronto office. “After their six allocated weeks there, [they] typically did not want to come back to their old workstation.” The exercise also gave employees an opportunity to test different equipment and furniture options. The Herman Miller sit-to-stand workstations that were ultimately selected for the new space are designed to accommodate 95 per cent of the population. December 2018 CFM&D 17

FACILITY DESIGN

PHOTO: TOM ARBAN PHOTOGRAPHY

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The public-facing second floor features an atrium with stadium-style seating that accommodates up to 200 people for special events and town hall meetings.

Barbosa said ergonomic requests have gone down as employees have been encouraged to move away from using specialized equipment, such as foot rests, toward taking advantage of the adjustability of the new furniture. Gallant said the level of agility achieved in the LoyaltyOne head office would not have been possible without sweeping standardization. More central filing space for finance is one of few examples of customization that is particular to business units. Privacy frosting was also added to two rooms per floor post-move to address privacy concerns around scenarios such as the sharing of confidential information on computer screens, Barbosa noted. The tools and equipment that haven’t been provided in the workplace may be just as important as the ones that have. For example, there are no storage pedestals 18

at workstations, which helps support the clean desk policy in the free-address environment. Employees are expected to leave work surfaces clear at the end of the day, instead stowing any personal belongings in lockers. Gallant said this makes it much easier for the building cleaners to effectively sanitize these surfaces. “We also provide wipes, so it’s almost like a gym model: If you

have made some kind of mess, the assumption is that you would clean up after yourself for the next person,” he said. “Or, if you come to a desk and you’re not 100 per cent confident, you have the ability to wipe.” The range of spaces provided in LoyaltyOne’s new head office reflects Gensler’s research as to what makes for a great experience. As Bergeron explained, workplaces are

The integration of technology was vital to the success of LoyaltyOne’s new head office.

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The company’s goal was to ensure a consistent interface for employees to bridge the gap between coffee hubs and soft seating to workstations and meeting rooms.

multi-modal and should therefore support a range of modes: task, social, discovery, entertainment and aspiration. The space complements formal and informal work areas with a variety of amenities. The public-facing second floor notably features an atrium with stadium-style seating that accommodates up to 200 people for special events and town halls. There is also an in-house restaurant run by Compass and more than 8,000 square feet of outdoor patio space, which is used to host everything from beer socials to fitness boot camps to shuffleboard games. The integration of technology was vital to the success of LoyaltyOne’s new head office. Bergeron said the company’s goal was to ensure a consistent interface as employees

transitioned between coffee hubs and soft seating, high-top tables and workstations, focus and meeting rooms. “If you make it frustrating for them, and if you make it difficult, or if you make it daunting, to take your laptop and go work somewhere else and be collaborative, people won’t do it,” she observed. LoyaltyOne ultimately selected Cisco technology after testing a few solutions in the pilot space, and employees were set up on their new devices before the move, trading desktop computers and phones for cell phones and laptops. As with any project, there have been some minor adjustments made post-occupancy. “We planned for this and we knew: you can never have enough power,” said Barbosa. “We thought

we had enough and we still don’t have enough.” More outlets are now being added to the space to encourage more people to untether from the more traditional work spaces. “We would like to see more of people working just anywhere, coffee hubs, soft seating — by putting power in those places, that will help us strive to that,” said Gallant. “The ones where you see power, that’s where you see people camping out for the entire day.” Perhaps more importantly than simplifying the restacking process, LoyaltyOne’s new head office has resulted in happier, more productive employees. Post-occupancy statistics show a 40-percent increase in collaboration and 90 per cent satisfaction with the new space — up 30 per cent. | CFM&D December 2018 CFM&D 19

[ technology ] BY GEOFF WILLIAMS AND TED RITTER

DEVELOPING AN IT ROADMAP

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Having a clear vision for a project is the first step in a successful plan.

Evaluating organizational readiness and leveraging existing technology are key steps for working facility managers seeking to implement new solutions

he IT Community of the International Facility Management Association (IFMA) often gets asked about how to get started with IT in facility management (FM) and how to develop a long-term strategy for FM IT solutions. This fall, at IFMA’s World Workplace in Charlotte, North Carolina, the IT Community set out to provide practitioners with the tools to do just that. The interactive session was setup as a twoway interview between a practitioner and ‘consultants’ using a real example in the practitioner’s workplace. The goal was to develop an understanding of the needs and goals of a practicing facility manager while getting

feedback from small to medium-sized enterprises on how to get started in developing an IT roadmap. During the presentation, the more than 100 audience members were polled to understand where they stand with respect to FM technology. The response was almost universally consistent: regardless of organization size, everyone was challenged by budgetary constraints, the ability to differentiate need from technology platform, and a strong concern that they and their department were behind the curve in adopting effective base technology to run their businesses (let alone looking at leading edge technology solutions). The practitioners were asked some fundamental questions: “Do you have an accurate inventory of your space portfolio including usage and occupancy?” “Do you

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have an accurate and detailed inventory of all of the major assets in your portfolio that require Preventative Maintenance?” “Have you created a detailed list of all resources that both receive and deliver FM services?” Their answers revealed a common concern across a wide range of portfolio types and organizations: “How do we know what best suits our organization from a technology platform perspective?” Experience suggests that supporting business processes and the stakeholders involved should always come first when discussing the need for automation and analysis. To that end, it’s important to start with the why and the who. The what and the when will follow logically. Before developing an IT roadmap, a facility manager or commercial real estate practitioner will need to both understand the needs the IT solution will be solving as well as the defining challenges that will be faced in reaching the goal. Having a simple, clear vision for an IT project is the first step in creating a successful plan. But, planning a perfect roadmap for such a project can be anything but simple. The following is an outline of the key components required to assemble an IT roadmap: 1. EVALUATING READINESS

Always start with the obvious question: “Are we ready?” The business process for developing and executing an IT project is similar to any project planning process. Breaking the process down into the following categories can make getting started less intimidating: • Determine the scope of the IT project; • Know whether the project has management buy-in; • Define who needs to be on the project team; • Establish who the customer is;

• Ask whether return on investment is important; • Determine whether any process changes are needed; • Decide whether there are any “new” features or functions; • Develop an awareness and training program plan; • Establish a system of record matrix to help ensure data integrity; and • Develop reporting and key performance indicators 2. DEFINING THE TEAM

Once readiness has been confirmed, it’s time to select a cross-functional team. When defining the team, it’s important to consider including subject matter experts if specific expertise does not exist within the department. Team members may include facilities department staff, the IT department, user groups from within the business, user groups outside the business (contractors, consultants), and outside experts. 3. DEVELOPING THE ROADMAP

Often, there is a tendency to overlook technology elements and data already in place. Where possible, leverage technology and data that is already in place. Which systems does the organization currently have? Do they accomplish what they were intended to? Are the current systems user-friendly? Webbased? Mobile-friendly? Develop and document the system’s current infrastructure design

as well as the application’s current configuration and design. Review and assess data integrity. Conduct a gap analysis between the current state and an anticipated future state

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4. SOLIDIFY THE ROADMAP

With a solid understanding of the current state, look for opportunities for improvement. Close the gaps; document processes that are undocumented, not being followed or are error-prone; define metrics to measure success; and understand the value of vital data that is not currently being captured. 5. COMPLETING THE ROADMAP

The last step in roadmap development is to formulate a “master” plan. This plan should include a clear understanding of the components needed to achieve the future state; plans for small incremental “baby steps” to achieve goals and build towards the future state; and plans for pilots that will allow for testing and refinement in controlled environments. To sum up, the successful implementation of an FM IT solution involves taking some key steps: gathering data to get the best possible view of an organization’s resources, asking for feedback from like organizations/ portfolios both from technology providers and peers, and then developing a roadmap that makes economic and cultural sense for the FM department. | CFM&D

Geoff Williams is the current treasurer and past chair of the IFMA Technology Community, past president of the Toronto Chapter of IFMA, past director on IFMA’s Global Board of Directors and also serves on the IFMA Americas’ Advisory Board. He has more than 20 years of experience in facility operations and strategic planning. He is co-editor of The Facility Manager’s Guide to Information Technology and is based in Toronto, Ontario. Ted Ritter is the current global chair of the IFMA Technology Community, past president of the Greater Phoenix Chapter and also serves on the IFMA Americas’

Tips for effective B2B hashtag use, part two By Steven Chester Each social media platform views hashtags through a different lens. Effective hashtag use can boost your audience reach, but overdoing it in some cases can lead to a wasted marketing effort. Twitter’s advice from its own blog states that “one or two relevant hashtags per tweet is the sweet spot.” There’s no known penalty for overuse, but if you’re looking to be engaging, keep it natural. Facebook is entirely different. There have been many studies of Facebook’s ever-changing algorithm over the years that have indicated the same thing: Any more than two hashtags actually decreases post engagement. Instagram is the opposite. The more hashtags you use, the more reach you can achieve, but more than 10 hashtags in your text can lose the user. Quick tip: you can stuff a number of hashtags as the first comment on your post so that they’re not bunging up your text. Those hashtags still apply to your original post, and it will look much cleaner. Instagram caps posts at 30 total hashtags – add any more and your post will not upload. LinkedIn is somewhat new to the hashtag game, though many users were still adding hashtags prior to them having any effectiveness on the platform. Try not to use more than three or four tags, and be sure that they’re professional in nature and relevant to your company, as this platform is built for a business audience.

Advisory Board. He has more than 30 years of experience in facility operations and project management. He a co-author of The Facility Manager’s Guide to Information Technology and based in Phoenix, Arizona, where he supports FM education at Arizona State University.

Steven Chester is the Digital Media Director of MediaEdge Communications. With 17 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca.

December 2018 CFM&D 21

RELOCATION FEATURE BY MEREDITH THATCHER AND LISA CHILLINGWORTH WATSON

THE WORKPLACE MOVE: AN IMPETUS FOR CHANGE

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An office relocation is an ideal time to introduce innovative ideas. Herewith, a look how to simultaneously implement flexible work environments in 10 steps

here are few opportunities for organizations as great as the one where it can begin anew in fresh, new premises. Whether moving only two floors below, down the street or clear across town, a move can be a favourable impetus for change. Consider when a person moves residences — all that promise of purging to support an improved order to the new house, and the new

ways to enjoy and experience one’s surroundings. A business move has similar benefits, but most importantly, it is a means to set new direction, and to try new things across an entire workforce. Years of experience as workplace strategists suggests that there is no opportunity greater than an organization’s physical move as an impetus to create positive change. It is a blank canvas for CEOs and executives wishing to introduce

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Determine what is important for the workplace’s occupants in terms of amenities to keep them engaged.

innovative ideas and new ways of working, such as a flexible work environment. While this type of environment can be introduced at any time in an organization’s lifecycle and in its existing locale, such a change is far more effective when the impetus is a move. A move is most often preceded with both excitement and anxiety. A well-planned and well-executed strategy that includes clear move objectives and change management will help manage both of these emotions. When looking to establish a flexible work environment in the new location, there are several core activities that are necessary for success. They include: engaging stakeholder representation across the organization, surveying employee preferences and suitability for work-at-home/ remote co-working opt i o n s , profiling functional roles, defining technological infrastructure and support, determining optimal utilization and employee experience within the new space, training leaders on managing a remote workforce and managing change, re-writing applicable policies, and — not often considered, but highly relevant — understanding the impact on the organization’s corporate social responsibility or triple bottom-line targets. Given the comp r e h e n s i v e nature of introducing a flexible environment across an organization,

consider starting with a pilot group of employees to test the model through a variety of scenarios. This will undoubtedly inform the broader enterprise solution — well before the complexity of the big move. Having an experienced workplace strategist on the core team to help lead these critical activities can be a key success factor. What follows are 10 steps to success to help guide organizations through their workplace move:

up. An executive has to be on board, and be active and visible. 4. DEVELOP THE STRATEGY

The strategy and business needs have to be developed, socialized, and bought into. A move of any kind is a large investment. A simultaneous and effective workplace transformation increases an investment by tenfold. It takes

a backbone of steel and a heart of gold to get through this phase. A high-level roadmap including timeline should be part of the strategy. 5. BUILD THE TEAM

Who is on the team — and when they join the team — will be essential inputs to the plan. A designer and/or architect, engineers, IT/AV and security

1. THINK ABOUT THE FUTURE

For most organizations, the cost of people is about 90 per cent of the annual expenditures and workplace is about six per cent. The workplace strategy cannot just be about the space, and must take the business strategy and workforce into account. The first step is to get into the right mindset of leveraging the workplace to drive the strategy. 2. UNDERSTAND WORKPLACE STRATEGY

A workplace strategy is a clearly documented vision of the organizational strategy, what work it will be doing, how it will be doing it and who will be doing it. It becomes the accountability document for both the organization and the design team. It’s not possible to write a workplace strategy without knowing the organization. It is important to become educated on how to translate organizational transformation into a physical representation. Read articles about it, join groups such as Workplace Evolutionaries, and attend conferences such as WORKTECH and World Workplace. A workplace strategist needs to be able to bring all the elements of business together and develop the roadmap. 3. ENSURE ORGANIZATIONAL ALIGNMENT

It’s important to understand an organization’s culture, market forces, market share. Is there an executive sponsor? It is very hard to do any transformation pushing

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December 2018 CFM&D 23 PremierElevator_Island_2017.indd 1

2017-04-05 2:15 PM

For most organizations, the cost of people is about 90 per cent of the annual expenditures and workplace is about six per cent. specialists will be needed to enable both the workplace and the workforce, and the workplace strategist will need to continue to drive the intended outcomes. When selecting a designer, think about what’s important to the organization — is it trends, brand and culture, evidence-based design, mobility, productivity and efficiency, speed to market, wellness? These are all good goals, but what is relevant to the organization in question? 6. CONSIDER THE DATA

Data will be needed to support the strategy, but more importantly, it’s important to consider the Data, Information, Knowledge, Wisdom pyramid. Data is just that — raw data. Consolidating it provides structured information. Analyzing it provides knowledge, and putting it in context helps inform wise decisions. Don’t get stuck in the ‘data’ trap. 7. DETERMINING THE COST

There are four sections to any move project budget: hard

costs, soft costs, Furniture, Fixtures and Equipment (FF&E), and tenant costs. 1. Hard costs are all construction costs. 2. Soft costs are all the consultants required and usually somewhere in the neighbourhood of eight to 12 per cent of the hard costs. 3. FF&E should include estimates for all furniture, fixtures and appliances (excluding IT equipment). 4. Tenant costs are often the hardest to determine. Consultants can help with 1-3, but tenant costs are often out of their responsibility. Tenant costs include such things as IT, AV, security, move costs, art, branding, change management, reinstatement of current premises, sound masking, signage, music systems, outdoor spaces, etc. 8. DETERMINING THE IDEAL OCCUPANT EXPERIENCE

Knowing an organization’s culture will help with this, but remember that its occupants are 90 per cent of its expenditures. If the workplace doesn’t work for occupants, they won’t be working for that organization. Decide what is important in terms of amenities, health and wellness, social context, corporate social responsibility, and flexibility through mobility. 9. ENGAGING EMPLOYEES AND MANAGING CHANGE

From Boiler Room to Boardroom

A robust change management program will likely be required. Everyone goes through the stages of change, from ignoring, to frustration, to testing, to adapting and adopting. The earlier employees can be engaged, and the more authentic an organization’s communications and the more continuous its executive sponsor’s visibility, the more successful the project will be. Do not underestimate the time, effort and commitment required to do this right. 10. IMPLEMENTING THE STRATEGY

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If an organization gets the strategy right, and it has an active and visible sponsor, this part will be complex, perhaps hectic, but straightforward. Just be careful that a focus on meeting schedules and budgets doesn’t derail the strategy. Guiding principles are useful to evaluate every change, challenge or issue during all phases of the project. For most individuals — and workers, by extension — there are few experiences in life that represent as momentous a change as a physical move. With leadership, an organization will be in a most favourable position to harness the significance of this experience, establish the optimal work environment, and drive better long-term results. | CFM&D

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[ management memo ] BY ARNIE WOHLGEMUT

LEADING — NOT DRAGGING Bringing people along through organizational transformation should involve more persuasion than pronouncements. An experienced leadership coach shares five tips for implementing change

directors announce significant change with little or no detail. Here’s a typical announcement (it may sound familiar): “The leadership team is excited about the upcoming changes. We look forward to new opportunities. We are confident that these changes are critical for longterm growth.” With assurances that the leadership team is on it and “has discussed this at length with the board” or “this has been in the works for months,” the rest of the organization is left totally in the dark. The following code of conduct for leading change comes from 30 years of experience working alongside leaders and implementing changes: 1. SHARE COMPLETE INFORMATION

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During organizational change, strategically plan communication to give as much information as possible — as long as it’s relevant.

ost people have seen it. They’ve lived through it. (Hopefully they haven’t been tempted to do it.) That is: charging ahead of one’s team, making changes that leave team members dumbfounded.

There are sensitivities, to be sure. Organizational change has many fragile layers. Rarely will a whole team cheerlead a plan to success. There may even be wisdom to dispensing information slowly and strategically. But over and over again, leaders, leadership teams and boards of

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Humans are naturally inclined to fill in the blanks. It’s in their DNA. When it appears that only part of the information or the real reason for the change is not public, people immediately form small groups in an attempt to find the reasons. That means the imagination of the team is unleashed to develop multiple scenarios of the upcoming change, inserting stuff from their own life experiences or worse. If it’s not possible to share upcoming changes, keep mum. Don’t hint. Don’t allude. Don’t give people content that is filled with holes. As change is integrated, strategically plan the communication. Give as much information as possible — but don’t just give random information. Strategically position the information that is released to augment the positive impact of the upcoming change. 2. CONNECT WITH INFLUENCERS

In the popular TV show “BULL,”

Ask better questions. Understand that the information they are looking for is how the change will impact them personally. Dr. Jason Bull calls these influencers “sneezers.” What they say spreads like an uncontrolled sneeze. Reach out to the influencers and arm them with facts and information. They can be supportive if they’re allowed to do so. These individuals are key. When they know they are trusted with critical and ‘insider’ information, they use their influence circles to spread it. Since they enjoy being influencers, they will also correct misinformation as soon as they encounter it, which is what change leaders want.

do they have that will lead to success? What impact will this have on those the organization serves, its clients or customers? 5. TAKE ADVICE SERIOUSLY

If someone has the courage to stand up and answer good questions, respect them and the advice. Avoid giving immediate feedback. Take time to consider their advice. Don’t brush them off or answer superficially. Acknowledge the individual and the advice directly and be sure to give feedback as to why their advice was used or not.

Experience suggests this is very powerful and empowering to this person and those watching. Bottom line: build an engagement and communication plan. Remember that this isn’t a personal plan. Critique isn’t of the change leader, it’s a healthy part of collaborative excellence. The ultimate goal of both the change leader and the people affected by the change is to achieve the vision set for the organization. If the plan doesn’t get the organization closer to its goal, adjust the plan. | CFM&D

3. CONNECT WITH OPINION LEADERS

Know one’s team. There are people who don’t stand at the front lines or even speak up in public settings, but they influence the team. Their success, education, experience, networks and even their personality gives them their status. Their opinions become the opinions of others. Engage these individuals in the discussion and possibly the decision process. That way, they will influence with facts and content that is reliable, not simply add to the rumour mill. They could influence how many early adopters there are.

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4. COMMUNICATE STRATEGICALLY

Avoid asking people what they think, especially if they won’t be listened to. Ask any questions wisely, making sure the person, team or group is able to reflect on the situation objectively. Ask better questions. Understand that the most important information they are looking for is how the change will impact them personally. How will this impact their team? Is there something they believe should be considered? What recommendations

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December 2018 CFM&D 27

FOCUS ON SEATING AND WORKSTATIONS

PERSONALIZED PRODUCTIVITY A fully customizable architectural wall system is among the latest in seating and workstation innovations. Other new offerings to boost productivity include ergonomic task chairs and flexible lounge systems

RockIt is a new light scale bench from Inscape designed to discreetly deliver height adjustability via an integrated, patent pending mechanism called SkyRockIt. The bench features a compact spine, a canted universal leg and authentic wood details. RockIt is suited to settings styled to a variety of aesthetics, from industrial chic to mid-century modern. The bench’s hip and frame incorporate a multi-purpose channel that accommodates accessories such as privacy screens and storage.

Allsteel collaborated with Studio Fifield’s Bruce Fifield on the design of its new mesh task chair, Evo. The task chair accommodates users between the 5th and 95th percentile and has applications in conference rooms and at workstations. Monofilament and multifilament fibers are incorporated into the premium mesh back material for breathability, softness and strength. Icons identify the chair’s controls, which include height adjustment, seat depth and tilt lock. The chair comes with or without arms, which are available 4D adjustable and in fixed cast aluminum. Also optional is the addable, removable lumbar component.

Steelcase’s SILQ is designed to automatically respond to body movement through its form and material rather than require adjustments when users move between spaces ranging from conference rooms to workstations. The seating’s carbon fiber-like material composition was developed by a team of designers and engineers led by James Ludwig, VP of design at Steelcase. SILQ incorporates just 30 parts and one adjustment mechanism for seat height on its right-hand side.

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G1 Ergo SelectTM from Global is an adjustable task chair that is designed in full compliance with the latest BIFMA G1, GSA and CGSB specifications. The series offers customizable seat sizes, back heights, arms and mechanisms to fit many body shapes, including an extended high back option for taller users. The task chair also comes in heavy duty models that are tested for use 24 hours a day, seven days a week. These chairs feature a heavy duty multi-tilter mechanism and high density seat foam that adjusts to the body.

With its L’Imprévu line, Ligne-Roset designed a settee which offers various depths and individual, removable backrests in a number of widths. The customizable dimensions of this settee allows it to be used to create ‘conversation’ corner groups by setting two settees at an angle to each other. Sturdy due to its construction of three-layer particleboard, panels of multi-ply and MDF, the settee also provides comfort with seats suspended using blocks of linked biconical steel springs and structured using high resilience Bultex foam. Each settee can be upholstered in diverse covering materials to suit various settings. The settee features ‘sleigh’ feet in matte black or chromed steel to suit a variety of aesthetics, in a choice of two heights for versatility.

Although Innovant’s beSpoke Collection benching was initially designed to function as a bench or an L-shaped workstation, it has since evolved into a wide array of customizable components that can be unconnected or used together in an office setting, from freestanding tables to conference rooms and private offices. The collection provides multiple options for power and data raceways, either above or below the desktop. Pieces from the collection can be ganged together or used freestanding, to provide a variety of layouts. When used in conjunction with wall treatments and expanded storage, the collection can be extended into the private office environment to provide a consistent aesthetic and efficient use of components.

Sistema is a lounge system designed by Lievore Altherr Molina for Coalesse that is composed of independent elements created to support flexibility in application, customization, comfort and material capabilities. It is designed as a way to help people create engaging places for work by using a wide variety of colours, patterns and materials to enrich spaces and products. Some patterns used the principle of biophilia as a starting point to help convey the natural world and respond to a more human-centered workplace experience.

Teknion designed its Altos architectural wall system for maximum functionality, while maintaining a clean aesthetic. The universal framework allows cost-effective reconfiguration, such as changes in elevation, dimension, fascia function and finish to maximize the lifespan of the product. Altos Landscape offers wall-integrated planning capabilities that maximizes usable space while maintaining efficiency. The adaptable collection offers demountable fascias, shelving, storage, desking, electrical and acoustic options, all customizable with Teknion’s array of finishes.

December 2018 CFM&D 29

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WHAT TO ASK FOODSERVICE UNIFORM PROVIDERS Price shouldn’t be the only factor when operators select who to rent garments from. Supply chains and tracking systems are other key considerations, Cintas asserts in a new white paper

hether running a fine dining restaurant, quick-service restaurant or foodservice operation in a school, office or nursing home, outfitting employees in high-quality uniforms is key. Uniforms give employees a professional appearance and allow patrons to easily distinguish staff from guests. There is no cookie-cutter approach to a uniform program. That’s because a small, upscale steakhouse with 30 employees will likely have very different needs than an organization that outfits cafeteria workers for corporate campuses across Canada. It’s important to develop a program that best fits the unique needs of the business. Understanding the options available will make it easier to develop a five-star program. One of the options available is to rent uniforms. If a foodservice operation decides to rent uniforms, it’s important to consider more than just price while searching for a uniform provider. Be sure to ask the following questions. 1. What garments are offered, and what is their quality?

Inquire whether the garments are name brand or unbranded. To encourage employees to wear the uniforms, they should also be comfortable. Ask about the range of motion the garments offer and key features that will benefit the wearer, such as breathability. Look for garments that are tailored to the end user and fit various job functions.

2. Are the garments retail versions, or are the garments built exclusively for an industrial laundry program?

Clarify whether the garment has been specifically manufactured for a rental program. Uniforms designed for rental programs will provide optimal washing performance and prolong the life of the garments. 3. How is the uniform provider’s supply chain structured?

Determining how the uniforms are sourced will enhance overall quality assurance. A strong supply chain with distribution centres and local facilities also increases the likelihood that garments will be available for the life of the program and simplifies and expedites ordering when size changes occur and new hires are brought on board. 4. What documentation does the program provide?

Tracking systems help ensure garments are picked up and delivered as requested. Find out whether the provider sends detailed confirmation reports, such as pickup reports, to their customers before the garments leave the customer’s site or a service summary report that reviews what was picked up the week prior and is set to be dropped off. 5. How are the garments cared for and maintained? Are the correct laundry processes and formulas being used?

Garments should be cleaned, inspected and

repaired according to style and soil level to protect their quality. Industrial washers and dryers will customize the chemical levels, time and temperature, and detergents based on specific soil types. Garments should be dried with high heat to eliminate odours, bacteria and wrinkles. The garments should then be inspected for any issues, such as loose buttons, and repaired, if needed, before being sorted for return to the customer. 6. How would the representative describe the customer service model?

An in-depth understanding of a provider’s customer service structure is essential should concerns or problems arise. Ideally, the provider will allow for consistent, weekly interaction with a trained representative who conducts pickups and drop-offs. In addition to the route representative, ask whether the foodservice operation will be assigned dedicated account contacts. Also determine whether customer service is handled at a local facility or via an offsite call centre. 7. What are the terms and conditions of the service agreement?

Obtain as much detail as possible about the terms of the service agreement. It will also be beneficial to know how price increases are handled and what service guarantees are in place that will enhance the foodservice operation’s program. Not all uniform providers are the same. Ask the above questions to weigh more than just the final program price. This is key, as there are many factors that go into a successful uniform program. | CFM&D

The preceding article has been excerpted with permission from the Cintas white paper “Food for Thought: Should I Rent or Purchase Foodservice Uniforms?” The white paper can be accessed in full online: https://www.cintas.ca/_landing_pages/rent-or-purchase-foodservice/.

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