Issuu

DECEMBER 2021

ONTARIO’S WORKING FOR

WORKERS ACT

EMPLOYEE SURVEILLANCE

UNDER RENEWED SCRUTINY

INSIDE HOOTSUITE’S NEW VANCOUVER HQ OFFICE SPACE REBOOT FAVOURS MENTAL HEALTH

WASTE NOT PA R T O F T H E

AUDIT FLAGS SUBPAR DIVERSION EFFORTS

P A R T

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[ contents ]

18 ON THE COVER: The lobby area in Hootsuite’s new collaborative office space in Vancouver.

16 ONTARIO’S PRO-WORKER LEGISLATION What does Bill 27: Working for Workers Act mean for the commercial real estate industry?

18 A RESTORATIVE RETURN Hootsuite reimagined its Vancouver headquarters during the pandemic with a focus on the mental health of employees.

24 WATCHING THE WATCHERS

The pandemic is exacerbating ethical concerns over workplace surveillance.

28 RIGHTING RECYCLING WRONGS Below average waste diversion results in Ontario’s ICI and multi-residential sectors are hobbling ambitious targets to conserve existing landfill capacity.

32 EASY DOES IT The newest seating collections simplify the challenge of configuring multipurpose spaces.

columns 8 12 26 34

MANAGEMENT MEMO FM EDUCATION FM TECH LAST WORD

department 4 OBSERVATIONS 6 FOUNDATIONS

[ observations ] A SPOTLIGHT ON WELLBEING

ne year before the pandemic, The World Health Organization recognized burnout syndrome as an occupational phenomenon, resulting from “chronic workplace stress that has not been successfully managed.” Now, nearly two years into COVID-19, mental well-being in the workplace is ever more pervasive and reminding organizations how crucial wellness supports are to employee morale. Home-working employees in Canada, the U.S.,Austria and the U.K. have increased their average work day by 2.5 hours, according to data from the business support company NordVPN Teams. In a recent report from LifeWorks, which compared the mental health score of working Canadians to pre-pandemic levels, 24 per cent of respondents in October said work has hindered their mental health, and 20 per cent feel in crisis or have concerns about their ability to cope. With a focus on wellbeing, our cover story this month looks at the recent transformation of Hootsuite’sVancouver headquarters, where rows of assigned desks were swapped with comfy lounge furniture and scrum areas for those who choose to work in the office. The idea is one that employees themselves inspired—a safe space to socialize, if they wish, with multiple choices on hand. Beyond aesthetics, disconnecting from work is now part of their culture, which includes new benefits that support mental health. The right to disconnect from work is set to become law in Ontario. Employers will need to roll out such policies by June 2, 2022, as the province recently passed Bill 27, the Working for Workers Act. One idea is that it will encourage a better work-life balance. For legal insight into how the legislation impacts the real estate industry check out page 16. We also look at new ethical concerns over workplace surveillance and companies’ growing dependence on AI-driven technologies amidst COVID-19 via new findings from the Cybersecure Policy Exchange at Ryerson University. Often absent from implementing such technologies are the voices of workers themselves—a lack of autonomy is a known culprit of burnout. As we look ahead to 2022, we wish you all a healthy new year of peace and wellbeing. REBECCA MELNYK EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CA

DECEMBER 2021 Volume 36, Issue No.4

EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca GRAPHIC DESIGNER: Thuy Huynh roxyh@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CONTRIBUTORS: Barbara Carss, Chantal Frenette, Flora Vineberg, Arnie Wohlgemut CIRCULATION: Rob Osiecki 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., 2001 Sheppard Avenue East, Suite 500 | Toronto, Ontario M2J 4Z8 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 2021 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 2001 Sheppard Avenue East, Suite 500, Toronto, Ontario M2J 4Z8

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[ foundations ] DISCRIMINATION FLAGGED IN DISABILITY HIRING

SPORTS FACILITY IN B.C. EARNS TOP ARCHITECTURE AWARD

An estimated 40 per cent of people living with disabilities said companies fall short when it comes to hiring those who are disabled. The new study from the non-profit Angus Reid Institute, in partnership with the Rick Hansen Foundation (RHF), found that barriers also persist within the workforce, as another 39 per cent, said Canadian companies have far to go when it comes to supporting their employees who have a disability.

The Minoru Centre for Active Living in Richmond, B.C. has received the 2021 Architecture Prize for Accessibility from the International Olympic Committee, International Paralympic Committee, and International Association for Sports and Leisure Facilities.

People with more severe disabilities had the least favourable views. Nearly half criticized both the hiring process and the support corporate Canada offers employees. There is, however, broad-based support for improved accessibility within Canadian society, according to previous research in partnership with the RHF. A 2019 study found that seven-in-ten people think universal accessibility should be the goal for newly constructed buildings. Despite the progress, disability advocates stress that barriers to accessibility persist and there remains much room for improvement across the country. The majority of Canadians said that disability should be included in equity, diversity, and inclusion policies in the workplace. The study also reveals variations in opinion by age and gender. More disabled women said companies are doing a poor job of hiring those with disabilities (45 per cent) than their male counterparts (35 per cent). Of note, those at earlier stages of their careers have the most negative assessments: over half of those with a disability between the ages of 18 and 34 said companies do “a bad or terrible job” when it comes to hiring disabled Canadians. Further challenges within organizations can range from inaccessible workplaces (cubicles or offices not having enough space for wheelchair users, no elevators, etc.) to an absence of appropriate tools for the job (screen readers, modified workstations, etc.). Men living with disabilities seemed more complimentary of such job supports. Meanwhile, 62 per cent of respondents said they would be more likely to give their business to a company or organization if they knew that they had specific policies to support those living with disabilities.

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The annual Distinction for Accessibility Award aims to increase the accessibility of all sports and leisure facilities and architectural structures worldwide so that everyone has an opportunity to practice and view sport freely and without barriers.

NEW PROJECT TACKLES ACCESSIBILITY OF HERITAGE BUILDINGS Human Space is tackling the challenge of addressing accessibility of heritage buildings while preserving historical integrity. The Toronto-based inclusive design consultancy will draw from Accessibility Standards Canada’s funding to create Heritage for All, a project that will research, propose and test new ideas aimed at developing accessible strategies for federally-owned heritage properties, with the hopes of advancing future national accessibility standards. “Our nation’s heritage buildings exist for everyone’s enjoyment, and they provide keys to understanding our history,” says Human Space Director and Architect, Jesse Klimitz. “Therefore, it is essential that we work together to make them accessible to all people, regardless of their disability. Modifying heritage buildings while preserving their historical integrity is difficult work. However, with collective discussion and thought, we will find solutions that will enable access, while also responsibly caring for these important places.” The two-and-a-half-year project will be funded by the Accessibility Standards Canada’s Advancing Accessibility Standards Research Program. The project will involve examining national and global precedents and guidelines. A series of hybrid on-site workshops with individuals who experience an array of physical barriers will help develop a deep understanding of a broad spectrum of experiences. Human Space will test the solutions with user groups and develop a publicly available report of the research and findings showing how the conversions can be a practical reality.

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[ management memo ] BY ARNIE WOHLGEMUT

AN ASSET APPROACH TO RISK MANAGEMENT the reality that site and function are uniquely linked. “Despite all the talk about the importance of the risk assessments being the foundation for the development of a facility’s security program, it has been my experience that, relatively speaking, very few are actually done,” writes Dr. Glen Kitteringham. WHY ARE THERE FEW RISKS ASSESSMENTS?

Over the past 30 years, the facilities management industry has experienced building science innovations, more complex codes and the integration of technology into everyday operations. One key function that hasn’t seen much improvement is risk management programs that are now of utmost importance.

isk assessment is a foundational service for a facilities management team to deliver. With boots on the ground, these teams have functional insight into the entire organization. Unfortunately, it is all too common for a company to conduct a business

impact analysis (BIA) and omit a site and facility risk assessment. When a business creates a continuity plan by elevating one function such as IT or finance above other departments, believing the business cannot function without it, this may bring additional risk to the whole organization. This single silo approach does not address

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One reason might be that every facility manager faces a whirlwind of daily and sometimes hourly events that require their attention, from emergencies and reports to customer concerns. In order to handle these situations, exceptional management skills are required. Secondly, the task appears to be quite daunting. To complete a full assessment and address the concerns found could potentially take up to five years, depending on the complexity of the business, changes in business operations and, most importantly, will power. As noted above, facility managers thrive on quick problem solving and thinking on a dime.There are very few key performance indicators that could be used to measure the effectiveness of the work and program at hand. FIRST THINGS FIRST

In order to be able to complete a risk assessment, a facility manager should have senior management’s full support—both financial support and also a commitment to see the assessment as part of the BIA and reinforce the business continuity strategy. The facility manager must also be willing to carve out time and resources towards meaningful progress. Having a set of goals that can help to track advancement is imperative. What is important to

[ management memo ] understand though, is not all the steps are needed at the beginning.

the production environment and to secure inventory and intellectual property.

WHERE TO START?

A facility manager needs to build internal relationships with: • Human resources to support facilities expansion concurrent with company growth; • The IT department for technology integration; • Finance to assist with the implementation of capital planning and funding; • Purchasing for vendor management and procurement services; and • Production department to support the creation of the final product. A facility manager needs to build external relationships with: • Engineering consultants to provide advice and services related to facility operations and improvements; • Maintenance contractors to provide services in support of the business continuity program; • Suppliers of materials and products for daily operations; and • Regulators and inspection services to remain in code and regulation compliance.

controlled server and data processing rooms, these all are part of the risks that require reviewing in order to implement the right resolution.

DATA

This is information about what the business does, how it is operated and what future plans may arise, either in digital or physical form Infor mation is becoming increasingly more difficult to protect and preserve. A facility manager may not have the responsibility to protect against an outside cyber attack; however, they can protect the space in which this data is housed. From physical access control, protection from natural disasters, to climate-

FACILITIES

This is where the business is conducted, where people and data are woven together to form the tapestry of the business, and risk within the facility can extend to the suppliers. The challenge for facility managers is to look past typical building elements, such as roofing and windows, or services such as power, HVAC, and water. The risk could be caused by a natural hazard but also not a well thought-out design. | CFM&D

Arnie Wohlgemut is the senior consultant and president of KP Mylene & Associates, a leadership development and facilities management consulting company. He is passionate about supporting facility managers to become successful leaders within their organizations.

Committed to better performing buildings.

IDENTIFICATION AND ELIMINATION

When approaching the risk assessment, use the three most valuable asset categories of every business. In each of the three categories, ask: what are the primary threats you believe need to be addressed and what is the effect on the business if the threat is realized? This will help identify the first steps or areas to evaluate and the level of importance.

Structural Engineering Structural Restoration Building Science Parking Facility Design Structural Glass Engineering Building Energy Modelling

PEOPLE

People deliver services and bring ideas and creative energy to all elements of a business. They need to feel safe in and around the facility. For example, they expect a manager to have control over who and what enters the building. This control, to a varying degree, might be needed to protect

Blusson Spinal Cord Centre | British Columbia

RJC Engineers

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December 2021 CFM&D 9

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FIRE SAFETY SYSTEMS:

HAVE YOU CHECKED YOUR WATER?

The worst time to discover your fire safety system lacks adequate water supply is when an emergency strikes. And yet, it’s not uncommon for negative impacts to a building’s water sources to go unnoticed by property management teams until that system is needed most. “The property owner or manager has certain responsibilities to make sure their fire safety systems are working according to spec in order to protect the public. Part of that means being aware of any changes to your municipal water sources that might impact your building, and making sure your supply matches the system’s demand,” says JeanNicholas Bader, Regional Manager for Quebec with LRI Engineering Inc.

There are internal and external factors that might impact a building’s water supply. Aging equipment or leaking infrastructure can reduce pressure, while new developments in the area may strain existing supply. For example, says Bader, "You could have a building that was built in an area where there wasn't much water demand and then have new industrial buildings come in years later that suddenly need a lot of water to function. That's going to make an impact, and though it might result in a small reduction in pressure, it could mean that pumps and systems you had in place aren't enough anymore to support your fire safety equipment." It’s also possible for municipalities to drop water supply

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for a myriad of reasons. Property owners and managers may be notified well in advance in such cases, but the change could trigger the need for system upgrades or replacements. This was a recent scenario that played out in the City of Montreal. In 2019, Montreal’s Fire Department issued an announcement to building stakeholders that the City was sectorizing the drinking water network to measure its consumption and regulate pressure in various sectors in its efforts to mitigate water breakage and loss, noting, “This sectorization and regulation could lead to reductions in static pressure and, in some cases, hydraulic capacity."(1) Bader advises stakeholders to take this action, as their cue to get ahead of potential changes, noting, “While the City’s letter did not mandate that building owners assess the impact of the ‘sectorization’ on their properties, not doing so does put their portfolios – and more importantly, the building occupants – at risk. Whether in response to a letter such as that issued by the City of Montreal, or as part of regular due diligence to ensure conformance with Fire Code maintenance requirements, LRI recommends that owners be proactive, get ahead of the curve and have their systems evaluated by a professional engineer specialized in fire protection system design.” RAISING THE PRESSURE Initial fire safety system designs and specs may have sufficed at the time of a building’s construction. As the years tick by, however, any number of factors can impact that system’s ability to provide adequate protection in the event of a fire. These factors could include, for example, the age of the fire safety system, changes in use within the building, expansions, or other significant design modifications. Annual and other periodic testing as required by fire code regulations should identify symptoms of a potential water supply change, prompting a more detailed review of the affected system. These system reviews are also a good time for property managers to get ahead of future upgrade requirements. “Maybe your municipality will never alter supply pressure, but if you do get that letter one day, it’s worth knowing in (1) Link to City of Montreal Fire Department letter https://bit.ly/3G47Hxv.

advance the implications of potential required changes,” says Bader. Of course, obtaining potential solutions and pricing is more than about protecting one's budget. Neglecting water pressure and supply issues until it's too late can put building occupants in danger during a fire. And while that alone is enough motivation, there are also legal and logistical repercussions for failing to ensure fire safety systems are working as intended. “If your water supply drops, and you’ve delayed implementing mitigating measures until the last moment, you’re going to be competing with everyone else around you who also needs services and materials,” says Bader. “That’s going to mean higher prices and more stress.” FLEXIBLE SOLUTIONS Sooner or later, all fire safety systems need fine-tuning. When that time comes, there are advantages to working with specialized fire safety consultants who can see -- and respond to -- the big picture. “The advantage of calling on a specialist like LRI, for example, is that we aren’t bound to any one system. We can reassess the fire safety system as a whole and offer a range of solutions that fit the client,” says Bader. True, some buildings may go a long time before water supply becomes an issue. But as with anything related to life safety, it pays to think ahead and know your options. “The fire code already requires regular testing, but any time you suspect changes to your system, or simply want to make sure it’s still working effectively, it pays to have a look sooner rather than later,” adds Bader. To learn more about LRI Engineering Inc., visit www.lrifire.com.

[ fm education ] BY REBECCA MELNYK

RETAIL TRENDS APPLIED TO THE OFFICE

�

Project Sunrise re-envisioned the office space at the Princess Margaret Cancer Foundation as an environment that embodies the organization’s mission to cure cancer.

Just as bricks-and-mortar stores embraced experiential retail to entice consumers who might otherwise shop online, organizations are looking for ways to woo remote workers back to the office. The Interior Design Show Spring Resiliency Conference examined some of the possibilities with the aptly titled seminar: How Retail Design Should Be Inspiring The New Workplace.

“

he retail we knew before, which was really just the place to go for a transaction, has changed just as the workplace will change going forward,” maintained Suzanne Wilkinson, a Principal with the design firm, Figure 3. “The heads-down work is going to happen at home so the purpose of the office is really going to draw people and communities together so we can share our values with one another and create the relationships that build loyalty [to] an organization.” She and colleague, Mardi Najafi, Figure 3’s Director of Retail Design, explored how their firm’s proprietary principles,

lunchroom to the reception area and makes other office space available for community events.The design, which is accented with local stone, timber and artwork, eschews the typical formality of a legal firm in favour of a bright, open and social environment. EXCITING TARGET GROUPS

which translate brands into physical spaces, might be applied in office settings. “The unconscious desire to connect influences how we act,” Najafi advised. With this human-centred approach in mind, retailers like Starbucks placed its tables at the forefront to enable prime people-watching and to inspire passersby to step inside. Others carve out social spaces, like the interactive auditoriums in select Apple stores, to demonstrate how to use products and create space for people to meet and to find informal lessons. Looking to an office scenario, the Winnipeg-based law firm Thompson Dorfman Sweatman moved its

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Meanwhile, design and furnishings can trigger emotional connections and memories. In stores, Najafi explained, the goal is to excite retailers’ target groups and turn them into brand ambassadors via Instagram and other platforms. “This has been a key element, which has reduced ad costs — using the airwaves of social media to broaden brand experience, not just visual, but multi-sensory,” he said. Engaging and unique in-store experiences have been key to drawing customers. Najafi cited examples such as LiftLab, which offers build-yourown lipstick, or Urban Runners, which recreates textures and surfaces

of urban locales to help customers test the performance of shoes they try on. Canada Goose goes a step further, harnessing technology to create cold fitting rooms that replicate harsh winters. Innovative retailers have also integrated digital into the shopping experience — for example, so that shoppers can employ virtual reality to envision furniture in a space before making a purchase. This leverages the shopper’s own devices for a frictionless journey from the order all the way to checkout. For now, most workplaces aren’t this advanced on the technology front. “Obviously, there is a huge expense when it comes to integrating technology within a space to make a seamless environment,” Wilkinson acknowledged, but she expects the move to hybrid offices will push and accelerate uptake. One early example is Ontario Power Generation’s transformation from a cubicle-intensive head office to an open, tech-filled space with a variety of seamless working environments like bookable private booths. CONNECTING WITH A MISSION

Najafi looks to a digitally savvy “new shopper” who demands convenience, has a shorter attention span, favours authentic connections and expects brands to deliver on their promises as the prototype for today’s in-store customer base. “The new shopper is not about accumulating points and getting free promotions,” he contended.“They are all about connecting with your brand from a mission standpoint.” When applying this concept for organizational purposes, the message is geared to employees. For example, at the Princess Margaret Cancer Foundation’s

“The unconscious desire to connect influences how we act.” Project Sunrise — which set out to create an environment that inspires employees and reflects its mission: “to cure cancer in our lifetime” — visual reminders of the team’s fundraising efforts light up the space through screened stories of patients. “It’s a very focused approach, but also through messaging, which can be very important to inspiring people every day to stay on task, stay devoted and keep

being inspired and working in a healthy environment,”Wilkinson said. Retailers constantly refresh their environments, knowing that human beings are “hardwired to seek out the new.” In the workplace, that calls for adaptation in step with organizational change, and providing space staff can tailor as they progress through projects, from the collaborative research stage to more focused work. | CFM&D

NEW VISION FOR CF SHERWAY GARDENS Cadillac Fairview and DiamondCorp have collaborated on a renewed master plan vision for CF Sherway Gardens shopping centre that will transform the peripheral parking lands into a complete community with a mix of residential, office and retail. A range of new parks, open spaces, a combination of private and public streets, and pedestrian and cycling connections will also take shape in the west Toronto neighbourhood. The first phase of development is located on the north side of the shopping centre, fronting The Queensway. This phase is about 1.28 million square feet of mixed-use development, which will consist of four new buildings, two condominiums and two CF rental residential buildings, with retail and amenities. A new public park is proposed as well as a pedestrian urban plaza and a large landscaped zone along The Queensway, which will include a multi-use path, planting and seating opportunities. The rezoning application required to permit the phase one development has now been filed with the City. “As we reflect on the history of how CF Sherway Gardens has evolved in the past, we are very excited to plan for its future,” said Wayne Barwise, executive vice president, development, Cadillac Fairview. The master plan vision will help urbanize, enhance and create a thriving new mixed-use community.”

MASS TIMBER OFFICE REVEALED FOR BENTALL CENTRE Hudson Pacific Properties has unveiled plans for the addition of a 16-storey hybrid mass timber office and retail development to Bentall Centre in downtown Vancouver. Burrard Exchange will add 450,000 square feet of office and retail space within the complex. Once approved, the tower will be one of North America’s tallest exposed mass timber office buildings. Upon delivery, its building operations are projected to be 100 per cent carbon neutral. New York City-based Kohn Pedersen Fox Associates and local architect Adamson Associates are designing both interior and exterior spaces, including what will become one of the largest outdoor gathering places downtown.

December 2021 CFM&D 13

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‘TIS THE SEASON TO PROTECT YOUR ROOF WINTER IS NEVER KIND TO ROOFING SYSTEMS. NO MATTER THE AGE, MATERIALS, OR QUALITY OF INITIAL CONSTRUCTION, FEW BUILDING TOPS MAKE IT OUT OF CANADA’S COLD SEASONS WITHOUT A SCRATCH. NEGLECTING THIS FACT CAN LEAVE PROPERTY MANAGERS VULNERABLE TO SAFETY ISSUES AND COSTLY REPAIRS, BUT THE GOOD NEWS IS THESE RISKS CAN BE OFFSET BY UPFRONT CARE AND MAINTENANCE. “The winter is going to beat up your roof, and there's no way to avoid that,” says Tyler Mills, Service Manager with Flynn Group of Companies. “What you can do is catch and prevent roof deficiencies before things turn ugly.” Mills says not a year goes by without Flynn hearing at least a few stories about building roofs that collapse with little warning because nothing was done to protect them against winter conditions, and they were taken for granted. “That has a way of making front page news, not to mention opening property managers up to expensive repairs and injury liabilities,” he adds. Safeguarding a roof over the winter begins with recognizing the risks. They include: Snow and ice loading: Canadian winters can leave roofs buried under heavy snow and ice. When left to pile up, this extra weight can significantly strain a roofing system and cause catastrophic component failures. “As a property manager or building owner, it's critical to understand what loads your roof can tolerate, especially now that we’re experiencing more extreme weather,” says Mills. “The design

of a building in the eighties may not be appropriate for what's happening around us now, so you can’t take that resiliency for granted.” Fortunately, roof snow removal is relatively straightforward, and a service offered by many roofing specialists. Freeze/thaw cycles: Some Canadian regions are susceptible to frequent freeze-thaw cycles. For example, at his home in Kelowna, BC, Mills says conditions can swing rapidly between cold and warm up to 30 times over an average winter. This results in large volumes of snow that accumulate, melt, and freeze numerous times over a roof and trigger any number of problems. “All that expanding and contracting is hard on your roofing components. Also, you’re not always getting proper drainage because you have ice or snow all over the roof blocking the drains.” He explains. “If that water freezes back into ice, it’s a lot heavier than snow and it becomes a problem.” Safety hazards: Rooftop gardens and social spaces are nice amenities for building occupants. Still, adding ice and snow to the environment introduces opportunities for injuries and roofing system damage.

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“The winter is going to beat up your roof, and there's no way to avoid that. What you can do is catch and prevent roof deﬁciencies before things turn ugly.”

Unkind repair conditions: Winter is not an ideal time to be making repairs to a roof. Property teams that leave roofing upgrades and repairs to the colder months may face steeper prices and more logistical challenges, not to mention higher safety risks for anyone who takes the job. Here again, it’s wise to trust roofing professionals who are trained for adverse job conditions. Getting ahead of winter Canada’s cold seasons take their toll on roofs. Side-stepping the risks associated with excess snow and extreme temperatures requires seasonal inspections and preventive maintenance. “It’s a best practice to conduct a roof inspection and required maintenance at least once a year, but that’s not being done in a lot of cases,” says Mills. “Property teams are very busy, so roof maintenance can sometimes slip under their radar. Also, there’s a tendency to believe that a new roof can be left alone for several years with no maintenance, but the winter is hard on every roof, no matter how long they’ve been up there.”

True, it can be diﬀicult for owners of new (or relatively new) roofs to justify spending more money on a maintenance program. Also true, however, is that regular maintenance goes a long way towards protecting one’s investment, and most warranty programs require inspections at least twice a year. In short: it pays to take winter seriously. That means taking stock of the roof 's condition and acting quickly to required upgrades or repairs. Here again, it is beneficial to partner with a roofing specialist who knows what to look for and can deliver a custom preventive maintenance program that will stand up to Canadian winters. “No two maintenance programs are going to be alike,” adds Mills. “You need a qualiﬁed person up there who knows what they’re doing and can tell you exactly what kind of repairs are needed. They’ll also have the specialized tools and processes to get the work done.”

Conne ct wi t h Fl y nn G roup of Com pa ni e s tod ay. Visit www.FlynnCompanies.com or call 1-877-856-8566.

[ legal ] BY FLORA VINEBERG

ONTARIO’S NEW PRO-WORKER LABOUR LEGISLATION Employers will need to roll out disconnecting from work policies by June 2, 2022.

Upon passing the Act, Ontario announced, “We have introduced measures to make it easier to spend time with family and loved ones, requiring most workplaces have a right to disconnect policy,” which offers insight into this policy’s purpose. DISCONNECTING FROM WORK POLICY

s a result of the COVID-19 pandemic, Ontario’s labour market experienced significant disruptions and a permanently shifted work landscape. Employers grapple with redefined work locations, rapidly changing public health standards, and the need for economic revitalization. To aid the province’s recovery scheme, the Ontario government introduced 16

Bill 27: the Working for Workers Act, on October 25, 2021. On November 30, Bill 27 passed third reading and on December 2 it received royal assent and officially became law. It amends numerous pieces of legislation including the Employment Standards Act, 2000 (ESA), in efforts to improve protection and support for Ontario’s workers while maintaining a competitive advantage in attracting leading global talent.

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Significantly, Bill 27 amends the ESA by introducing a requirement for employers with 25 or more employees as of January 1 of any year to ensure, prior to March 1 of that year, that they institute a written policy for all employees with respect to disconnecting from work. Disconnecting from work is defined as “not engaging in work-related communications, including emails, telephone calls, video calls, or the sending or reviewing of other messages, to be free from the performance of work.” The policy must include the date it was prepared and the date(s) any changes were made to it. Employers will be required to provide a copy to each employee within 30 days of preparing this policy, or, if an existing policy is amended, within 30 days of any change(s). The same 30-day window applies to providing new employees with the policy as well. Notably, employers will be required to retain copies of every policy for three years after the policy ceases to be in effect. TO WHOM THE POLICY APPLIES

Pursuant to s. 1(1) of the ESA, an “employee” is defined as a person (including corporate officers) “paid to perform work for an employer, a person paid to supply services to an employer, a person being trained by an employer to perform a skill used by the employer’s employees, and homeworkers.” Ontario Regulation 285/01

(Exemption, Special Rules and Establishment of Minimum Wage), (Regulation) indicates which individuals are exempt from Parts VII to XI of the ESA. As the requirement to put these policies in place is in the new Part VII.0.1 of the Act, presumably the individuals listed in the regulation as exempt from Parts VII to XI of the ESA are exempt from the policy’s application. They are specific professionals and students-in-training for these vocations, commercial fisherman, salespersons or brokers as defined in the Real Estate and Business Brokers Act, 2002, specified commissioned salespersons, and specified farm employees. The ESA remains silent as to whether any other employees will be exempt from the policy’s application. Such exemptions, if any, may yet be prescribed by regulation. REQUIRED CONTENTS

Notably, Bill 27 does not stipulate any requirements for the content of the employer’s policy. Specific requirements are expected to be published later in a regulation. The Ontario government set out some examples in its October 25th announcement, including setting expectations for response time for emails and encouraging employees to turn on their out-of-office notifications when not working. These examples are not binding on employers, but represent a starting point as they flag what upcoming regulations might require in employer policies. In terms of compliance, employers have six months from that date (and not March 1) to put a policy in place. The date the employer would use for assessing whether it has 25 or more employees would be the January 1 preceding the date that is six months after the day the legislation receives royal assent. This newly passed legislation stems from recommendations made by the Ontario Workforce Recovery Advisory Committee (OWRAC), which consulted with a range of community stakeholders including workers, employers, and unions. The OWRAC was established this summer to help

position the province as “the best place in North America to recruit, retain, and reward workers.” IMPLICATIONS FOR THE REAL ESTATE INDUSTRY

The real estate and property management industries may face particular hurdles with respect to implementing the disconnecting from work policies. In order to oversee and manage projects with minimal disruption to commercial or residential properties, the flow of work or to people’s lives, employees in these industries are typically required to respond to work demands in real-time, at off hours, and across a wide array of physical settings. While some oversight and management can be done remotely and within ‘reasonable’ working hours—for example, conducting virtual property oversight— the nature of each project may inherently require on-site staff, whether it be facility cleaners, property managers and/or maintenance staff, in order to ensure safety, compliance, and efficiency. In addition, employees desperate to keep their jobs amid such economic uncertainty are intent on being nimble and available at all hours to respond to employer demands across all sectors. Technological advancements have more deeply entrenched the expectation of meeting real-time demands, thereby undermining the notion of a “typical work day” in sectors that require aroundthe-clock commitments. As public health guidance around work landscapes (both physical and substantive) continues to shift, employer flexibility and adaptability to different for ms, modes or methods of property management and over sight, predicated on transparency, will be key.

Now that Bill 27 has passed into law, employers with more than 25 employees on January 1, 2022, should start thinking about their disconnecting from work policies, which they will need to roll out by June 2, 2022. Employers should also consider what other policies covering hours of work and/or overtime might need addressing to ensure consistency with their new disconnecting from work policy. Many fear this legislation, instead of helping workers and/or promoting better work-life balance, may create a two-tiered workforce by which some employees would choose to disengage according to the policy in place. Others could remain constantly available, hungry for additional work and intent on earning overtime pay, being considered for promotions and/ or bonuses. The inadvertent prospect of reputational or financial punishment for those employees abiding by the policy could be significant. The extent to which it is even plausible for the real estate and property management industries to fully disconnect in compliance with “regular” work days remains to be determined by the scope outlined in forthcoming regulations. Important questions remain around implementation and enforcement. It may require these sectors to reconceptualize the ways in which management and oversight are carried out. This includes the possibility of streamlining processes to enhance efficiencies (including advanced technology), and/or the reconfiguration of tasks and the diversification of workforce composition to ensure work is completed appropriately while respecting employees’ rights—without reprisal. | CFM&D

Flora Vineberg is a lawyer at SpringLaw. She specializes in labour and employment law, with a specific focus on sexual assault, harassment and human rights litigation, and workplace investigations. Employing a client-centred and trauma-informed approach, Flora’s background in both criminal and civil law enables her to represent clients from all walks of life with compassion, tenacity and focus. She can be reached at fvineberg@springlaw.ca www.springlaw.ca.

December 2021 CFM&D 17

FACILITY DESIGN

A RESTORATIVE RETURN How the transformation of Hootsuite’s headquarters in Vancouver is supporting the mental health of employees. BY REBECCA MELNYK

December 2021 CFM&D 19

FACILITY DESIGN

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Clockwise from left: Privacy pods bring choice to the workplace; the wellness room is a place to escape to and serves multiple purposes; meeting rooms support collaboration and knowledge sharing; company branding welcomes visitors into the bright lobby. Photos by Upper Left Photography.

right-coloured furniture, in a peachy warm palette, curves around a stone fireplace in the lounge of Hootsuite’s newly transformed Vancouver headquarters that was downsized during the pandemic. The collaborative area reflects the social media management company’s new distributed workforce model, which reimagines global off ices over time as inclusive creative hubs. The Vancouver off ice is piloting this model based on observations directly stemming from workers’ own choices.

Last year, when the pandemic disrupted its office culture, one hinging heavily on in-person connections, the organization surveyed employees to assess the impacts of remote work and to inquire about return-to-work preferences. With offices in 14 cities across the globe, responses varied depending on the location. Employees missed connecting with colleagues, but treasured the flexibility of working from home, particularly in larger locales like Vancouver, where Hootsuite is headquartered, Toronto, London and Mexico City where workers were commuting up to four hours a day, says Carol Waldmann,

20 CFM&D | Part of the REMI network | www.REMInetwork.com

director of global facilities and real estate at Hootsuite. “What we’ve given our workforce now is the control and ability to decide where you work and when you work,” she says. The impetus to rethink the Vancouver office began pre-pandemic as 50 per cent of assigned desks across two floors were unoccupied on most days due to working remotely. A new design began to materialize after the employee survey revealed eighty-nine per cent of Vancouver-based employees wanted to work in-house a few days each week or month. From those findings, 150 new work points were created within the

27,000-square-foot space, including personal pods, team pods, and luxurious living areas. Extra lounge furniture and scrum spaces with floor-to-ceiling whiteboards have replaced rows of assigned desks. “When we reopened the office at a reduced capacity in September, we had some people come in, but it wasn’t that busy,” says Waldmann. “Now, we’re finding the more people come in, the more they are talking to their friends, saying the office is actually really cool; it’s gaining momentum, and so far, it’s been a success.” Before the redo, the office touted a skiinspired Canadiana theme, with plaid and

“What we’ve given our workforce now is the control and ability to decide where you work and when you work.” natural wood—an aesthetic not every worker could relate to. Few windows contributed to a darker setting and the living room was filled with bean bag chairs. “That’s great when you’re 21, but our workforce is starting to grow up,” says Waldmann. “Many people are saying that their back cannot take working in a bean bag chair for eight hours a day.”

Fresh white walls now brighten the space to reflect as much natural light as possible, with biophilic elements to calm and energize oxygen levels. Sitstand desks, adjustable monitor arms, and ergonomic chairs add comfort. The meeting rooms, also called cabins, have been painted matte black to reflect the trendy, yet ancient, Japanese technique December 2021 CFM&D 21

FACILITY DESIGN

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Clockwise from left: Meeting rooms feature braille signage and ergonomic furniture; lounge and collaboration zones; another area is a spot for solo work or social connections. Photos by Upper Left Photography.

known as yakisugi, which consists of charring the outer layer of wood to make it more durable. AN INCLUSIVE TRANSFORMATION

Various amenities support the mental health of employees—a priority that figures highly into the company’s culture. The space, designed by Mak Interiors and the Hootsuite brand team, harnessed a concept based on inclusion and wellbeing, while working alongside a diversity, equity and inclusion consultant who reviewed the floorplan. Artwork throughout the space reflects various cultures—of employees throughout the years or branding in general—so people can “see themselves on the walls.” Braille signage graces the meeting rooms, of which there are a wide variety so people can choose from a

number of spots to work throughout the day. Within these spaces, dimmable LEDs accommodate for light sensitivity, while private pods allow for headsdown work and a place for listening to music or meditation apps. The wellness room is a single-use spot to relax, with a domestic feel of soft blue tones, calming murals and velvet curtains and blankets. There is light therapy for seasonal affective disorder, a green wall and lavender diffuser. The room serves multiple purposes: for nursing mothers with a fridge and sink, a place for prayer and meditation, or an area to retreat for those suffering from migraines. “If you’re at work and you feel like you need a break, or you have sensory overload, you can go to this room and take a quiet moment,” says Waldmann. “It gives you an oasis of calm.”

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To attract more diverse job candidates, other elements like fully automatic doors and gender-inclusive washrooms are physical representations of the culture Hootsuite is building, which also extends to its benefits that were redesigned this year. These include increasing coverage for mental health to six times the previous amount, fertility treatments, gender aff irmation surgeries, culturally appropriate counselling, and global pay equity—achieved across the entire company in 2021. Hootsuite also shut down its entire operations for its inaugural Wellness Week in July, where employees were given a week off—separate from their vacation allotment. The idea was to help rebuild the mental health of its employees as stress in the workplace is hindering wellbeing at exceptional rates

due to the pandemic. They’ve also reintroduced wellness week for 2022. Greater autonomy of where one works also lends to mental wellbeing. But with embracing a hybrid approach comes the challenge most companies are grappling with—how to foster equity between in-office and workfrom-home teams. At Hootsuite, Waldmann says the issue is front-and-centre. All events are virtual for the foreseeable future, from the company’s recent 13th birthday to town halls and team get-togethers where everyone meets via their laptop with headsets to achieve a similar experience. “We are constantly thinking of and trying to engage the folks working from home,” she says. “It’s not easy, but it is something that will continue to evolve. | CFM&D December 2021 CFM&D 23

FEATURE BY REBECCA MELNYK

WATCHING THE WATCHERS Organizations across Canada have increasingly turned to surveillance technologies during the pandemic as a way to monitor their employees’ work behaviour.

merging digital innovations, including those used to collect sensitive biometr ic information like eye movements, facial muscles and tone of voice, are under growing scrutiny as remote work models are predicted to endure. “This current entrenchment of worker surveillance is partially a consequence of cheaper and more available surveillance technology,” says Vass Bednar, executive director of the McMaster University’s Master of Public Policy and Digital Society program. She was speaking at an event, hosted by the Cybersecure Policy Exchange at Ryerson University, which released its Workplace Surveillance and Remote

Work report in October 2021. As it stands, there are few studies that examine workplace surveillance in Canada. This research builds on pre-existing findings and explores the impacts amidst COVID, revealing gaps and opportunities in the post-pandemic workplace. Joe Masoodi, senior policy analyst at the Cybersecure Policy Exchange and lead author of the report, says although AI-driven technologies could lead to bias treatment, empirical research on impacts to marginalized and vulnerable communities is significantly lacking. “There’s also little in-depth research on the cybersecurity risks posed by surveillance technologies, despite the steep increase in cyber attacks on workplaces since the beginning of the COVID-19 pandemic.”

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A GROWING APPETITE TO SURVEIL

Companies like Hubstaff, Sneek, Prodoscore and TransparentBusiness reported an increase in customers between 400 and 600 per cent from March to June 2020. Emerging technologies, specifically AI-driven, are ushering in new ways to surveil, track employee behaviours and measure performance. Health data is also being monitored to track compliance with COVID-19 safety measures, such as social distancing. This takes a toll on employee morale. Workers who perceive higher levels of on-the-job surveillance were found to exhibit more negative attitudes towards such measures. “And because there’s a power imbalance between employers and employees, that typically favours employers, workers may agree to surveillance measures in order to avoid potential consequences that a refusal may bring, such as retaliation or joblessness,” says Masoodi. Closely monitoring employees is nothing new. Peggy Nash, chair of the advisory committee at the Centre for Labour Management Relations, says that as technology evolves, motives among managers remain consistent: to increase control, monetize data and capitalize on the information it brings. “Technology is neutral,” she says. “It’s people who decide which technology is going to be used and how it’s going to be used. And for the most part, it is employers that decide. In many workplaces, workers have zero input, zero control.” PRIVACY PRIORITIES

There are challenges with current employee privacy protections—a key message reverberating through the report. As Bednar says, despite employment standards that dictate vacation time, sick days and the hours one works, there is no labour legislation that protects people from technologies that automate tasks and “force an unhealthy pace of work” through algorithmic manipulation.

Technology is relying more on granular forms of data collection linked to AI and other analytics tools, such as emotion monitoring software to measure employee productivity, which is rife with potential gender and race biases. Such technology is also creeping into homes as the border between work and personal life blurs, evidenced mainly through personal devices and networks for work-related activity. “Canada’s current legal framework with respect to workplace surveillance provides employers with considerable leeway to surveil employees, so long as the surveillance is linked appropriately to employers interests and goals,” says Masoodi. To make sure that workplace surveillance does not go beyond what is reasonable and appropriate, private sector employers will need guidance in the post-pandemic workplace to develop better policies on how such technologies are used remotely and in-person, he adds. Greater regulatory enforcement is also crucial. As it stands, the Office of the Privacy Commissioner (OPC) is not able to issue final binding orders of compliance or levy fines, even if it finds the entity in question has violated the provisions or principles set out in the federal Privacy Act or the Personal Information Protection and Electronic Documents Act [PIPEDA]. Unlike powers given to data protection authorities in the UK and Australia, the OPC doesn’t have the ability “to proactively inspect the practices of private sector organizations, in the absence of a complaint or open investigation.” Organizations must balance the valid business interests of the company with employees’ reasonable expectations of privacy. Jessica Kearsey, partner at Deloitte Legal Canada, says the legal language around privacy in the workplace, may be moving away from this “balancing of interests” to more of a human rights framework, as technology grows more omnipotent— extending beyond its original intent to the detriment of employees. For instance, existing literature on the topic of ‘function creep’ shows how data collected about workers for one objective can be repurposed for other, more discriminatory uses.

“This current entrenchment of worker surveillance is partially a consequence of cheaper and more available surveillance technology.” In November 2020, the federal government proposed Bill C-11 as one concrete step towards privacy law reform. It would enact the Consumer Privacy Protection Act (CPPA) and repeal parts of PIPEDA that concern protecting personal information. Bill C-11 would also create the Personal Information and Data Protection Tribunal, which would both hear appeals of certain decisions from the OPC and impose penalties for the violation of certain provisions of the CPPA. The industry is hailing these changes as a step forward. And there is also much to smooth out. After reviewing the legislation, the OPC stated that the provisions of the bill would actually give individuals less control; for instance, penalties would “not apply to the most common and frequent violations of the proposed CPPA related to consent.” EMPOWER OR DEPRIVE?

Besides the intrusive nature of surveillance, some have argued for its potential to detect burnout, thus empowering workers and resulting in wellness initiatives. “I think technology can be very useful for both employers and employees, depending on context,” says Kearsey, pointing to high-risk workplaces with little supervision, such as the night shift on a 911 dispatch where PTSD is a known reality. As just one “part of the puzzle” to help flag safety issues, consulting with employees and a union on how to best use the technology is key, along with conversing with workers to understand the context behind the burnout, which extends beyond a particular shift.

Kir stie Ball, professor of management at the University of St. Andrews, in the U.K., says autonomy figures highly into how surveillance and empowerment intersect, if employees are given more control as technology intensifies. Allow workers the ability to “opt out without being socially stigmatized for doing so,” she explains, and give them access to their performance data, so they can analyze and choose what the development needs are, in turn, offering those opportunities to them. Also, crucial is inviting workers to question and participate in “ethically robust policies that govern surveillance,” and negotiating with them to create agreement over what was surveilled. Within larger organizations fraught with invasive technology and nonunionized workers, Nash observes that it is still difficult to imagine surveillance as empowering. While technology can make work more comfortable and easier, for instance, automation in place of backbreaking work, it is often “one-sided and negatively perceived outside of personal security situations.” “It’s difficult to imagine positive scenarios, but there ought to be,” says Nash, adding that the development of technology, often funded by public dollars and capitalized by the private sector, should be used for the public good. “And so much technology, generally, is used for the public good in medicine and vaccine production,” she notes.“But I think when it comes to surveillance, I struggle to see too many opportunities for positivity, from the perspective of workers.” | CFM&D

To access the full Workplace Surveillance and Remote Work report visit the Cybersecure Policy Exchange at https://www.cybersecurepolicy.ca/reports.

December 2021 CFM&D 25

[ fm technology] BY BARBARA CARSS

AESTHETIC TRADE-OFFS OF 5G ROLLOUT Making buildings smarter could force some aesthetic trade-offs as the 5G rollout gets underway in commercial real estate. Midband and high-band spectrum carrying the next generation of digital telecommunications will need a boost from a proliferation of new antennas to infiltrate the dense structure and floorplan configurations of typical office and multi-residential towers.

lthough distributed antenna systems (DAS) are already a staple of in-building wireless networks, they’re conveying data that’s riding on more invasive waves in the low band of the spectrum. Extra support will be needed when 5G services begin arriving via meeker travellers. Industry insiders are now tagging a potential clutter of small-cell antennas among the many factors to consider in 5G feasibility studies and implementation strategies. “The higher spectrums don’t penetrate the buildings very well, especially with the new glass that’s used for energy efficiency. It reflects the radiofrequency signals. So carriers are going to have to deploy in-building networks that will be able to support 5G,” Maria Andonovsky, director of operational excellence with BentallGreenOak, noted during a webinar at the Building Owners and Managers Association (BOMA) of Canada’s recent virtual annual conference. “How is that going to look visually in the building? I don’t think owners want these antennas splattered throughout the building. If there are multiple carriers in the building, aesthetics will be a major issue.” Other properties of the mid and high bands — which are at various stages of regulatory release for telecom carriers’ use — are more optimally suited for 5G. Also participating in the webinar, Peter Leathley, director of technology strategy with Telus, stressed that speed,

capacity and security are critical for the scale of smart, integrated technology it’s envisioned 5G will enable. Ultimately, that includes up to a million connected devices per square kilometre with consistently instantaneous timing between transmission and reception of data — a relay known as latency — to serve up the applications and assurance for a range of real-time analysis and response aligned with a smart future. “Low latency is a must for future cloud networks and the current networks can’t support very low latency requirements,” Leathley said. “Another major consideration is cybersecurity. When millions of devices are connected wirelessly, the current networks cannot process the large amount of encrypted data at a fast enough rate.” NO RUSH TO EARLY ADOPTION

For now, 5G rollout is at early stages and mostly still keeping company with 4G on the low band of the spectrum. Andonovsky and Leathley sketched out some issues for owners/managers to think about in advance of the looming developments, with Leathley highlighting the upside of the promised transformative change and Andonovsky examining some of the practicalities of being an early adopter. From an operational perspective, 5G is a means to take building automation, monitoring and controls to an enhanced level, opening up new predictive smart technologies like digital twin. From a market competitiveness perspective, Leathley suggests it’s an amenity than

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can underpin higher rental rates and increased asset value. “We need smart buildings because demands on the built environment are changing. We need our buildings to be more sustainable, safer and competitive,” he submitted. “These are additive technologies that produce more capabilities as they go. We’re going to be talking about maybe changing how you do parking or changing how you do facilities management or bringing augmented reality capabilities to your tenants — working with you to change how people are using the office in a postCOVID environment.” However, those should all be viewed as investments to be made on top of initial 5G implementation. “Connectivity is one component of the costs,” Leathley reiterated. “You’ve got the physical infrastructure, the digital infrastructure in your building that’s really critical, but, beyond that, you have platforms and applications that leverage the network and those are other costs to consider.” Andonovsky advises that prudent owners/managers will want to address everything from cost-sharing arrangements to cybersecur ity vulnerabilities to the impact on the integrity of roof membranes before making a commitment. Consulting with tenants and other stakeholders will be key to forecasting demand for services, understanding operational requirements and calculating potential returns on investment. Given 5G’s current nascent stage, she deems there is time for thorough diligence and no real reason just yet to be the industry pioneer. “We really just experience 5G (currently) where the carriers have deployed their cell sites and picocells and it seems like the deployment focus right now is in venues such as stadiums and malls where there are a

lot more users,” she observed. “With commercial office buildings, there are concerns about being able to obtain 5G due to the spectrums being used and the amount of antennas that will need to be installed in the buildings. I believe owners will need to wait and watch and make their decisions based on cases that come to light over time.” THE CALL FOR NEUTRAL DISTRIBUTED ANTENNA SYSTEMS

For commercial buildings owners/ managers, prospects for a neutral or “agnostic” DAS could be a large piece of the decision-making puzzle. This would ensure that the potential clutter of antennas is minimized as all carriers use the same system, and would give landlords and tenants more flexibility in their dealings with carriers. “It’s an ongoing conversation between building owners and the major telcos,” Andonovsky reported. “I don’t know that we’ve come up with a solution yet, but I think it’s something that we all want to work

towards and it would be more efficient in the buildings to have that.” Leathley affirmed that Telus is ensuring DAS are 5G-ready where they are newly installed. As mid-band spectrum becomes available, smallcell antennas can be added to meet system requirements, and they won’t necessarily look like the 4G-related antennas that Andonovsky likens to the size and shape of pizza boxes. “We’re talking about an increased number of antennas, closer to people, as you get into that mid and high band,” Leathley said. “This will be done with equipment that is smaller and integrates more seamlessly into existing space.” Nevertheless, any kind of retrofit can be cumbersome in older buildings that weren’t designed to accommodate modern telecommunications. “Some older buildings don’t have conduit or places to pull cable that are necessary for

these antennas so that can be a challenge,” he acknowledged. “Undertaking an audit of your existing buildings, understanding the systems you have in place, and some of the details around space for equipment and accessibility to conduit, are really good steps to get ready for deployment of small cells and 5G technology,” Leathley added. Andonovsky concurs those steps have been part of her company’s strategic efforts to determine how 5G will fit into its operational and asset management agendas. She predicts commercial real estate owners/managers will approach 5G investment decisions in their customary manner. “Owners embrace technology when they understand the impact to net operating income, the value improvement to the property and that the risks have all been addressed,” she said. | CFM&D

Barbara Carss is editor-in-chief of Canadian Property Management.

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December 2021 CFM&D 27

SUSTAINABILITY

RIGHTING RECYCLING WRONGS Subpar waste diversion results in Ontario’s ICI and multi-residential sectors are hobbling ambitious targets to conserve existing landfill capacity. Newly released recommendations from provincial Auditor General Bonnie Lysyk call for more outreach, enhanced data and firmer oversight to improve compliance with recycling regulations.

t’s currently estimated that about 50 per cent of waste generated from Ontario’s single-family households and other sources eligible for municipal collection services is diverted from landfill through recycling programs for various inorganic and organic materials. In contrast, about 85 per cent of waste from an array of businesses, public institutions, residential buildings with six or more units and construction/ demolition sites ends up in landfill, including a vast amount of recyclable material. The value-for-money audit of waste reduction and diversion — one of five released earlier this week as part of the Auditor General’s annual environmental review — concludes that Ontario came close to meeting its 2020 objective to divert 30 per cent of generated waste from landfill on the strength of the residential contribution. However, it is well offpace to achieve stated targets of 50 per cent diversion by 2030 and 80 per cent diversion by 2050. “If Ontario continues on its current trajectory of waste generation and disposal, existing landfill capacity in the province will be filled within the next 11 to 14 years,” the audit report projects. “Our audit found that improving waste management in the IC&I sector — which generates and disposes of the majority of Ontario’s waste — holds the key to meeting the province’s waste goals, as well as to avoiding Ontario’s looming landfill shortage.”

As recommended, that would involve a three-pronged approach of: 1) expanding the base of regulated entities required to recycle, conduct waste audits and implement waste reduction plans; 2) providing more resources for compliance and beefing up enforcement of regulations; and 3) mandating a broader range of materials to be recycled. MANY BUSINESSES AND INSTITUTIONS EXEMPT FROM RECYCLING OBLIGATIONS

The current triggers for imposing mandatory recycling and waste reduction obligations are meant to target the largest waste producers, but the audit report calculates that up to 98 per cent of organizations in the ICI sector are not captured. Exempt entities are believed to be collectively responsible for generating more than half of the sector’s waste volume. For example, while the six-unit threshold arguably brings the major share of multi-residential properties into the scheme, office buildings and retail malls, plazas or stores are exempt until they surpass 107,000 square feet (10,000 square metres) in size. The same goes for construction and demolition sites smaller than 21,500 square feet (2,000 square metres), hotels and motels with fewer than 75 rooms, and schools with fewer than 350 students. “More than 98 per cent of businesses and institutions are not required to recycle, so they often don’t,” Lysyk submits. “Sending waste to landfills

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is relatively cheap, so even easily recyclable products from places like offices, restaurants, movie theatres, retail stores and warehouses end up as landfill garbage.” The remain ing 2 per cent encompasses about 7,000 off ice buildings, 3,000 educational facilities, 1,500 manufacturing facilities, 1,500 to 4,000 retail venues, 800 hotels/ motels and 100 hospitals. The report estimates that 100 to 600 qualifying construction or demolition sites in 2019 represented less than 1 per cent of such worksites in the province that year. The aud it revea ls va r y ing commitment to compliance among those players. Data for approximately 1,260 inspections the Ministry of Environment conducted in the fiveyear period ending in 2019 shows an overall 88 per cent compliance rate with building-level requirements to separate out recyclable materials from the waste stream, with office and multi-residential buildings both surpassing that average. Waste audit figures for the same period provide more insight. Multiresidential buildings are not subject to requirements for self-reported audits and waste reduction plans, but office buildings demonstrate a wide range of performance — from a low of 36 per cent to a high of 90 per cent waste diversion. That’s a pattern seen elsewhere, with universities exhibiting one of the widest swings from a low of 11 per cent to a high of 81 per cent diversion. NEITHER QUALITY CONTROL NOR RECORD-KEEPING ENFORCED THROUGH INSPECTIONS

The report notes that inspectors look for designated bins for recyclable materials and waste as evidence of source separation, but typically do not check to ensure recyclable

material is uncontaminated with waste or organics. Nor do they require record-keeping to show that recyclables are shipped to legitimate recycling facilities. “Broad compliance w ith the Source Separation Regulation does not necessarily result in higher waste diversion. The regulation does not require establishments to achieve a specif ic performance outcome, such as a diversion target, only to make ‘reasonable efforts’ to divert collected materials,” the audit report states. It suggests the government’s pullback on requirements for audits and reduction plans could be part of that disconnect. Since April 2019, Ministry inspectors have focused only on the rules for separating recyclable and waste materials, downplaying the documentation and planning exercises that are meant to steer participants’

attention to opportunities to curb waste and increase diversion. The audit also raises serious concerns about where much of the recyclable material goes after it is sorted out at buildings — deducing that it often ends up in landfill because it is taken to transfer stations that aren’t equipped to handle it. In response, the report calls for more data and transparency. “Establishments do not have access to information about waste industry activities to verify where recyclables are taken or to make informed decisions when contracting waste services,” it states. “The Ministry does not compile or publish information about waste management companies’ operations, such as their diversion rates, the types of materials they divert, or what they do with the materials they handle.” The Ministry is urged to update its 25-year-old list of mandated materials

for recycling to add the coffee cups, compostable packaging and an expanded range of plastics that it is now feasible to recycle, and to more actively promote looming targets for diverting organic waste in the ICI and multi-residential sectors. The latter were invoked through the 2018 organic waste policy. “The policy requires multiresidential buildings and large establishments to reduce and divert organic waste by either 50 per cent or 70 per cent, depending on their size and subsector, by 2025,” the audit advises. “This could result in added costs for the affected multi-residential buildings and establishments that require budgeting, but the Ministry has not yet provided essential guidance on how to calculate the baseline for the target, nor undertaken outreach activities to promote compliance with the policy.”| CFM&D

December 2021 CFM&D 29

SUSTAINABILITY PROVINCIAL ENERGY EFFICIENCY PROGRAMS STALLING

TARGETED HYGIENE PROGRAM For Workplaces and Public Facilities

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Provincial energy efficiency programs are generally less effective now than they were last decade. Newly released results from Efficiency Canada’s provincial energy efficiency scorecard show a downward trend in achieved incremental savings for the period from January 2020 to June 2021, which analysts with the national research and advocacy organization attribute largely to the dismantling of incentive programs in Ontario and Alberta. Incremental energy savings are a measure of new savings achieved from currently offered programs — a volume that peaked at 23 petajoules Canada-wide in 2017 and dropped to roughly 14.25 petajoules in 2020-21. Notably, Ontario’s contribution to national electricity savings slipped from 58 per cent in 2017 to 18 per cent in 2020, with savings in the commercial/industrial sectors dropping from 1,105 gigawatthours (GWh) to 313 GWh in the two timeframes. “Canada is coming out of the COP26 Climate Summit with the resolve to reach net-zero emissions,” observes James Gaede, senior research associate with Efficiency Canada. “The data shows that provincial energy efficiency progress is stalling.” British Columbia retains top ranking among Canadian provinces for the third consecutive year for energy efficiency policies and outcomes, which are scored on 54 metrics pertaining to electricity, natural gas, codes and standards and transportation, and accounting for the residential, commercial and industrial sectors. Quebec, Nova Scotia and Ontario also hold on to the second, third and fourth positions, respectively, they earned last year. Efficiency Canada analysts emphasize that even British Columbia’s leading score of 55 out of 100 possible points leaves plenty of room for improvement. From there, the tallies range from 48 for Quebec down to 13 for tenth placed Newfoundland and Labrador. Ontario merited 39 points this year, while Alberta attained 21. “Ontario continues to do quite well, but that’s largely because of some legacy policies such as it’s the only province right now to have mandatory building energy reporting, and there’s continued interesting work by the IESO (Independent Electricity System Operator) on grid modernization, but it’s in the 2020 data that you can really see the impact of budget caps that were imposed on electricity programs,” Brendan Haley, Efficiency Canada’s policy director, reported during a webinar overview of the results. “You’ve got to look to municipalities and industry if you want to find some good energy efficiency news in Alberta.” Saskatchewan, with a score of 18, gained one point over last year’s results, while New Brunswick remained static with a score of 27. All other provinces registered a decline, with Manitoba making the most severe drop from 29 down to 21 points. - REMI Network

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FOCUS ON SEATING AND WORKSTATIONS

EASY DOES IT The newest seating offerings are effortlessly adjustable to allow workers to adapt to their environment, with comfort and a greater sense of autonomy.

The M-Series Quad Workstation, new from HAT Collective, makes ample room for four users but minimizes the workstation’s overall footprint. The workstation can be configured for small group, touchdown, or collaborative uses, and each of the work surfaces can be independently adjusted to a user’s preferred height with no need for electrical power. Available in a range of finish options, Quad comes with a height range of 27.6 inches up to 44.1 inches, and is available in five different work surface sizes.

The E300-E350 Embrace Sofa, designed for Carl Hansen & Son by Austrian design studio EOOS, features ten modules, each of which is combinable yet can also stand alone. The sofa frame is made of solid FSC™-certified wood, as are the modules with armrests and table. Down-filled upholstery brings comfort, and a deep seat and loose cushions create a spot for rest and relaxation. 32 CFM&D | Part of the REMI network | www.REMInetwork.com

Vettore is a new adjustable lounge collection from Studio TK designed with home-like elements, while reflecting the post-COVID shift to more collaborative space. A base is offered in 16 colours with two configurable components: seating and tables. A vast selection of upholstery options for each seat section expands the options to a broader range of applications. Surface table materials are available in laminate and veneer.

Allseating reimagined the conference chair with the launch of Prata, their latest collaboration with designer Carl Gustav Magnusson. The conference chair uses an innovative mechanism concealed within its seat frame that allows users to naturally adjust their position for comfort, without having to search for adjustment levers. The suspension mechanism automatically reacts to users’ weight so they can recline comfortably. The chair is available in polished aluminum finish with low-back and mid-back variations, and its shell is intentionally neutral with many combinations, including leather, fabric, dual fabric, or contrasting patches of different materials.

Framery debuted the world’s first connected phone booth to meet the expected demand for video conferencing. Framery One combines 4G technology and a digital ecosystem within a single-person, soundproof space to connect virtually with colleagues not in the office. The pod received a quality rating by the new ISO 23351-1 standard for sound insulation and features wireless charging and occupancy sensors. A high-res touchscreen and seamless user interface allow users to control reservations, airflow and lighting. The ventilation speed is 29 liters per second, over four times higher than what is recommended for occupied spaces. The pod is made of metal, available in eight colours, and is 95 per cent recyclable.

Resource Furniture recently launched Giro, to help people make more use of their space while working from home. The transforming console table and desk pivots outward 90 degrees from the wall, unfolding itself to reveal a generous tabletop. Giro can function as a work surface or dining table for four, to provide a variety of multi-functional options. It is available in over 35 different lacquer finishes and features optional storage solutions, such as a file drawer.

Integra debuted a new divider panel for its Coffee House Collection of seating. Available on all straight or curved highback units, the panel provides added privacy, separation and acoustics for seating within lounge areas and other common areas. They come available in a variety of vinyl or fabric options, with a choice for stainless steel stand-offs, which create a space between the seat and back unit, and the panels for easy cleaning. December 2021 CFM&D 33

[ last word ] BY CHANTAL FRENETTE

A HOLISTIC APPROACH TO HYBRID WORK New innovations often fail, not because of the idea itself, but because existing paradigms are applied to new solutions.

lthough the world is paying attention to the fact that hybrid work is here to stay, many continue to think of it in terms of something we need to do, rather than shifting mindsets to consider how work can be done differently in an adaptable, hybrid model. Much has been written about the various steps an organization can take to implement hybrid work; yet for these steps to be successful, it is imperative that we rethink core components in our understanding of how, why, when and where work gets done. The following are five key mindset shifts to optimize hybrid work: EXPANDING LOCATION AND TIME FLEXIBILITY

A now familiar equation is often illustrated as a simple scale with inperson at one end, remote on the other, and hybrid in the middle. Occupancy ratios are simply calculated based on the number of days in the office versus remote. But the realities of hybrid work are much more complex and should encompass two dimensions: Location flexibility: Rather than just inoffice or at home, hybrid takes a much freer form.Work happens at home, the office, a client site, or anywhere in-between. Time flexibility: Flexible schedules may include full or partial days in the office, but should also take into account hours within those days. Family responsibilities, external factors, and individual preference should all be taken into consideration to ensure attraction and retention of the best and brightest.

DON’T FALL INTO THE “DATA TRAP”

We live in a world where everything can be measured. Badge data, booking tools, and various levels of occupancy sensors provide detailed information about the usage of space. Data is a necessary input when determining your future workplace strategy, but it paints a partial picture. To truly understand how people work, respond to their changing needs and drive behaviours, organizations should observe, engage, experiment and measure. Insights derived from this ongoing quantitative and qualitative analysis will drive decisions and always be in service of the organization’s future vision. MOVING TOWARDS A MINDSET OF CONTINUOUS CHANGE

Many interior projects today are based on wholesale redesign and aligned with lease contracts, resulting in periodic and “permanent” changes. The ways we design, assess and measure are conditional on stability — a quality that rarely exists in today’s businesses. Continuous change requires adaptable spaces that benefit from ongoing iteration to allow for future flexibility. There are two ways by which we need to prioritize adaptivity in real estate: 1) initial site selection and 2) spatial progression over time. Initial site selection is critical in creating adaptive spaces, and organizations should prioritize spaces that allow for modular space and system design to allow for future flexibility. Measuring these two aspects as part of real estate performance reporting will help expose and prioritize adaptivity as a criterion.

AN INTEGRATED PERSPECTIVE & APPROACH

A successful hybrid strategy does not reside solely with real estate or human resources. A full spectrum of involvement, from technology, facilities, training and development, communications, and security, to senior leadership, people leaders and employees will generate one unified and integrated approach. Looking at the full user experience and identifying interactions between var ious touch points, such as space, technology, operations, will enable a cohesive and seamless experience. People and a humancentric experience should form the foundation — empowering employees as partners in making decisions about how to do their best work and enabling them as agents of change within the organization. EMBRACING COMPLEXITY

The world around us is increasingly complex, and the tendency is to simplify, but human behaviour is complex at its essence. Embarking on a new way of working will not be simple. Leaders should embrace complexity, invite diverse stakeholders to work together to solve complex problems and continue to re-evaluate and adapt their policies in order to design interventions and build resiliency for the future. Applied together, these five mindset shifts will result in a holistic approach to optimizing hybrid work that will extend far beyond the physical realm of the office. | CFM&D

Chantal Frenette is the director of M Moser Associates, a global architecture and design firm. As a bilingual leader with over 20 years of experience in workplace strategy and design, Chantal thrives on collaborating with clients and team members to break down the complex challenges facing organizations as she leads the development of human-centered design solutions that further her clients’ goals, culture, and brand.

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