In today’s evolving work environment, flexible work policies have transitioned from a luxury to a necessity. At The Office, we believe that creating a workspace that champions flexibility is not just about keeping up with the times—it’s about fostering a culture where every employee feels empowered, productive, and valued.

As companies navigate this shift, it’s crucial to understand the core components of a successful flexible work policy. deskbird has compiled a comprehensive guide on this topic, which you can read here. We’ve distilled some key insights to help you create a flexible work policy that works for everyone.

Why flexibility matters

The global shift towards remote and hybrid work models has made it clear: flexibility is here to stay. Employees are no longer willing to sacrifice work-life balance for productivity. Instead, they seek environments where they can thrive both personally and professionally. Companies that embrace this change see improved morale, increased retention rates, and a more engaged workforce.

Key elements of an effective, flexible work policy

Crafting a flexible work policy requires more than just allowing employees to work from home a few days a week. It’s about creating a framework that supports diverse work styles and meets the needs of both the organisation and its people. Here are some elements to consider:

1. Clear communication: Set guidelines about who can work flexibly and under what conditions. Transparency is key to avoiding misunderstandings and ensuring everyone is on the same page.
2. Technology and tools: Equip your team with the right technology to succeed. From collaborative tools to reliable internet access, ensuring your employees have what they need to work effectively from any location is crucial.
3. Trust and autonomy: Trust is the cornerstone of any successful flexible work policy. When employees feel trusted to manage their schedules and deliverables, they are more likely to take ownership of their work and deliver high-quality results.
4. Inclusive policies: Flexibility should benefit everyone, not just those with specific needs or in certain roles. Consider your workforce’s diverse circumstances and create equitable and inclusive policies.

Making flexibility work for your team

At The Office, we know that one size does not fit all. Here are some practical tips to make flexibility a win-win for everyone:

• Assess needs and preferences: Regularly survey your team to understand their work preferences and needs. Use this feedback to tailor your policies and ensure they remain relevant and effective.
• Encourage regular check-ins: While flexibility is about independence, it’s also essential to stay connected. Regular check-ins can help maintain team cohesion, monitor progress, and address any challenges early on.
• Foster a culture of support: Create an environment where employees feel comfortable discussing their work arrangements and any difficulties they may face. This openness can lead to better solutions and a more supportive workplace.
• Measure impact and adjust: Continuously assess the impact of your flexible work policy. Are productivity levels where they should be? Is employee satisfaction high? Use these metrics to refine your approach.

The future of work is flexible

Flexible work is not just a trend; it’s the future. As we progress, businesses that can adapt and provide flexible options will stand out in attracting and retaining top talent. At The Office, we are committed to helping you create a work environment where everyone can succeed, no matter where or how they work.

By embracing flexibility, we not only improve our businesses but also contribute to a more balanced, inclusive, and productive work culture. Let’s work together to build workplaces that make a difference.

Join us at The Watercooler & Office Event!

We are excited to announce that deskbird, a leader in flexible workspace solutions, has booked a spot at The Watercooler & Office Event! This event is a fantastic opportunity to explore innovative ideas and network with professionals passionate about creating flexible and dynamic work environments. Join us and deskbird as we reflect on the future of work, share insights, and discover tools and strategies to enhance flexibility in the workplace. 

Together, we can learn, grow, and shape the future of work!

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As hybrid working continues to redefine the modern workspace, it’s essential to rethink and refresh your office environment. 

A well-designed office can bridge the gap between remote and in-office work, fostering productivity and employee satisfaction. 

As JLL’s latest Global Occupancy Planning Benchmarking Report 2024 demonstrates, here are four key strategies to transform your office for the hybrid work era.

1. Update your technology

Technology is the backbone of successful hybrid work. To ensure that both remote and in-office employees can collaborate effectively, your office must be equipped with the latest technological tools. Invest in high-quality video conferencing equipment that delivers clear audio and video, as this is crucial for virtual meetings and presentations. Reliable and high-speed Wi-Fi is also essential to avoid connectivity issues that can disrupt workflows.

In addition to these basics, consider implementing advanced collaboration tools such as interactive whiteboards and digital projectors. These tools can enhance brainstorming sessions and collaborative tasks by bridging the physical and digital divide. Cloud-based platforms that support document sharing and real-time editing will further facilitate seamless collaboration between team members, regardless of their location.

2. Embrace flexibility

The traditional fixed-desk layout is increasingly becoming obsolete. A hybrid office requires flexibility to accommodate various work styles and needs. Consider adopting modular furniture that can be easily reconfigured to suit different activities. Adjustable desks and movable partitions allow employees to create personalised workspaces that support their preferred working styles, whether they need a quiet area for focused work or an open space for collaboration.

Implementing a range of workspace options, such as hot-desking, team zones, and quiet rooms, can enhance the adaptability of your office. This flexibility not only optimises the use of space but also boosts employee satisfaction by allowing them to choose environments that best support their tasks and preferences.

To learn more about creating flexible work environments, refer to JLL’s Design Trends and Cost Guide.

3. Create collaborative spaces

Effective collaboration is a cornerstone of hybrid work, and designing dedicated collaborative spaces in your office can significantly enhance teamwork. These areas should be equipped with the necessary technology to support both in-person and virtual interactions. Features like movable furniture, large screens for video calls, and ample whiteboard space can make these zones more dynamic and engaging.

Consider designing spaces that encourage spontaneous interactions and brainstorming sessions. For instance, informal meeting areas with comfortable seating and interactive tools can facilitate creative discussions and quick problem-solving. By providing a variety of collaborative spaces, you cater to different team dynamics and project needs, fostering a more innovative and productive work environment.

For more information on designing effective collaborative spaces, see JLL’s Collaboration in the Workplace Report.

4. Focus on employee wellbeing

An office designed with employee wellbeing in mind can greatly enhance overall productivity and job satisfaction. Start by incorporating elements that promote a healthy work environment, such as natural lighting and biophilic design elements like indoor plants. These features not only improve the aesthetic appeal of the office but also contribute to better air quality and reduced stress levels.

Additionally, create comfortable break areas where employees can relax and recharge. Providing options such as quiet zones for focused work and social spaces for informal interactions can help employees balance their work and relaxation needs. Ensuring that your office environment supports mental and physical wellbeing will lead to a more engaged and motivated workforce.

To explore more about designing for well-being, refer to JLL’s Regenerative Workplace research report.

Embracing a hybrid future

Refreshing your office for hybrid working involves more than just rearranging furniture—it’s about creating an environment that supports both remote and in-office work effectively. By focusing on updated technology, flexible workspaces, collaborative areas, and employee wellbeing, you can foster a productive and satisfying work environment for all team members.

Stay updated with the latest workplace trends and tips by subscribing to The Office Newsletter and visiting The Office Website. Transform your office into a modern workspace that meets the demands of today’s hybrid work models.

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Is your office design improving workplace wellbeing?

Private pay outpatient mental healthcare provider Onebright has appointed Professor Marcantonio Spada as Chief Clinical Officer. 

Professor Spada joins Onebright’s executive board and leads and oversees the delivery and governance of the company’s clinical services.  Onebright assesses, treats and supports over 60,000 clients each year via an employed team of 150 clinical assessors and therapists and a national network of more than 3,000 clinicians. Onebright are also sponsors of our sister event, the MAD World Festival of Workplace Culture, Employee Health & Wellbeing, taking place on 17th October in Central London.

Improving access to new specialist pathways

Professor Spada’s appointment will enable Onebright to continue to improve access to and outcomes from existing clinical pathways as well as drive the development of new specialist pathways.

Professor Spada previously held the role of Professor of Addictive Behaviours and Mental Health and the Dean of the School of Applied Sciences at London South Bank University. He remains Emeritus Professor at the University.

For more than 25 years, he has worked in both private practice and community mental health settings as a psychological therapist, supervisor and trainer.

As a chartered psychologist, accredited cognitive behavioural therapy practitioner, academic and researcher, Professor Spada has made a significant contribution to psychological theory and therapy, authoring over 200 scientific journal articles and establishing the field of metacognition in addictive behaviours. 

He has also designed, established and reconfigured mental health services and accrued extensive experience of advisory work, including advising government on guidelines for psychological therapists and acting as a trustee for GambleAware, as well as trustee and Chair of the Board of Trustees for UK SMART Recovery. 

Easy access to personalised mental health support

Both the British Psychological Society and the British Association for Behavioural and Cognitive Psychotherapies have awarded him a Fellowship in recognition of this body of work.

Donald Fowler, CEO, Onebright said: “I am delighted to welcome Marcantonio to the Onebright leadership team. The strong combination of his clinical background and experience of managing large teams with strong outcomes makes him perfectly suited to take on the role of Chief Clinical Officer. We are sure he will make a real difference in helping us on our mission to create a brighter tomorrow by providing easy access to personalised, life-changing mental health support.”

Professor Spada said: “Having worked with Onebright for many years it feels a natural step for me to take on the position. I look forward to this new chapter and supporting our clinicians to treat a range of mental health conditions and deliver life changing outcomes. I am also honoured to remain affiliated with London South Bank University and will continue to be involved in a variety of research efforts in the field of mental health.”

Professor Spada will be speaking alongside Shamira Graham, Onebright’s Chief Commercial Officer at the Leaders’ Summit at the MAD World Festival of Workplace Culture, Employee Health and Wellbeing on 17th October (which Onebright is sponsoring). They’ll be sharing insights into “Meeting the increasing need for personalised mental health support”. You can find out more and reserve your place here.

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The Health and Safety Executive (HSE), Britain’s national regulator for workplace health and safety, have commissioned Affinity Health at Work, the Institute of Employment Studies, the Institute of Occupational Medicine, and the Society of Occupational Medicine to lead the Occupational Stress Consultation and Research Programme – otherwise known as Project OSCAR.

Not enough being done

17.1 million days were lost due to work-related stress in 2023[1] and almost half of all cases of work-related ill-health in the UK were caused by stress.

Furthermore, work-related stress is strongly linked to poor mental health outcomes, [2] and can lead to serious mood disorders, burnout, and suicide. [3,4,5,6] Work-related stress has significant negative consequences for employers contributing to increased absenteeism and presenteeism, reduced performance, lost productivity, job turnover and early retirement. [7,8,9,10].

Yet, despite strong, consistent evidence linking working conditions and psychosocial stressors to outcomes of work stress [11,12,13], the most recent CIPD health and wellbeing report [14] shows that only 40% of the 726 organisations surveyed are taking steps to identify causes of stress.

Call for evidence

To address this challenge, the HSE have commissioned Affinity Health at Work, the Institute of Employment Studies, the Institute of Occupational Medicine, and the Society of Occupational Medicine to lead the Occupational Stress Consultation and Research Programme (Project OSCAR).

This project aims to provide HSE with the evidence base on which to make policy decisions and underpin guidance on the practical actions that employers can take to prevent and mitigate work-related stress.

Specifically the project aims to:

i)  Understand how work-related stress is defined and labelled, and

ii)  Identify what interventions/ actions help to prevent and control work-related stress.

iii)  Identify what are the barriers and facilitators experienced by organisations in controlling risks.

Via a call for evidence, Affinity Health at Work are currently looking for opinions, data, working definitions etc. The call for evidence is open until the end of September 2024. You can find out more details here: https://www.affinityhealthatwork.com/oscarcallforevidence 

References:

[1] HSE (2023). Health and safety at work Summary statistics for Great Britain 2023. https://www.hse.gov.uk/statistics/assets/docs/hssh2223.pdf

[2] Madsen, I. E. H., Nyberg, S. T., et al. (2017). Job strain as a risk factor for clinical depression: Systematic review and meta‐analysis with additional individual participant data. Psychological Medicine, 47, 1342–1356. https://doi.Org/10.1017/S003329171600355X

[3] Khamisa, N., Oldenburg, B., Peltzer, K., & Ilic, D. (2015). WRS, burnout, job satisfaction and general health of nurses. International journal of environmental research and public health, 12(1), 652-666.

[4] Howard, M. C., Follmer, K. B., Smith, M. B., Tucker, R. P., & Van Zandt, E. C. (2021). Work and suicide: An interdisciplinary systematic literature review. Journal of Organizational Behavior(2), 260–285. Advance online publication. https://doi.org/10.1002/job.2519

[5] Dunning, A., Teoh, K., Martin, J., Spiers, J., Buszewicz, M., Chew-Graham, C., Taylor, A., Gopfert, A., Van Hove, M., Appleby, L., (2022). Relationship between working conditions and psychological distress experienced by junior doctors in the UK during the COVID-19 pandemic: a cross-sectional survey study. BMJ open, 12(8), e061331.

[6] Teoh, K. R. H., Dunning, A., Taylor, A. K., Gopfert, A., Chew-Graham, C. A., Spiers, J., … & Riley, R. (2024). Working conditions, psychological distress and suicidal ideation: cross-sectional survey study of UK junior doctors. BJPsych open, 10(1), e14.

[7] Knapp, M., & Wong, G. (2020). Economics and mental health: the current scenario. World Psychiatry., 19(1), 3–14.

[8] Hassard, J., Teoh, K. R. H., Visockaite, G., Dewe, P., & Cox, T. (2018). The cost of work‐related stress to society: A systematic review. Journal of Occupational Health Psychology, 23(1), 1–17. https://doi.org/10.1037/ocp0000069

[9] Kinman, G. (2019). Sickness presenteeism at work. British Medical Bulletin, 129, 1, 69-78 https://academic.oup.com/bmb/article-abstract/129/1/69/5288253.

[10] Kinman, G., Clements, A. J., & Hart, J. (2019). When are you coming back? Presenteeism in UK prison officers. The Prison Journal, 99(3), 363-383. https://doi.org/10.1177/0032885519838019

[11] Burman, R., & Goswami, T. G. (2018). A systematic literature review of work stress. International Journal of Management Studies, 3(9), 112-132.

[12] van der Molen, H. F., Nieuwenhuijsen, K., Frings-Dresen, M. H., & de Groene, G. (2020). Work-related psychosocial risk factors for stress-related mental disorders: an updated systematic review and meta-analysis. BMJ open, 10(7), e034849.

[13] Teoh, K., Singh, J., Medisauskaite, A., & Hassard, J. (2023). Doctors’ perceived working conditions, psychological health and patient care: a meta-analysis of longitudinal studies. Occupational and Environmental Medicine, 80(2), 61-69.

[14] CIPD (2023). Health and wellbeing being at work. Report.

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We all know how much of a difference the quality of our workspace can make to our productivity, our mood and our mental health. 

Most of us need only cast our minds back to the summer of 2020 – when we were trying to work from our kitchen tables or bedrooms, sat in uncomfortable chairs, with no air conditioning (despite it being 35C outside), crouched over laptops, and possibly even with screaming children or barking dogs in the background as our only company – to realise and remember quite how big an impact where we work has on us.

The data supports this too, with some research suggesting that good office design can improve employee happiness by over a third, and other studies finding that a well-designed workspace can boost staff performance by as much as 20%. It is also something which is increasingly important to younger generations of employees, with many basing their employment choices on the quality of the place of work and its associated perks. 

An opportunity for HR to become more involved

We set out a number of the ways in which workplace design impacts our wellbeing and performance in a recent piece for Make a Difference, following which we ran a poll asking “In your organisation, how involved is HR in ensuring office design also supports employee wellbeing?” – and the results were intriguing.

The poll revealed an almost perfect 50/50 split between HR staff being involved or not involved in this aspect of employee wellbeing. Our initial response was that it is fantastic (and a positive step in the right direction) to see that HR teams are now starting to be more involved with design and value the ways in which it can impact staff performance and health. However, upon delving more deeply into the data, we saw that only 10% of HR staff are ‘very involved’, suggesting that while some work is being done, it may perhaps be at more of a surface level.

On the other hand, 30% of HR staff appear to be ‘not involved at all’ according to the poll, suggesting that they are either leaving the relationship between design and performance entirely to others, or are simply not aware of its important role. What is clear is that there is definitely an opportunity for HR teams to become more involved with this aspect of staff welfare, and to help their companies to capitalise on the tangible benefits that better designed offices can offer.

However, with most HR staff not coming from a design background, how can they gain a better understanding of what environmental factors impact employee wellbeing and performance? Fortunately, there are a growing number of resources out there that provide a good summary of this subject, including one that we at Ekkist wrote following the Covid pandemic.

Fundamentals of workplace design for HR

There are also some excellent rules of thumb that apply almost universally across all sectors and professions, which we can always turn to if unsure:

1. Get the light right: Focus on natural light, which boosts our mood and helps us sleep better. If we must rely on artificial light, the quality is important. Ensure that it is low glare, low flicker, and not too ‘cold’ and bright in the evenings, as this may keep staff awake long after they get home and affect their productivity the next day at work.
2. Make sure that staff are physically comfortable: This doesn’t just mean good ergonomic furniture (although this is important). It is also just as vital that we consider issues like acoustic comfort and thermal comfort, which also impact mood and performance, and offer a range of work areas to suit the workplace activity.
3. Encourage social interaction: Research tells us that people who interact more tend to be happier and in turn perform better, as well as feeling more connected to their team and workplace. Design can either encourage social interaction (through ‘nudge psychology’) or deter it – so try to ensure workplaces are acting as a force for good in this respect and create spaces that foster genuine interaction.
4. Bring in nature: The principle of ‘biophilia’ (love of life) tells us that as a species we have evolved to be happier and calmer around plants, natural materials, water and even animals. Even the addition of pot plants into spaces have been shown to boost performance, so don’t overlook this when it comes to providing natural elements in workplaces – they usually show a good return on investment. A study by the University of Exeter found that enriching a ‘lean’ office with plants could increase productivity by as much as 15%! 
5. Provide access to healthy food and drink: There is truth to the phrase ‘you are what you eat’ – the food (and drink) that we put into our bodies can have a major impact on our health, mood and effectiveness at our jobs. The best offices now are therefore turning away from processed fast foods and instead towards higher quality offerings, while replacing their fridges of diet coke with filtered water outlets. Ensure there are places to eat lunch away from desks, to encourage mental rest. Research by Forbes found that 28% of employees reported taking a lunch break makes them more creative!
6. Choose healthy materials: We might not always think about it, but even the materials and furniture we select can have an impact on occupant health. Many items will ‘off gas’ toxic chemicals such as formaldehyde and benzene for months or even years after they have been installed, which can lead to physical health issues. We therefore recommend  selecting ‘low VOC’ products, or even upcycled or second-hand items where possible.
7. Consider psychological needs: It is also important to consider the psychological comfort of staff in design. Does the workplace feel safe? Do staff feel like they have adequate privacy? Does it empower them through choice, or frustrate them through a lack of autonomy? Questions like these can be the difference between a workplace that makes staff want to stay at a company, or feel uncomfortable there.

Finally, and perhaps most importantly of all, it is vital that we listen to and understand people’s needs – and enact genuine change based on those needs. 

In recent years, thankfully, the myth that ‘staff surveys only dig up more problems’ has gradually diminished, and we are seeing companies increasingly feel more comfortable asking employees for genuine feedback about what is and isn’t working in their workplace. However, we also know that surveying staff and then failing to act on the results can negatively impact morale – so while it’s essential that we listen to our people, it’s just as important that we make real, positive changes to respond to their needs.

About the author

Ben Channon is a Director at Ekkist as well as an architect, author, TEDx speaker, WELL AP and mental health advocate. Ben has written two books on the connection between design and mental health: Happy by Design and The Happy Design Toolkit. He previously advised the IWBI on the ‘Mind’ concept of the WELL Building Standard and is co-founder of the Architects’ Mental Wellbeing Forum.

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Do you have preconceived and stereotypical ideas of what it means to work in construction, and who actually does? Fred Mills found, when he came into the industry, that his family and friends did, thinking of construction employees only as “people that work on sites or at a trades level”. 

He wanted to show the world-shaping work done in construction on large influential projects. So he started The B1M, which is now the world’s largest and most subscribed-to video platform about the construction industry.

We spoke to him to find out more, ahead of his appearance at MAD World’s Inaugral Construction Summit on 17th October in London (if you haven’t got your ticket yet, you can see the jam-packed agenda and register here…).

Tell us more about why you set up construction media company B1M?

 I really wanted to challenge misconceptions about construction but I found that most of existing media was aimed at architects. There was also media for engineers, but no one was really shouting about the construction industry’s best stories in a compelling, engaging way on Youtube.

I started off doing the content in my spare time in 2012, but when it built some traction, I went fulltime and we now employ 16 people with 30 million people watching our channel each month. We’ve done some very cool things like interview entrepreneur Richard Branson and filmed inside nuclear fusion reactors.

Where do you think the construction industry is now regarding progress in Health and Wellbeing?

The industry has a very good culture around physical health and safety, throughout the sector. 

We’re now at the stage where if you got to the gates of a construction site, it would be instinctive to put on a hard hat and high vis boots and gloves.

We’ve got to that level of deep awareness about our physical health and safety,  now we need to get to the same place with mental wellbeing. But, at the moment, it tends to get treated as a ‘nice to have’ add on rather than being treated as of equal importance.

It’s been really encouraging to see the progress so far, but the industry’s slow to change. I think we’re still a few years off parity between physical and mental health.

You’ve also got a personal interest in this topic, haven’t you, which you’ve also talked about on your channel?

Yes, definitely. If you look at my CV on LinkedIn you’ll see that I’m quite a successful person, but behind the scenes I’m also someone who has really struggled with their mental health. When that happened it was a scary and lonely experience. 

It affected me deeply and I couldn’t understand the reason for it, but I learned it can affect anybody, it’s not a conscious choice. It’s not like you wake up one day and decide to feel miserable. It’s an illness. And it’s something that nearly ended my life at points, so having gone through it, I wanted to make a difference, especially as it’s such a serious issue in construction. 

You’ve speared headed a global mental health campaign to help this change, haven’t you, in a bid to get the industry talking?

Yes, I love using my platform to raise awareness of this issue in the industry that I love.

We’ve created this initiative – Get Construction Talking – to really raise awareness of this issue in construction. People can download a free toolkit from www.getconstructiontalking.org, which is for individuals or organisations.

But we’re not the best placed people to diagnose or deal with mental health issues. What we are good at is reaching people and signposting them to help, through the five construction mental health charities that we’ve linked up with for this (this includes Mates in Mind which are partnering with us for the MAD World Construction Summit, see here for a profile of the charity’s Chief Executive Sam Downie).

We’re also raising money for them and we’ve raised over a hundred thousand dollars globally so far, which is something I’m really proud of.

What do you think needs to happen in construction to improve employee mental health and wellbeing?

Frankly, I think there’s needs to be legislation, and this is actually something I’m lobbying for.

Why do you think change has been slow so far?

We have some amazing people doing amazing things in construction. 

But we’ve put those people in a set of circumstances where it’s little wonder that they then struggle with their mental health. 

What is it about the job circumstances in construction that make it so stressful?

We have a system where everything is designed to be built as cheap as possible and as quickly as possible. We also have a hierarchical supply chain and all of this means that everyone’s under a lot of pressure to get things done all the time.

What needs to change?

We need to build in breathing space and sensible lead times into the system. 

But there are alot of issues that need to change. Another fundamental issue is that the industry is male dominated and men aren’t as comfortable sharing our feelings and talking about these topics. That’s partly why I share my own mental health journey on our channel, to help normalise the conversation.

We’ve got to make people believe that it’s OK not to be OK because, where we are at at the moment, is where I was at, which is people are bottling it up and pretending everything is fine when it’s really not.

Also, there’s still a culture around getting to work as early as you can in the morning, which reinforces that idea of ‘I need to keep going, I need to be strong, I can’t have a day off’.

So do you think it would help the issue of talking if more women worked in construction?

Absolutely. And if you look at the statistics, if men do reach out for mental health support, they often go to women in their teams, or in the company which indicates they feel more able to talk to them.

If we had better gender diversity in construction, we would have that higher level of emotional intelligence I think. 

How do you think you can encourage more women into construction, then?

It’s a huge question and one I think about alot. Women need to be able to see themselves in successful roles and that’s why I keen not to do the sort of ‘tick box’ content which just says ‘hey! Look! Here’s a woman in construction!’ but instead shows women leading projects and killing it on massive infrastructure.

What’s the most important message you would like to get out to our readership, and particularly those attending the Construction Summit?

We shouldn’t wait for things to happen – like legislation, or culture change – because these are going to take time. We can all, now, talk to our colleagues and check in with those who we work with. We can ask them if they’re OK and look out for signs that someone might be struggling (which we might have to read up on a bit) and we can start doing this today, for free.

But if we all did this it would make a big difference overnight. The worst thing you can do is nothing, doing something will help turn the tide.

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The Construction Summit at MAD World is an event committed to building better mental health and wellbeing cultures across the construction industry’s workfroces. The summit is being run in partnership with Mates in Mind, and hosts speakers such as Fred Mills and innovators in other progressive construction companies.

MAD World is on 17th October 2024, and will bring together speakers and attendees from across sectors and with a range of job titles for five tracks of leading-edge content that showcase best practice and provide insights and inspiration for all those looking to achieve maximum engagement with initiatives, optimise investment, stay one step ahead and really make a difference.

The stellar lineup of speakers includes: Professor Dame Carol Black GBE FRCP FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop, Head of Group Colleague Health & Wellbeing, Tesco, Kirstin Furber, People Director, Channel 4, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell International B.V. and many more. You can find out more and register to attend here.

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Acas, the non-departmental public body which is tasked with “making working life better for everyone in Britain”, has launched a new campaign: “Reasonably Adjust for Better Business”.

About the campaign

Acas is championing the importance of reasonable adjustments in the workplace, for both employees and employers. It does this by supporting them through guidance, training, and resources. This ensures employees feel confident in requesting adjustments and employers are confident in responding to these requests.

By showcasing examples of reasonable adjustments, Acas aims to show how they can be better for business.

Access to tools, advice and guidance

You can access Acas’ toolkit, advice, guidance and resources here.

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As New York City continues to evolve, its office spaces are being reimagined to reflect the changing dynamics of work and urban life. 

A prime example of this transformation is the St. John’s Terminal, a project that has breathed new life into a historic structure while setting a new standard for office environments. 

Designed by the acclaimed firms CookFox Architects and Gensler, and developed in collaboration with Google, St. John’s Terminal is not just a workspace; it’s a symbol of New York’s innovative spirit.

In this article, we provide insight into why Google wanted to set a new benchmark for workplace design through the redevelopment of St. John’s Terminal. We explore the innovative elements of this project, its impact on New York City’s skyline, and what it signifies for the future of office spaces and urban development.

A glimpse into St. John’s Terminal

Located in Manhattan’s vibrant Hudson Yards district, the St. John’s Terminal redevelopment is a remarkable fusion of history and modernity. Originally a 20th-century freight terminal, this iconic structure has been meticulously transformed into a state-of-the-art office space that seamlessly integrates with its surroundings while preserving its historical essence. The project is a testament to how adaptive reuse can create a dynamic and sustainable work environment.

Photo Credit: Google

CookFox Architects and Gensler have collaborated to create a space that reflects the unique character of New York. Their design emphasises sustainability, functionality, and aesthetics, creating a workspace that not only meets the needs of modern professionals but also enhances their daily experience. The building features a striking glass facade that allows natural light to flood the interiors, promoting a healthy and vibrant work environment.

Google’s vision for the future of work

Google, known for its innovative approach to workplace design, has played a pivotal role in the development of St. John’s Terminal. The tech giant’s vision for the office space is centred around flexibility, collaboration, and wellbeing. The design incorporates a variety of workspaces, including open-plan areas, private offices, and collaborative hubs, catering to different working styles and needs.

Photo Credit: Google

The building’s design also prioritises employee wellbeing with features such as green terraces, wellness rooms, and abundant natural light. These elements are integral to Google’s philosophy of creating environments that support mental and physical health, ultimately fostering greater productivity and job satisfaction.

The architectural marvel

St. John’s Terminal stands as a testament to the expertise of CookFox Architects and Gensler. CookFox’s design approach emphasises sustainability and human-centric spaces. The firm’s commitment to environmental responsibility is evident in the building’s energy-efficient systems and sustainable materials. This focus on green design is not only beneficial for the environment but also creates a healthier and more pleasant workplace.

Photo Credit: Google

Gensler, with its renowned expertise in creating innovative office spaces, has contributed to the terminal’s layout and functionality. The firm’s design ensures that the space is adaptable and versatile, accommodating the evolving needs of its occupants. The result is a workspace that is both functional and inspiring, encouraging creativity and collaboration.

For more details on Gensler’s approach and the specifics of the St. John’s Terminal project, see the Architectural Digest article.

Enhancing New York’s skyline

The redevelopment of St. John’s Terminal is more than just a new office building; it’s a significant addition to New York City’s skyline. The project exemplifies how historical preservation and modern architecture can coexist harmoniously. By revitalising a landmark structure, the project preserves a piece of New York’s history while embracing contemporary design principles.

The terminal’s design features a sleek, modern exterior that complements the historic character of the original structure. The integration of green spaces, including landscaped terraces and public areas, enhances the building’s connection to its urban environment. This thoughtful design approach ensures that St. John’s Terminal not only serves as a functional workspace but also contributes to the aesthetic and social fabric of the city.

The future of office spaces

St. John’s Terminal sets a new benchmark for office spaces, combining historic charm with cutting-edge design. It represents a forward-thinking approach to urban development, where sustainability, employee wellbeing, and historical preservation are harmoniously integrated.

As businesses and employees continue to adapt to new ways of working, St. John’s Terminal offers a glimpse into the future of office environments. It demonstrates how thoughtful design and innovation can create spaces that are not only efficient and functional but also inspiring and enriching.

For those interested in exploring this architectural marvel, St. John’s Terminal is more than just an office space; it’s a celebration of New York’s past and its future. With its unique blend of historical significance and modern design, it stands as a beacon of what’s possible in the evolving landscape of urban office spaces.

Photo Credit: Google

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The future of work and predictions

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Since April 2024, and the advent of the so-called “Day One Flex” legislation, workers have had the right to ask for flexible working as soon as they start a job. However, firms do not have to agree to it.

Now, as first reported in The Telegraph and then across multiple media channels, full-time workers’ rights to ask for a four-day working week could be strengthened under government plans to increase flexible working.

Employees would still have to work their full hours to receive their full pay but could request to compress their contracted hours into a shorter working week.

The government insists that it will not impose changes on staff or businesses, and that any changes to employment legislation will be consulted on, working in partnership with business.

Here, Nick Pahl, CEO, Society of Occupational Medicine and Professor Brendan Burchell, Department of Sociology, Fellow, Magdalene College University of Cambridge share their response to the plans.

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There is a paradox in Britain today. We know that paid work is good for mental and physical wellbeing, but we have an increasing number of people who are out of paid work because of ill health. It is like being too ill to take the medicine, and like most paradoxes, if we think about it differently, we should be able to see a way of making more sense of it.

Good jobs

Let’s start with the premise that employment is good for health. Statistically, this is easy to demonstrate; numerous trials have followed individuals in and out of jobs and find that mental and physical health improves when people move from being workless into a job, and health deteriorates when people lose their jobs and become unemployed or ‘economically inactive.’ This is particularly true of ‘good jobs’ – rewarding and worthwhile jobs that enhance our life, social interaction, appreciation from others, a feeling of achievement, and self-esteem.

The one caveat is that it is true on average, but not for all jobs. There are some jobs, fortunately a small minority in the UK, which are bad ones, would then people would be better off without them. There has been a long-term ambition to improve jobs (as in an EU mantra ‘More and better jobs’), but unfortunately that has not been a priority for governments over the last 14 years.

There are lots of ways we can improve jobs. Sometimes it comes through legislation, for instance the European Working Time Directive, or rights over unfair dismissal, and sometimes it can be brought about by threats of legal action – for instance, where an employer does not seriously take a culture of misogyny, racism, or bullying.

Health and safety legislation has done a good job of dealing with poor physical environments at work that can lead to respiratory illnesses or muscular-skeletal problems. It also comes from support at work. Occupational physicians can advise employers both on the impact of jobs generally and the specific impact on vulnerable individuals who may be, for instance, be more vulnerable to stressors at work.

We also need to consider whether many people who are currently excluded from work would be able to return to work if conditions were right. The previous government tended to interpret this situation as meaning that if we put enough pressure on them, for instance by reducing or withdrawing benefits, or making it more difficult to register as ill, then we could force them back into work and shift them from benefit claimants to taxpayers. But there is another way to consider this.

Health-giving jobs

There are many people in our society who would be healthier and happier if they had a job, but it would have to be a job that would make it easier for them to combine caring for themselves or caring for others, in particular children or older people, with being in paid work. There are some things that we could do to make a lot of these high quality, health-giving jobs more widely available.

Two specific examples are hybrid working and the four-day week. Working from home can be life-changing for some people with disabilities, particularly if they have limited mobility or need to combine employment with care responsibilities. And the trials of four-day-week working, where employees are given a 20% reduction in working hours, have been welcomed by many individuals with disabilities and organisations that support individuals with disabilities. Working four days and having a three-day weekend is far more manageable for people with certain health issues than working five days with only a two-day break.

Modified jobs

Changing the labour market so we have better work-life balance for everyone is a great place to start, but there is also a vital place for considering the match between the person and the job. In many cases, simple modifications to a job can allow employees with health problems to remain in the workplace or permit others to make the transition into employment. 

A combination of better jobs for everyone and modifying jobs for people who would otherwise struggle to work would seem to make us a more inclusive and a more equal society; a powerful way to increase social inclusion is through inclusion in the workforce. 

Call for a national Occupational Health strategy

The potential for win-win solutions is massive here – a virtuous cycle between good health and economic prosperity. That is why the Society of Occupational Medicine’s Manifesto 2024 called for universal access to occupational health. This would boost the UK’s economy as it would reduce the number of people who are not in work due to ill health (which has spiked by over 400k to over 2.8M since the pandemic). This measure should be accompanied but a national Occupational Health strategy that would cover:

• Investment to support people stay in and return to work, linking primary care with community assets, and work and pensions including Job Centre Plus staff and occupational health in a tiered framework 
• A local work and health strategy to strategically support people living with ill health return to work and stay in work
• Reform of the fit note to support people quickly back to work through case note reviews and rapid access 
• A workforce plan that builds a multidisciplinary occupational health workforce that can deliver occupational health advice across all workplaces.
• A National Director for Work and Health
• Investment in NHS occupational health to enable health and social care professionals to access the support they need 

There should be a requirement for larger organisations to invest in workplace health, including occupational health and investment in research with a National Centre for Work and Health for evidence generation to inform employers.

If we aim for a society that prioritises good jobs, that understands that good work is good for you, and that if you are sick then you will be supported to return to work; then we can solve the paradox of sick note Britain and see many more people in work and healthier for it. 

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