Across many parts of our business our focus is now on the policies and practical steps we continue to take as lockdowns are relaxed in many countries. Globally, governments are under increasing pressure to balance health risks and economic impact in their regulatory guidance on a controlled exit from lockdown.
In the UK we may be keen to return to the workplace but it is clear that for many, work strategies have been challenged by this global health crisis, so all of us are having to review every aspect of our operation. In our own business, it is encouraging that in many parts of the world our offices have already re-opened, but into a new routine. The practical steps and revised operating procedures we have developed for our business in the Asia Pacific region, informed by our colleagues’ and clients’ experiences (including the impact of SARS in 2002-3) are assisting us in this, but government guidelines vary in each country and so office plans will need to be local and bespoke. Central to each one is the wellbeing and safety of our staff, as well as our clients and customers.
Different times
But how has the landscape changed? We should expect to see some long-term behavioural change as we all make continued efforts to ensure we minimise risk and impact of further outbreaks. Our experience across Asia Pacific has shown that people, not just space, must be adaptable and flexible. Effective change management with a clear communication strategy is key as we remain on guard, with reoccurrences likely.
There is already a lot of debate around decentralised workforces, location strategies and their impact on the use of offices in the future. Undoubtedly the experience of the pandemic, together with the need for safeguards for the future, will have an accelerating impact on wellbeing, security and social distancing.
Lower density occupational models, the requirement for greater amenities within buildings to enhance the sense of place, and the desire for flexible remote working will continue to be prevalent. But in other cases, the effects of isolation on mental health, lack of a convenient home working space and loss of community and teamwork will also promote the benefit of physical interaction and an office presence, linked with collaboration and interaction with clients.
The return to work policies we enacted as offices have reopened have covered density ratios and rotational shifts, deep cleaning alongside a clear desk policy, staggered hours and lunch breaks and greater use of natural ventilation. The use of mass transit transportation has also been a key area of focus, where we have encouraged travel outside peak times, the use of other modes of transport (walk/cycle/drive) and a greater need to accommodate this will be required going forward. In parts of China, the use of thermal imaging to control access, government apps and codes to assess Covid-19 risk, and essential use of PPE are also operating in many locations.
Scaling of building occupancy from zero back to 100% in the future also presents different challenges, and this can only be achieved by a partnership between landlord and tenant. This linkage needs to cover marshalling lift use in all common parts, greater use of secondary stairs and access ways, as well a thorough cleaning programme that provides safety and reassurance – ‘detect, disinfect, distance’.
The need for this is even greater across the retail and leisure sectors to control public access, ensure queue separation, as well as the greater and more imaginative use of amenity and outside space, particularly to support the re-opening of restaurants and leisure operations.
These steps towards the new normal will take courage and commitment from us all. A positive legacy will be the greater embracing of technology and the need to future-proof all operations in the built environment. Actual meetings that may have taken place quarterly now take place weekly on a virtual basis, and in many cases communication has improved despite physical separation. This will give many companies not only the ability to make their operations more resilient, but also more sustainable as they change out of necessity, reducing corporate travel, shortening supply chains, with the greater use of tech for higher energy efficiency.
Indeed, potentially the most important legacy of this crisis will be the focus and acceleration of the entire sustainability agenda into even greater corporate thinking on how we do things in the future. We have appreciated the reduction in carbon emissions and air pollution as our world has come to a halt, but we must seek to improve the impact of our working environment on this as a result.
While it has been a daunting time and a dreadful tragedy in so many ways, I for one am optimistic about the future.
Mark Ridley is global chief executive at Savills
