April 26, 2021
What are the limits of an employer’s duty of care to employees?
Earlier this month the ONS (Office for National Statistics) released a rather dismal map of the UK charting our population’s soaring levels of loneliness. Perhaps surprisingly, it is young people and those living in urban areas reporting the highest levels of aloneness. It really does go to show that the ‘social’ in social media doesn’t mean very much, and that you can indeed be surrounded by others and still feel lonely. So what does this new study mean for employers, if anything? More →
A survey by 
If I were to suggest that organisations were designing their processes, policies and relationships with unkindness at the core, you would probably reject it as an illogical proposition, it just doesn’t make business sense. It goes against the grain and against the values that are plastered on the walls of so many organisations. But as counterintuitive as it may seem, in my opinion, many organisations have done just that, designed unkindness into the things they do, albeit inadvertently. But if they can do that, they can also design kindness in too. 
Around a half (51 percent) of employees believe job security and flexibility (40 percent) are more important than salary (32 percent) when considering whether to remain at their current employer, according to a new report by UK law firm, 
Now, more than ever, both at home and at work, we need to be surrounded by people we can rely upon and trust as we ride the waves of uncertainty. Over the past year, we have learnt that priorities and targets can be shifted in the blink of an eye which has increased the importance of flexibility, support networks and relying on each other. This is just as relevant in business, including who we choose as strategic partners and how we contract with those partners. 
In March 2020, the COVID-19 global pandemic forced countless employers around the globe to send their non-essential employees home. Few organisations had a contingency plan for such a scenario, meaning the overwhelming majority of employers had to rethink their operations and communication functions on the fly. 
Two and a half million Brits are expected to be unemployed this year after the fall out of the pandemic. A concern for many has been how disabled people will fare with the aftermath. The unemployment rate for people with disabilities is more than twice those who are able bodied. 
The circular economy is the ‘holy grail’. Few people would deny the ambition of keeping resources in use for as long as possible, extracting the maximum value from them, then recovering and regenerating products and materials at the end of each service life. Is this achievable within the furniture and furnishings sector? Many manufacturers and suppliers can justifiably boast impressive ‘green’ credentials, such as manufacturing techniques, the use of innovative and sustainable materials as well as recyclability of products. The production and supply of new furnishings doesn’t address, however, the short and longer term issues relating to sustainability. ‘Cradle to cradle’ is a great concept – but who is responsible? 
One important concept the pandemic has taught us is that irrespective of where we work and whatever form the future workplace takes, our brand must remain strong. With much of our workforce now working from home, how do we bridge the gap between corporate and home life? As head offices re-form into social hangout hubs, and dining tables become makeshift desks, one message is loud and clear – connection with and delight in a brand is everything. From our internal talent and culture, and supply partnerships, to external customer persona, we must strengthen our culture both inside and out. 
The 
April 30, 2021
What’s a landlord to do when the office is a destination, not a routine?
by Ken Giannini • Cities, Comment, Property, Workplace design