Recently, there has been a significant amount of conversation regarding the return to work.
We have studied the latest research, attended webinars sponsored by leading organizations, increased our expertise by obtaining the Fitwel Ambassador credential and even participated in a multi-disciplinary, global Task Force of more than 500 experts.
Yet, what constitutes a “safe” workplace in this new paradigm is still an evolving analysis. For example, consider two (of the many) aspects of this conversation: (1) while we can look to prior pandemics, the current situation is unprecedented in the context of modern buildings and their complicated systems and (2) buildings are not designed to sit idle, and the full impact of a multi-month shut-down is largely unknown.
At Sustainable Strategies, we help companies manage the risks of sustainable innovation. This means that we apply a legal and risk management lens to new and evolving challenges - like the return to work. We generally support bold innovation, but we balance this ethos against the many unknowns and big questions with respect to the pandemic and the return to traditional office spaces.
From our perspective, it is important to ask why you want to return to the workplace or why you want your employees to return to the workplace?
Every situation is different, but generally speaking, we suggest letting the research evolve to a more robust understanding of “safe.” There are too many unknowns and variables to justify the risks to physical and emotional health and wellness to rush this process. We know that our offices will likely never look or function exactly the way they once did. Now we also know that we need them to be safer and more resilient.
Instead of focusing on a quick return to traditional office spaces, we suggest leveraging the variety of available tools and resources to support emotional and mental health. Consider this: according to data from the Kaiser Family Foundation, “Over half of U.S. adults (56%) report that worry or stress related to the coronavirus outbreak has caused them to experience at least one negative effect on their mental health and wellbeing, such as problems with sleeping or eating, increased alcohol use, or worsening chronic conditions.” Pushing the return to traditional office spaces too soon will only exacerbate these negative health impacts. Instead, companies can provide their employees with support services and tools for managing these stressors while working from home. This strategy will also ease the stress of the eventual transition back to work - when it is appropriate - by providing employees with a solid foundation of health and wellness.
Prioritizing employee health and wellness will reduce future risks for building owners, managers and employers.
Employee health and wellness should be at the top of every risk management professional’s priority list. We will be creating additional content on this topic in the coming weeks, but if it is not already clear, “unhealthy” buildings are a liability and many buildings are, at least to some degree, unhealthy. Conversely, healthy buildings can be a risk management tool, and we encourage business leaders to get ahead of the healthy buildings curve. If you need support or have questions about where to start, contact us.
A reasonable approach to risk management is our specialty, and that usually means moving faster. Based on our review of the research, in this context, it means asking more questions, having more conversations, and moving in a more mindful and compassionate manner.
Healthy buildings are a risk management tool.