instead of assigned offices or desks, corporates can opt for a shared open-work plan where employees can work from communal tables, with dedicated private spaces for those who need it. PA Images
instead of assigned offices or desks, corporates can opt for a shared open-work plan where employees can work from communal tables, with dedicated private spaces for those who need it. PA Images
instead of assigned offices or desks, corporates can opt for a shared open-work plan where employees can work from communal tables, with dedicated private spaces for those who need it. PA Images
instead of assigned offices or desks, corporates can opt for a shared open-work plan where employees can work from communal tables, with dedicated private spaces for those who need it. PA Images

How the office of the future should look


  • English
  • Arabic

The Covid-19 pandemic gave millions of employees around the world a taste of remote work they don’t wish to give up just yet.

One of the questions I got asked frequently when I was looking to hire a graphic designer recently was whether they needed to come to an office or if they are able to work from home. One even confessed that she gets her best ideas at night and isn’t productive during the day.

Before the pandemic, many of us worked from office spaces that haven’t changed very much in terms of layout in the last 30 or 40 years. Chief executives and management usually have dedicated private offices and employees worked in cubicles.

Many interacted mainly during lunch hours or in the elevator, with the majority of communications nowadays taking place electronically.

When I worked in the public sector, my department was in charge of creating a casual leisure space for employees where they can work away from their desks, relax on chairs facing the panoramic windows, dine in with their colleagues, read from the library and enjoy breakfasts and snacks that were served daily.

A number of managers thought that it was a wasted space, and believed it wouldn’t positively impact employees’ productivity or well-being. They were proved wrong. It fostered strong connections between employees and also helped boost morale, while getting many of us excited to go to work.

As corporates such as Google and Microsoft continue to embrace remote work, flexibility will remain a key factor when hiring and retaining talent.

The pandemic gave many of us the chance to re-evaluate our options and prioritise mental well-being.

Employees who experienced remote and freelance work will need more convincing to come into a physical office. They will be on the lookout for companies that offer them something that working from home doesn’t. This could be the opportunity to socialise with their colleagues in a unique setting, or access to certain facilities that are only available in the office, such as wellness programmes, a library and work stations designed for different personal preferences.

Depending on their line of work, corporates that will have a blended workforce where some will work from home and others in the office, need to develop a work environment that caters to both.

So instead of assigned offices or desks, corporates can opt for a shared open-work plan where employees can work from communal tables, and dedicated private spaces for those who need it. This also means that premises should be equipped with screens catered to connecting with remote workers on video. They can be large screens for meeting rooms, or smaller ones throughout.

A research-based company can attract talents by offering unique facilities such as an in-office library, recording studios to aid their research and quiet research rooms. The office can be designed to enhance focus.

A design agency can do away with private offices, consider open plan work areas, as well as facilities that will inspire creativity. These could include reading nooks, special computer devices, printers, photography and videography studios, podcast studios, art spaces, photography tools and a recreation space for those with a creative block. Designing a space that feels like a home from home is the goal.

Companies should consider adding wellness rooms, an in-house nursery for those with newborns and toddlers, a gym and shower spaces for their employees. The offices should be re-designed to offer a relaxing environment and should, if possible, extend benefits of meditation, yoga, and wellness classes for employees on premises.

One thing for sure is that the concept of an office as we know it will be transformed. As corporates compete for the best talents, their premises need to offer facilities that will attract employees to work from there.

Manar Al Hinai is an award-winning Emirati journalist and entrepreneur who manages her marketing and communications company in Abu Dhabi

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Director: James Cameron

Starring: Sam Worthington, Sigourney Weaver, Zoe Saldana

Rating: 4.5/5

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F1 The Movie

Starring: Brad Pitt, Damson Idris, Kerry Condon, Javier Bardem

Director: Joseph Kosinski

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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

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Updated: October 24, 2021, 3:39 AM