Our thinking – Concerto

Our thinking

13 May 2020

Employer Checklist for Implementing Social Distancing in Offices

Social distancing checklist based on ‘Working Safely During Covid-19’ guidance issued by the Department for Business, Energy and Industrial Strategy

Coming to work and leaving

  • Stagger arrival / departure times to reduce crowding.
  • Provide additional car parking or bike-racks, where possible.
  • Reduce congestion by using more entry points
  • Provide more storage for workers for clothes and bags.
  • Use one-way flow at entry and exit points.
  • Provide hand-washing facilities, or hand sanitiser where not possible, at entry/exit points.
  • Avoid using touch-based security devices such as keypads.
  • Use alternative processes for entry/exit points where appropriate (e.g. avoid turnstiles requiring pass checks in favour of showing a pass to security at a distance).

Moving around buildings and worksites 

  • Reduce movement by discouraging non-essential trips within buildings
  • Limit access between different areas of a building or site.
  • Reduce job and location rotation.
  • Introduce more one-way flow through buildings.
  • Reduce maximum occupancy for lifts, providing hand sanitiser for the operation of lifts and encouraging use of stairs.
  • Regulate use of high traffic areas including corridors, lifts turnstiles and walkways to maintain social distancing.
  • Make sure that people with disabilities are able to access lifts.

Workplaces and workstations

  • Review layouts and processes to allow people to work further apart from each other.
  • Use floor tape or paint to mark areas to help workers keep to a 2m distance. Where not possible, people should work side by side or facing away from each other rather than face-to-face.
  • Where it is not possible to move workstations further apart, use screens to separate people from each other.
  • Manage occupancy levels to enable social distancing.
  • Avoid the use of hot desks / spaces. Where not possible, clean workstations and equipment between different occupants


  • Use remote working tools to avoid in-person meetings. ​
  • Only absolutely necessary participants should attend meetings, maintaining 2m separation.​
  • Provide hand sanitiser in meeting rooms.​
  • Hold meetings outdoors or in well-ventilated rooms.​
  • For areas where regular meetings take place, use floor signage to help people maintain social distancing.​
  • Allocate areas for guests to arrive and wait for meetings, maintaining 2m separation.
  • Provide safe toilet facilities for guests.

Common areas

  • Work collaboratively with landlords and other tenants in multi-tenant buildings to ensure consistency across common areas
  • Stagger break times to reduce pressure on break rooms or canteens.​
  • Use safe outside areas for breaks. ​
  • Create additional space by using other parts of the building that have been freed up by remote working.​
  • Install screens to protect staff in receptions or similar areas.​
  • Provide packaged meals to avoid fully opening staff canteens or encourage workers to bring their own food. ​
  • Reconfigure seating and tables to maintain spacing and reduce face-to-face interactions.​
  • Encourage staff to remain on-site and, when not possible, maintaining social distancing while off-site. ​
  • Regulate use of locker rooms, changing areas and other facility areas to reduce concurrent usage. ​
  • Encourage storage of personal items and clothing in personal storage spaces, for example, lockers and during shifts.​

Accidents, security and other incidents

  • In an emergency, for example, an accident or fire, people do not have to stay 2m apart if it would be unsafe. ​
  • People involved in the provision of assistance to others should pay particular attention to sanitation measures immediately afterwards, including washing hands.

29 April 2020

Crisis Management: Introducing Peter Power

The impact of Covid-19 continues to be far-reaching, and our thoughts are with you if you have been affected personally in any way. These are indeed extraordinary times and an immense challenge for all. Regardless of the personal dimension, every business and enterprise is under exceptional pressure to manage through the crisis, find ways to survive and to position for a successful post Covid future.

In that context we at Concerto are thrilled to have been joined by Peter Power, one of the UK’s leading practitioners in Organisational Resilience and Crisis Management and an author of the current British Standard on Crisis Management (CM). A leader for extra-ordinary times.

Peter was a key architect/promulgator of the original set up of the Gold/Silver/ Bronze Command structure and has since gone on to be Chairman of the World Conference on Disaster Management and adviser to several international organisations. He has considerable front-line experience of many real crises (frequently quoted on the BBC in relation to action at the scenes of several previous major incidents) and has supported HMG departments as well as the Australian and Canadian governments in planning for CM situations. He was a member of the UK Security Review Commission Resilience Subgroup previously chaired by Lord Ashdown and is a Fellow of the Institutes of Risk Management, Business Continuity and Chartered Management.

Peter is now leading our Organisational Resilience capability at Concerto. Resilience is the ability to anticipate, prepare for, respond and adapt to events – both sudden shocks and gradual change.  That means being adaptable, competitive, agile and robust.  It is crucial for any organisation to survive and prosper in these uncertain times but understanding what exactly resilience is and how your organisation increases its resilience, is crucial. Under Peter’s leadership, Concerto is offering the ability to help provide clarity and guidance, describing the nature of resilience and its effect and ways to build and enhance resilience in your organisation.  This is valuable to anyone responsible for building resilience, including risk managers and continuity practitioners and those involved with governance, emergency/crisis management and supply chain management.

We are already supporting some of our clients with regards to not only scenario planning and managing the impact of the pandemic on their businesses but looking forward to the next phase and how they can increase resilience for the future. Should you wish to have a conversation with us about resilience, please do contact us.

31 January 2020


We are delighted to announce Concerto has been included in the Financial Times 2020 report of the UK’s leading management consultancies, for the third year running!

The UK’s Leading Management Consultants 2020 report uses data based on client feedback and recommendations by peers to acknowledge the brilliant work carried out by consultancies across 29 categories. Thanks to our clients and peers, Concerto has been awarded “Bronze” status in the Public Sector!

Access the full article here… https://www.ft.com/content/4b27d92e-3ba4-11ea-b232-000f4477fbca

15 January 2020


According to Gartner , 96% of organisations are in some form of transformation. Yet less than one in three of these planned change programmes is successful.
This article explores how organisations can move away from their top-down, patriarchal, machine-driven ways and combine Storytelling and a Systemic Approach to develop Strategic Leadership. So that change can take place in an organic, sustainable way.
Critically, people are at the core of this approach, with a diversity of views creating a more holistic reality. The end-game is organisations find their core purpose – a STORY that unites and generates enthusiastic advocacy with all stakeholders. Written by Vikki Kirby, Paul Kelley & Ian Barratt. Click here for the full report… https://www.vibratoconsulting.com/blog

3 May 2019

The Future of FM – 5 years from now

We ran an all-day strategy event on the Future of FM for one of our clients recently. When you get five provocative speakers and a roomful of practitioners from the industry together for a whole day great things can happen. The call to action is a combination of dire economics in the industry, compelling technology innovations, new commercial constructs and advanced AI. To quote Dr Who “don’t be scared…. All of this is new, and new can be scary”…

2 April 2019


We have been helping assess the risk of infrastructure failure, post Grenfell, for the Institution of Civil Engineers. Alarmed by our own thinking, we were having difficulty sleeping for a while. But the ICE Council is taking the report, IN PLAIN SIGHT, really seriously and the has formed Task and Finish groups to plan for and deliver solutions for the eleven recommendations. Click here for the full report… https://www.ice.org.uk/news-and-insight/policy/in-plain-sight

12 March 2019

FT recognises Concerto, again!

Thank you to all of our clients who voted for Concerto’s capabilities in the FT’s 2019 survey of the UK Management Consultancy industry. We achieved “bronze” status and are delighted that you recognise us for what we are – truly innovative and collaborative people to do business with. Thank you!

15 August 2018

Management Consultancy Framework Two (MCF2)

Concerto is delighted to earn key places on the government’s main consultancy framework, called Consultancy Two. We look forward to continuing our innovative, personalised transformation delivery work across all walks of central and local government, plus the busy blue light and health services.



16 April 2018

BUPA Angel Court triumph!

Congratulations to one of our star consultants, Simon Smiles, for project managing BUPA’s HQ relocation London to Angel Court.

Overtly, this was an HQ relocation project. Fundamentally though, it was a business transformation and culture change project, triggered by a relocation.  Simon led the physical side of the project working with Designers, Contractors and Technology providers. He was also instrumental in the change management and transformation aspects, working with the senior management and all the local teams, as BUPA changed their culture and moved to flexible team-based working – sharing desks and becoming more of a project-based agile business.

It goes without saying that BUPA wanted a “healthy” building too…… and the project aimed for and achieved the highest 3 star rating on the Fitwel accreditation system. One of the first in the UK!  Stairs in the middle of the communal areas encourage people to walk rather than use the lifts, sustainable construction materials were used throughout, there are no noxious cleaning materials and there is excellent air quality and plenty of light all round – contributing to this top score and of course to a tremendous feeling and atmosphere in the building.

Well done to Simon and all of the BUPA staff engaged in this outstanding result.

2 February 2018

Concerto in Top 15…

Concerto in Top 15 of the FT’s 2018 Management Consultancy Survey!

Thank you to our valued clients for nominating Concerto (without telling us!) in the Public Services category of the FT’s Management Consultants survey. This result came out of the blue as we decided not to enter the survey ourselves – this result came entirely from you!  

A big THANK YOU from Adam, Anne-Marie, Marcy, Matthew and Stephen as well as from our extensive network of some 200+ expert associates. We enjoy working on some of the biggest, most complex business transformation programmes and are glad to be recognised for this.

Click here for the full FT article