Spectrum Service Solutions Flexibility is the Key!
Phil Smith Managing Director of Indigo Integrated FM and Founder & Chairman of The Hill Club on
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This month we celebrate International Women’s Day. This year it was held on Saturday 8th March under the theme: ‘For ALL Women and Girls: Rights. Equality. Empowerment’.
To mark this special day, FMBD were proud to collaborate with PTSG, Sodexo and FM Connect on the FM Women: Building Networks, Breaking Barriers, event on Tuesday 11th March at the Sodexo offices in London.
Bringing together a group of incredibly inspiring speakers to talk about the real challenges women face in the industry today, the entire event provided valuable opportunity for connection, shared wisdom and real change, with the proceeds going to The Menopause Charity. Read all about it on page 40.
Another big event this month is The London Cleaning Show 2025. Cheryl Ellerington and I attended the first day of the three-day event on March 18th and really enjoyed catching up with some familiar faces, meeting lots of new ones, and hearing all about the latest news, trends and innovations happening within the cleaning industry right now.
One of the other attendees was this month’s cover star – Phil Smith, Managing Director of Indigo Integrated FM and Founder & Chairman of The Hill Club. Check out his interview on page 6 where he discusses the importance of industry networking, his journey in the cleaning sector, and why creating a supportive community has been fundamental to success.
We have lots of other insightful interviews for you this month, including Spectrum and Simply Washrooms as well as an informative piece about the recent changes to the Procurement Act 2023 which came into force last month.
As always, I hope you enjoy this edition and please do reach out to me if you have anything you’d like to share about this fantastic industry.
Claire Middleton
claire.middleton@businessdailygroup.co.uk
fmdirector@fmbusinessdaily.com
Building Connections – The Power of Networking in FM
In an exclusive interview with FM Director, Phil Smith, Managing Director of Indigo Integrated FM and Founder & Chairman of The Hill Club, discusses the importance of industry networking, his journey in the cleaning sector, and why creating a supportive community has been fundamental to success
Flexibility is the Key! Spectrum Service Solutions is an award-winning provider of contract cleaning and facilities management services across the UK
Three years ago, Simply Washrooms became the first workplace hygiene/ washroom services company to become a B Corp – in the world! Since then, they’ve seen everyone else follow in their footsteps and it’s something they’re extremely proud of spearheading
Managing Editor
Claire Middleton
Designer and Production Manager
Chris Cassidy
James Jackaman
Louise Bristowe-Harrison
Managing Director
Cheryl Ellerington
Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2025 FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. No part of this magazine may be used or reproduced in any manner for the purpose of training artificial intelligence technologies or systems. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials, images and all other content is published in good faith.
Incorporating advanced technology in your risk management plan reduces risk of water damage More than 140 audits completed and 36,000 products
In an exclusive interview with FM Director, Phil Smith, Managing Director of Indigo Integrated FM and Founder & Chairman of The Hill Club, discusses the importance of industry networking, his journey in the cleaning sector, and why creating a supportive community has been fundamental to success
From a chance entry into the cleaning industry to founding one of the sector’s most successful networking organisations, Phil Smith’s career demonstrates how building relationships can transform business prospects across facilities management.
Having left the fresh produce industry in the late 1990s, Smith found himself in the cleaning sector “quite by accident” – a happy accident that would define his professional future.
After various national business development roles, he was invited by his good friend the late-Chris Gilbey to help set up a sales function for Indigo Services UK Limited in 2011, which brought him to London from East Yorkshire.
“I’ve never been back since,” Phil recalled. “That was it – it was his fault for me being here, but I love it down here and loved working for Indigo.”
After serving as Commercial Director for three years, the company was acquired by Facilitom UK. The Indigo name was then retired and largely forgotten until Smith decided to launch his own business in 2022.
“As a former director with such an affection and strong connection with that brand, it just made sense for me to revisit and relaunch. Hence, Indigo Integrated FM was born, and we’re now just approaching the end of our second year,” Phil explained.
The business has expanded faster than anticipated, with three new contracts starting the week after our interview. Indigo’s approach is distinctive in targeting what Smith calls “the disenfranchised sector” –smaller clients who may not command the attention of larger facilities management companies but still deserve high-quality service.
“There are lots of big clients out there that are absolutely superbly serviced by the larger FMs and big national companies providing an array of integrated facilities management services. Our clients are often those who have been overlooked by larger providers but are businesses that still value a strong, collaborative relationship with their supplier.
“They benefit from our expertise and consultative approach in implementing integrated solutions that deliver immediate, tangible results. For instance, by streamlining and integrating services, we have helped clients mitigate the impact of rising employment costs, ensuring greater efficiency without compromising quality, Phil said.
In parallel with his business ventures, Smith co-founded The Hill Club, which celebrated its 10th anniversary this year.
Without cleaning, things will stop, buildings will close, and people will die – it’s never been truer
The organisation emerged from a simple idea shared with his friend Gary Fage, who was chairman of the British Institute of Cleaning Science’s London Home Counties Committee, along with other Committee members.
“Many of us were members of the Worshipful Company of Environmental Cleaners, the livery company that represents the industry,” Phil explained. “One of the things the Worshipful Company isn’t is a network – it’s very clear that people shouldn’t join to use it as a business network.”
This gap in the market sparked the idea for a dedicated networking group. The founders expected perhaps 20 people at their first informal networking evening. Instead, 87 people attended, signalling an unmet need within the industry.
“It kind of said to us, do you know what guys, this is more than just a good idea – this is something that the industry is actually craving,” Phil noted. Named after Eric Hill, regarded as the father of the modern contract cleaning industry and founder of both the British Institute of Cleaning Science and, in 1972, the Guild of Master Cleaners (eventually becoming The Worshipful Company of Environmental Cleaners in 1983), The Hill Club has grown significantly over the past decade.
Today, it hosts several major annual events, including a charity golf tournament and its Summer Thames Cruise that annually attracts around 300 industry professionals and features its Cleaning Industry Awards presentations.
“Over the 10 years, we’ve welcomed over 10,000 people into our Hill Club events, and we’re approaching £50,000 of money raised for charity over that period as well,” Phil said with pride.
The networking opportunities have proven invaluable for participants. Smith shares an anecdote about a friend with a specialist cleaning business who secured six or seven orders in a single evening at an early event.
“These are people that he met, relationships that he built, that he wouldn’t have been able to do without The Hill Club facilitating it.
“We’re putting people together, matching people in a really positive and friendly way,” Phil added.
The Hill Club attracted a diverse array of professionals beyond cleaning companies, including specialist insurers, recruitment consultants, maintenance companies, and suppliers of workwear and janitorial products.
A key objective had been to expand the organisation’s reach to connect members with other sectors of the facilities management industry.
This ambition led to a recent media partnership with FM Business Daily.
“The synergy there is the opportunity for us all to connect FM businesses with the cleaning industry and the cleaning industry with potential FM customers. It’s something we’re really excited about,” Phil enthused.
He believed the COVID-19 pandemic elevated the status of cleaning within facilities management, bringing newfound recognition to the sector’s critical importance.
“For as long as contract cleaning has existed, we’ve all suffered by the ‘oh, it’s just the cleaning’ kind of attitude.
“But I think COVID in 2020 really catapulted cleaning upwards because people realised that the old adage – without cleaning, things will stop, buildings will close, and people will die – it’s never been truer,” Phil observed.
Phil added: “With us all going to the end of our driveways and clapping for the NHS, those of us in the cleaning industry realised that we wouldn’t be clapping for the NHS going to work if the cleaners hadn’t been there first and made sure that it was clean and hygienic for them to do their jobs.”
When asked what he loved most about the sector, Phil highlighted the camaraderie that exists despite competitive pressures. “There’s a real community spirit. I’ve made hundreds and hundreds of friends.
I think that’s something that really underpins the cleaning community – we compete against each other of course, but there’s a friendship there,” Phil shared.
This sense of community was so strong that Phil noted very few people ever leave the industry once they’ve joined it. “My only regret is that I didn’t stumble into it 20 years earlier,” Phil reflected. “Even those that retire still come back to the functions, still maintain a connection with the industry. It’s something that gets under your skin in a really nice way.”
The Hill Club remained true to its founding principles as an unashamedly networking-focused organisation where people expect to network, sell and be sold to. As Phil put it: “We wanted to create a comfortable and safe environment for people to shake hands, share ideas with their peers, encourage best practice, support and elevate the industry’s profile and, of course, exchange business cards and hopefully do some work together.”
As for Indigo Integrated FM, Phil emphasised their collaborative approach, working with local specialist partners that provide excellent service within their defined geography. The company uses a combination of self-delivery cleaning contracts and partnered contracts, creating tailored solutions for each client rather than a one-size-fits-all approach.
“We work in full transparency. If we have a three-way relationship with a particular service to a client site and there’s an issue or a discussion that needs to be had, we’ll be in the room, our client will be in the room, and our service partner will be in the room as well. It’s very open, very honest, very collaborative,” Phil concluded.
With both The Hill Club and Indigo Integrated FM continuing to thrive, Phil’s journey demonstrated how networking and relationship-building remain fundamental to success in facilities management – creating not just business opportunities, but a supportive community that enriches an entire industry.
The synergy there is the opportunity for us all to connect FM businesses with the cleaning industry and the cleaning industry with potential FM customers. It’s something we’re really excited about
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Following the government’s announcement to cut red tape and create 10,000 more apprenticeships, FM Director has some expert commentary from Dr. David Crosthwaite, chief economist at the Building Cost Information Service (BCIS), on what this means for the construction industry – and where further action is needed. BCIS is the UK’s leading provider of independent cost data for the built environment, offering regular insights into industry trends
On the surface, easing restrictions on apprenticeships and creating greater flexibility for businesses is a welcome step.
However, we need to ask serious questions about how much of an impact this will have in the short term.
Taking other sectors into consideration alongside housing, we’re short by hundreds of thousands.
Further, while reducing the minimum apprenticeship duration from 12 months to 8 months might improve completion rates, it raises concerns about training quality.
If it previously took a year to equip apprentices with the necessary skills, can this be effectively achieved in just eight months without compromising standards?
Cutting training time may make apprenticeships more appealing and reduce dropouts but if it comes at the cost of producing underprepared workers, the industry may suffer in the long run.
Skilled labour is crucial for maintaining safety, quality and efficiency on construction sites and any dilution of training standards could have unintended consequences.
If the government is serious about tackling the construction skills shortage, it needs to commit to a broader strategy which cannot ignore the historic importance of overseas workers.
The construction industry has long relied on skilled labour from abroad to meet demand
The construction industry has long relied on skilled labour from abroad to meet demand and with current workforce shortages, this remains an essential factor.
There is a balancing act between ensuring enough skilled workers are available now and building a more sustainable pipeline of domestic talent for the future. However, the degree to which Labour is managing this remains to be seen.
This is particularly important given the scale of demand not just for housing, but also for the transition to a greener future. Labour’s lofty ambition to build 1.5 million homes over the course of a Parliament places enormous pressure on an industry already struggling with shortages. In an ideal world, you would be able to deliver projects with a pool of locally available labour but that hasn’t been the reality in the UK for some time and it’s not what the industry has experienced throughout its history.
Many of the skills required for facilities management, such as electrical, plumbing and HVAC maintenance, overlap with those in construction.
A shortage of skilled workers in construction has a knock-on effect, delaying building projects and, in turn, the facilities management sector’s ability to maintain and service buildings efficiently.
Addressing the skills gap in one area, without considering the interconnected nature of these industries, would be a missed opportunity.
Overall, aligning the needs of the industry with education provision is sensible but there’s an unavoidable lag from getting more young people into apprenticeships to getting them on site. Even the establishment of Skills England is taking place in phases. We absolutely need a long-term plan, but the government can’t ignore what’s right in front of them now.
Finally, the industry must play its part in this too by making construction an attractive career option with more direct employment in place of self-employment. A shift towards stable, well-paid roles with clear career progression could help encourage more young people to enter these fields and stay in them for the long term.
Cutting training time may make apprenticeships more appealing and reduce dropouts but if it comes at the cost of producing underprepared workers, the industry may suffer in the long run
Headquartered in Glasgow and founded back in 2003, the company is celebrating 22 years in business this year.
Over those years Spectrum has steadily been built upon trust and its ability to deliver outstanding cleaning and support services to clients across a wide range of sectors.
FM Director Editor Claire Middleton recently sat down with Spectrum Managing Director, Rebecca Bell, to learn more about the company, the journey so far and how flexibility is a critical key to its ongoing success.
Can you tell me a little about the background of Spectrum?
My mum founded Spectrum back in 2003. Since then we’ve enjoyed year-on-year growth and currently employ about 700 staff members, the majority of whom are cleaning operatives.
One of our main strengths lie in our willingness to work in partnership with our clients to adopt new processes and procedures.
Traditionally, we are early adopters, particularly when a change will improve the service we deliver to the client. Daily cleaning services remain the core offering; however the range of other services continues to grow in response to the demands of our clients and the trust they have in us to deliver what they need to the high standards we have established.
We’ve got a handpicked group of subcontractors that we work with who are very like-minded to us in terms of their approach to service delivery. Like us, they are highly focused on quality and partnership.
Because of these relationships, we can offer a range of services – the grounds maintenance, carpet cleaning, high-level cleaning or deep cleaning – you name it, we can cover it. But, more importantly, we offer them knowing they will be provided to the ‘Spectrum’ standard.
We enjoy working with a variety of different sectors; we never wanted to be pigeonholed. We work with property management companies, high footfall visitor environments, and lots of production and manufacturing warehouses.
In addition to the significant commercial cleaning element of the business, we also do events – both fixed event venues or temporary events – including sporting events, music concerts, festivals and more.
There’s a huge variety in our work which is something we really enjoy. It also provides great opportunities for sharing best practises and being able to learn from different sectors. It’s something we are keen to continue as we grow further.
There are several challenges affecting the industry right now, including the National Insurance rises that are coming into force soon. How are these challenges affecting Spectrum and how are you looking to navigate them?
It’s a little tough just now in terms of what’s going on with the economy, not just for Spectrum but for all businesses. The impact of the NI rises have been significant for many of our clients.
It’s leading them to look at all of the services they subcontract, including cleaning. Many are looking at whether they can restructure, or flex the specification etc, and so it’s definitely at the front of everyone’s minds at the moment.
For us, we’re looking at how we can be creative with our customers’ solutions and how we can help them get value for money. Navigating these types of challenges is part of our DNA; it’s about understanding our customers’ needs and what their priorities are.
It’s about listening to them closely and developing a strategy that’s tailored to them. Ultimately, they know they need to make cost savings, we’re just helping them along the way.
We’re helping them to manage the initial kickback from their workforce and to manage expectations.
We help them be a little bit more creative where they can. For example, our adoption of data-driven processes means we can optimise the deployment of cleaning staff where and when we know they are needed rather than guessing when that might be. It’s these innovative approaches that our clients appreciate and ultimately benefit from.
There are a whole range of issues affecting our clients at the moment. Some people are closing offices due to the shift towards remote working.
Also, some just want to drop the frequency of cleaning sessions they book. In that situation, where customers are perhaps asking if they can drop from five days of cleaning a week to two or three, we now suggest simply reducing the hours across the five days, making it a more attractive role for their cleaning team, and ensuring that team is maintained.
We’re trying to be very creative with our approach, but it’s on a case-by-case basis.
Spectrum has grown significantly over the last 20 years and continues to do so. To what do you attribute this? I think our culture has been a huge part of our growth story. It’s down to how we look after our people. We understand that if we look after them, they’ll help us to deliver the best service to our client.
That’s really critical. When my mum started the business back in 2003, she was very passionate about customer service and treating people well. In her past experiences that had always been a priority in this industry, and so we are particularly transparent and responsive with our customers.
We ensure that we are upfront and honest, and if something’s gone wrong we’ll inform them immediately, always making sure we offer them a solution at the same time.
At the end of the day, we are predominantly labour led; we’re working with people and sometimes things go wrong. But how you handle it is what is important. Communication is critical.
We have amazing people who are incredibly driven by our culture. They care deeply about our purpose and the fact that we’re a family business.
People have joined us from much larger businesses and have told us they never had the level of support that they get with us. That’s something which has helped us to develop and thrive, which ultimately has helped the relationships with our customers and has added value to our clients.
What advice would you give someone who was considering a career in facilities management right now?
I would tell them to look closely and give it serious consideration. Facilities Management has many avenues, and there will be an element of the work that suits their particular talents.
FM isn’t always seen as the most glamorous career path, but it offers huge opportunities for career development and progression.
It can also be an incredibly flexible career in terms of working hours. It can really work for those who have a family but still want real career development.
I’m a huge advocate for the flexibility of our sector. We’ve got quite a few managers – both male and female – who have got young children and it really works for them by offering the flexibility to work the hours that suit them during the different stages of raising a family.
We’re looking at how we can be creative with our customers’ solutions and how we can help them get through these additional costs
Cutting costs has become a crucial strategy for UK businesses in 2025 as we confront rising expenses, competitive pressures, and economic uncertainty. However, cutting costs doesn’t have to compromise the quality of customer service
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Bureau customer service support allows companies to share customer service agents,providing excellent service for a fraction of theprice of in-house teams or dedicated outsourced agents. Unlike dedicated teams exclusively focused on a single client, bureau services leverage a pooled infrastructure and agents to serve multiple clients simultaneously.
This approach provides cost-effective solutions for businesses whilst allowing for scalability, enabling businesses to adjust resources to accommodate fluctuating demand or seasonal peaks easily. It also allows their in-house teams to focus on their core tasks, whilst improving customer satisfaction and boosting productivity.
With Lemon Contact Centre’s bureau, or shared agent service, facilities management businesses can benefit from 24/7 customer service support for as little as 79p per hour! Operating on a priceper-minute model, this shared service means that businesses only pay for the minutes they use and can easily scale support to meet seasonal demands.
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By Yaron Dycian, chief product and strategy officer for WINT – Water Intelligence
Increasingly, water damage is a major challenge for organisations across the entire built environment, from general contractors, developers, facilities and property managers to property owners and insurers.
Project delays, material costs, remediation and removal, and reputational damage have been ongoing risks for years. Recent steep increases in the cost of insurance claims and skyrocketing deductibles related to water damage have amplified the risk and created a sense of urgency among stakeholders.
Over the last several years, the amount and cost of water damage claims has exponentially grown. In response to the rising risk, the cost of insurance premiums to cover water damage has climbed sharply, with effects rippling throughout the economy.
In the UK, water damage is one of the most common claims related to building projects.
In these conditions, combined with chronic labour shortages, inflation, continuing supply chain disruptions and a climate of general economic uncertainty, water damage has become an unacceptable risk.
Now more than ever, a comprehensive risk management strategy, including an effective approach to mitigating the risk of water damage, is critical to the success of any facilities management team.
New technology provides a proven method for improving water efficiency and peace of mind throughout the lifecycle of a building, from construction through ongoing operations.
Groundbreaking smart building solutions mitigate risk and damage through the application of advanced water management technology, combining artificial intelligence and machine learning algorithms.
Outdated technology such as floor-based sensors is still in widespread use, despite its obvious lack of precision and inability to monitor usage patterns in real-time.
The latest generation of IoT edge-devices and AI-powered machine learning-based systems reduces water-damage risk to a fraction of its current level.
Over the last several years, the amount and cost of water damage claims has exponentially grown
Facilities management teams can proactively mitigate water damage risk with connected solutions that learn and analyse normal water consumption patterns, alert staff when an anomaly usage is detected and even automatically shut off the water supply at the source of an impacted location.
With powerful connectivity capabilities, the best systems operate over Ethernet, Wi-Fi or cellular networks, enabling maximum coverage. With backup power supply, they’re viable in remote locations and can operate before internet or electrical infrastructure has been installed and continue operation in the event of a power outage or service interruption.
A growing number of large, reputable contracting and development companies are deploying such technology with impressive success worldwide.
In order to reduce project delays and manage insurance costs, one large multinational general contractor mandated implementation of inline, AI-powered technology across its construction sites. In the subsequent three years, the company has not reported a single water-related incident.
In addition to nearly eliminating the risk of water damage, the company has reported a reduction in average overhead costs per project and a noticeable decrease in water consumption, which reflects major savings on utility costs.
The demonstrated success and increasing recognition of advanced water management technology is giving rise to other important developments.
Many insurers offer financial incentives and reliefs such as lower deductibles and premiums to customers who implement proven technology systems to manage water damage risks, while others simply require an approved installed system as a prerequisite for insurance coverage.
A recently launched warranty program backed by a leading international insurer provides specific coverage for water damage on construction sites, protecting general contractors and developers from the steeply rising costs of water related deductibles.
This assists in reducing and in some cases even eliminating the exposure to high deductibles that are very common in the market.
These benefits are just a few of the immediate, measurable results technology driven solutions offer businesses involved in the planning, construction, and operation of buildings. Technology is transforming the build landscape and empowering new opportunities for a variety of organisations to reduce risk and double-down on profitability and sustainability.
The Cleaning & Hygiene Suppliers Association (CHSA) completed 89 audits of its manufacturing members and 52 audits of its distributor members in 2024. Members achieved high levels of compliance, guaranteeing ‘what’s on the box is what’s in the box’
Conducting the audits, the Independent Inspector checked over 1,700 labels and 1,000 products across all our Manufacturing Schemes.
Within the Distributor Scheme approximately 31,250 products from Accredited Manufacturers and over 4,000 products from nonaccredited manufacturers were checked. The latter were classified as compliant with the relevant scheme at the time of audit.
Any member that falls below the required standard is issued with a warning notice. They are then re-audited to ensure the appropriate remedial action has been taken to maintain their membership. This occurred twice in 2024, and the members involved have now completed three consecutive successful audits.
Lorcan Mekitarian, chair of the CHSA, explained: “We offer buyers of cleaning and hygiene products an important guarantee.
Suppliers Association (CHSA) completed 89 audits members and 52 audits of its distributor members in high levels of compliance, guaranteeing ‘what’s box’.
Independent Inspector checked over 1,700 labels and Manufacturing Schemes. Within the Distributor products from Accredited Manufacturers and over non-accredited manufacturers were checked. The latter were relevant scheme at the time of audit.
the required standard is issued with a warning notice. ensure the appropriate remedial action has been membership. This occurred twice in 2024, and the members three consecutive successful audits.
CHSA, explained: “We offer buyers of cleaning important guarantee. Our inspection process means Scheme Marks. It means the products that carry an match the specification and are fit for purpose. ‘What’s box.’
“Our inspection process means they can trust our Accreditation Scheme Marks. It means the products that carry an Accreditation Scheme mark match the specification and are fit for purpose. ‘What’s on the box is what’s in the box.’
“Our Schemes have never been more important than now. Our industry is incredibly competitive, and costs are going up. Customers want more for less.
been more important than now. Our industry is incredibly going up. Customers want more for less. It has led pricing on the web and intermediaries promising prices while paying little or no attention to quality and finding themselves facing the issues that drove us to set up place: product short on the count, width or length, specifications on the box or, importantly, is not fit for purpose. Accreditation Scheme, which is underwritten by our auditing buyers can rely on.”
“It has led to the growing trend for open pricing on the web and intermediaries promising products at incredibly low prices while paying little or no attention to quality and performance.
Buyers are finding themselves facing the issues that drove us to set up our Accreditation Schemes first place: product short on the count, width or length, that does match the specifications on the box or, importantly, is not fit for purpose.
The mark of the relevant Accreditation Scheme, which is underwritten by our auditing process, is the guarantee buyers can rely on.”
Schemes are for manufacturers of paper-based products, cotton-based products, and cleaning chemicals, and for hygiene products.
The CHSA’s Accreditation Schemes are for manufacturers of paperbased products, plastic-based products, cotton-based products, and cleaning chemicals, and for distributors of cleaning and hygiene products.
Competition & Markets Authority’s Green Claims Code is signed by every member. It requires environmental accurate, clear and unambiguous, consider the full life cycle substantiated and must not hide important or relevant must be fair and meaningful.
The CHSA has integrated the Competition & Markets Authority’s Green Claims Code into its Code of Practice, which is signed by every member. It requires environmental claims to be truthful and accurate, clear and unambiguous, consider the full life cycle of the product or service, be substantiated and must not hide important or relevant information. Also, comparisons must be fair and meaningful.
The combination of the Code of Practice and Accreditation Scheme membership means every member:
Trades ethically and sustainably;
of Practice and Accreditation Scheme membership sustainably; purpose products; and box is what’s in the box.
Provides quality, fit for purpose products; and Makes sure what’s on the box is what’s in the box.
For more information: 0800 243919 | www.chsa.co.uk
On February 24, 2025, the Procurement Act 2023 came into effect, significantly altering how public bodies in the UK procure goods and services
On February 24, 2025, the Procurement Act 2023 came into effect, significantly altering how public bodies in the UK procure goods and services.
This landmark legislation aims to streamline procurement processes, improve transparency, and create a more level playing field for suppliers, particularly small businesses, start-ups, and social enterprises.
The changes will directly impact any business that supplies to public sector organisations, including government departments, the NHS, local authorities, universities, schools, and utilities.
• Streamlined Processes: The Act aims to simplify and standardise procurement procedures, making it easier for businesses to navigate the tendering process.
• Increased Transparency: Enhanced oversight of procurement decisions will ensure fairness and accountability.
• Improved Payment Terms: The Act includes measures to strengthen payment terms, ensuring timely payments to suppliers.
Businesses that supply to the public sector should familiarise themselves with the details of the Procurement Act 2023 and understand how these changes will affect their operations.
Key Considerations:
• Adapt to new rules and regulations: Understand the specific requirements of the new legislation and ensure compliance.
• Leverage new opportunities: The Act aims to create a more inclusive procurement environment, opening doors for smaller businesses to compete for public contracts.
• Build strong relationships: Develop and maintain strong relationships with public sector clients to understand their evolving needs and priorities.
The Procurement Act 2023 represents a significant shift in public procurement. By understanding the key changes and adapting their business strategies accordingly, suppliers can capitalise on these opportunities and thrive in the evolving landscape.
Businesses that supply to the public sector should familiarise themselves with the details of the Procurement Act 2023
Comments from The Cabinet Exclusively, a Cabinet Office spokesperson told FM Business Daily: “Our entire focus is on growing the economy by empowering communities, creating high-quality local jobs, driving innovation and opening up opportunities to small businesses and social enterprises.
“The Procurement Act 2023, which went live in February, aims to deliver this growth with a simpler and more transparent public sector procurement regime that provides greater value for the taxpayer.
“We will publish a bold new National Procurement Policy Statement to harness the billions of pounds spent by public sector organisations each year and ensure buyers use procurement to deliver on our Missions and the Plan for Change.”
Ministerial Statement
In a written ministerial statement from Minister Georgia Gould, Labour MP for Queen’s Park and Maida Vale (pictured), she said: “The Procurement Act 2023 aims to create a simpler and more transparent regime for public sector procurement that will deliver better value for money and reduce costs for business and the public sector.
This Government will use this legal framework to deliver greater value for money and improved social value, which will help raise standards, drive economic growth and open up public procurement to new entrants such as small businesses and social enterprises.
The Procurement Act 2023 aims to create a simpler and more transparent regime for public sector procurement
“Under the Act, the previous administration published a National Procurement Policy Statement to which contracting authorities will have to have regard.
But this Statement does not meet the challenge of applying the full potential of public procurement to deliver value for money, economic growth, and social value.
I have therefore taken the decision to begin the vital work of producing a new National Procurement Policy Statement that clearly sets out this Government’s priorities for public procurement in support of our missions.”
So how has the new Act been received? According to a survey conducted by Constructionline, an established provider of prequalification and compliance services for the construction industry, there were varying levels of preparedness in the construction sector for the new Act in the weeks leading up to it coming into force.
As reported in FM Business Daily, Constructionline found that just 17% of respondents claimed to be ‘fully aware’ of the Act’s imminent enforcement, with 46% being ‘partially aware’ and 37% admitting to not knowing when the legislation was coming into effect.
The new Procurement Act represents a significant overhaul of how public sector bodies will procure all goods, services and work
Despite a lack of awareness around timings, respondents displayed a reasonable understanding of its purpose, with 53% expressing the belief that the new Act would deliver a fairer process and 27% indicating that it should lead to reduced time spent on tendering for new contracts.
As a result of these findings, Constructionline published a guide, ‘Three Golden Rules for the Procurement Act’, which explains the new Act in further detail, and offers advice for main contractors and subcontractors to help them seize the advantage and open new doors to growth.
Nick Smith, head of sustainability and regulation at Constructionline said: “This research makes it clear that while our industry understands the purpose of the new Act, many are still unsure about how to embed it within their own organisations.
“Our platform is designed specifically to help members navigate these changes and ensure compliance, which is why we have produced the guide.
“The new Procurement Act represents a significant overhaul of how public sector bodies will procure all goods, services and work, and will come into effect on 24 February 2025 so the time to act is right now.”
Click here to view Constructionline’s ‘Three Golden Rules for the Procurement Act’
When Gavin Richards joined Indepth Services as Operations Manager over a decade ago, he couldn’t have predicted his journey would lead to becoming Managing Director of one of the UK’s leading fire safety specialists. But that’s exactly where he found himself in September 2024, taking the helm of a company experiencing unprecedented growth.
“I originally trained as a chef with the RAF for ten years,” Richards reveals, explaining his unusual path to fire safety leadership. This culinary background proved unexpectedly valuable when he transitioned into kitchen deep cleaning sales after leaving the forces. “When I started surveying kitchens, I worked with a colleague who knew sales while I knew kitchens. We taught each other, and it worked really well.”
Building on Strong Foundations
Richards is quick to emphasise how Indepth’s current success stems from the robust systems and culture established under the previous ownership and direction of his predecessor. “The company was built so well with such good systems that even when we were going through the MD recruitment process, everybody knew what they were doing” he explains.
This solid foundation has supported remarkable growth, particularly in the fire damper division which Richards helped establish five years ago. “We started with just a piece of paper asking ‘can we do this?’ Now it’s grown into our largest division, worth multiple millions.” The achievement clearly brings pride, but Richards maintains perspective: “We had an excellent sales team, and we evolved together into the company we are today.”
One of Indepth’s defining characteristics is its family-like culture and commitment to internal progression. “We’ve always been keen promoters from within,” Richards notes.
“Our Ops manager has come up through the ranks from Trainee Ventilation Cleaner to Operatons Manger. People who started in admin support are now work schedulers and our field service managers all came from operational engineering roles. This is something we’re really proud of.”
This culture of internal development was part of what motivated Richards to step up to the MD role. “When a business owner steps out after retiring, there’s always some uncertainty. I wanted to make sure everybody was okay,” he explains. “But equally, I wanted to challenge myself.”
The company now employs around 20 office staff and approximately 40 engineers. Despite ownership transition and leadership change, in 2024 Indepth achieved its biggest growth year in the company’s history.
As part of the PTSG group, new opportunities are emerging through inter-company collaboration and the company is already working closely with other PTSG divisions on joint projects and tenders.
The main challenges ahead centre on managing rapid growth while maintaining quality and culture. “Our biggest challenge is finding good fire damper engineers – there’s an industry shortage,” Richards acknowledges. “It’s about making sure we’ve got the right people in the right posts to deliver what we need to deliver.”
Richards approaches these challenges with characteristic humility and optimism. “I’ve got a lot to learn and I’m going to make wrong decisions. My staff will may make errors. But we’re all on the same journey, learning together,” he reflects. “We all work really hard, but it’s important to be friendly and have fun. That’s the culture Richard set up, and it’s important that it stays.”
For a company built on such strong foundations, with a culture of internal growth and a clear vision for the future, that family feeling looks set to remain at the heart of Indepth’s continued success.
Communication sits at the heart of this approach. “Part of my job is communicating what’s going on and what’s potentially happening with my staff,” Richards explains.
Our biggest challenge is finding good fire damper engineers – there’s an industry shortage
“If we have any upgrades to software or anything like that, we want it to go as smoothly as possible and make sure everybody’s aware of it.”
The company’s growth trajectory continues upward, with 2024 marking their biggest year to date.
As part of PTSG, Indepth is actively working on projects with Trinity, Neo, and NSS, while also engaging with group sales for major supermarket chain contracts. This collaborative approach is already yielding results and opening new opportunities.
For a company built on such strong foundations, with a culture of internal growth and a clear vision for the future, that family feeling looks set to remain at the heart of Indepth’s continued success.
And what about his culinary skills today? Richards laughs when asked if he still cooks: “I promised to cook a curry for the office staff 10 years ago and it hasn’t made its way from home to work “ & “I’m banned from cooking at home! I learned to be a chef when everything was wine and cream and reductions – there wasn’t such a thing as healthy eating.”
Though he owns a nice set of chef’s knives, they mostly stay on display. “I’m only allowed to make one thing now – my signature chicken pie, with breast of chicken, chicken velouté, double cream, Boursin, garlic, onions, mushrooms and white wine. But you wouldn’t lose any calories eating it!
With over four decades of experience in fire safety solutions, Indepth Services offers comprehensive expertise in:
Fire and smoke damper inspection and testing
Kitchen extraction cleaning
Fire compartmentation
Fire stopping
For a free fire safety assessment or to learn more about Indepth’s services, contact their team on 020 8661 7888 or visit their website. As a PTSG company, you can trust them to keep your people safe and your business operational, safe, and compliant.
Download you FREE compliance guide
Did you know that 70% of buildings surveyed fail their initial fire damper inspections? This concerning statistic highlights a significant risk to building safety and legal compliance.
Under BS9999, fire damper testing is a mandatory annual requirement. Non-compliance can result in:
• Void insurance coverage
• Substantial fines
• Potential imprisonment
• Compromised building fire strategy
• Risk to occupant safety
Your fire strategy is only as strong as your weakest fire damper. Just one failed damper can compromise your entire building’s compartmentation system.
At Indepth Services, we’ve been protecting properties and lives for over 40 years. Book your free site survey today. Call us on 020 8661 7888 Visit our website to download our free Fire Damper Compliance Guide to understand your full legal obligations www.indepthservices.co.uk
As part of PTSG, we provide:
• Testing compliant with BS9999, Fire Safety Order 2005, Fire Safety Act, SFG20, HTM02 & HTM05
• Comprehensive documentation for insurance compliance
• Exper t remedial works when needed
• Clear, detailed reports
• Minimal disruption to your operations
By Shaun Caddick, Business Director, PTSG
Compliance in social housing isn’t simply about meeting regulations – it’s about creating environments where communities can flourish without safety concerns undermining their quality of life.
As the regulatory landscape continues to evolve, social housing providers face the dual challenge of enhancing safety standards while managing increasingly constrained budgets.
The strategic importance of compliance excellence When social housing compliance works as it should, it becomes virtually invisible to residents.
The fire safety systems, electrical compliance measures and water treatment protocols operate silently in the background, providing protection without disruption. This seamless integration of safety into everyday living represents the gold standard we strive for at PTSG.
In my extensive experience working with housing associations and local authorities across the UK, I’ve observed a significant shift in compliance approaches.
What was once viewed primarily as a regulatory obligation has evolved into a fundamental component of responsible asset management and community care.
The tragic events at Grenfell Tower fundamentally changed the social housing sector’s approach to compliance. While regulatory reform has been substantial, the most meaningful transformation has been in organisational culture and attitudes toward safety.
Leading housing providers now recognise that compliance isn’t separate from their social mission – it’s integral to it. Affordable housing must also be safe housing, and residents should never have to compromise on their security due to economic circumstances.
This shift in perspective has led to more comprehensive approaches that address not just the letter of regulations but their intent: creating genuinely safe living environments for all residents regardless of income level or housing tenure.
The financial pressures facing social housing providers are substantial and increasing. With limited resources available, strategic approaches to compliance have become essential rather than optional.
Our analysis consistently demonstrates that addressing compliance failures reactively typically costs 4-7 times more than implementing effective preventative maintenance programmes. Beyond the financial implications, non-compliance can lead to significant social costs: displaced residents, disrupted communities and diminished trust in housing providers.
PTSG’s Total Cost Ownership model has helped numerous organisations to transform their compliance approach from a cost centre into a strategic asset. By analysing the complete lifecycle of building systems and implementing intelligent maintenance strategies, we’ve helped clients reduce long-term costs by an average of 23% while simultaneously improving safety outcomes.
Technology as an enabler
Technological advancement has democratised access to sophisticated compliance tools, creating opportunities for enhanced safety across the social housing sector. Systems once available only to premium commercial properties are now being deployed throughout social housing portfolios with remarkable results.
These implementations include:
IoT-enabled monitoring systems that provide real-time compliance data
Predictive maintenance technologies that identify potential failures before they occur
Digital plat forms offering transparency to both management and residents
Integrated systems that streamline compliance workflows and reduce administrative burden
In a recent large-scale implementation for a housing association in northern England, an integrated compliance monitoring system across 1,200 properties prevented multiple system failures through early intervention alerts, saving the provider significant emergency repair costs and preventing resident displacement.
Community engagement as a compliance strategy
Perhaps the most overlooked aspect of effective compliance is meaningful resident engagement. When residents understand basic safety principles and feel empowered to report concerns, they become valuable partners in maintaining safe living environments.
The most successful compliance programmes we’ve implemented incorporate resident feedback and experiences into their strategies. This collaborative approach yields multiple benefits: increased resident satisfaction, earlier identification of emerging issues and stronger community cohesion.
One exemplary case involves a housing association that implemented structured community engagement sessions focused on building safety awareness. This initiative increased safety reporting by over 60% and significantly improved resident satisfaction metrics.
Building resilient communities through compliance excellence
Looking ahead, the future of social housing compliance will increasingly emphasise resilience – the ability to maintain safety standards even as conditions change and challenges emerge.
A truly resilient approach integrates compliance with broader sustainability goals, preparing buildings and communities for climate challenges while maintaining unwavering safety standards. It recognises that safety, sustainability, and social wellbeing are interconnected aspects of successful housing provision.
At PTSG, we’re committed to supporting this integrated vision. Our partnerships with social housing providers focus on building robust compliance frameworks that serve as foundations for thriving communities.
We believe that comprehensive compliance isn’t just about meeting today’s standards – it’s about anticipating tomorrow’s challenges and ensuring that every resident can live without concern for their safety, regardless of their housing situation. Because ultimately, every home must be safe. And every resident deserves peace of mind.
Shaun Caddick is Business Director at Premier Technical Services Group Ltd (PTSG), where he oversees strategic partnerships with social housing providers across the UK. With extensive experience in building compliance and safety, Shaun specialises in developing integrated compliance solutions that balance regulatory requirements, budget constraints, and community wellbeing.
Affordable housing must also be safe housing, and residents should never have to compromise on their security due to economic circumstances
FM Business Daily was proud to join Premier Technical Services Group Ltd (PTSG), Sodexo and FM Connect earlier this month in hosting a truly inspiring event for women in FM
Building on the momentum of International Women’s Day’s 2025 theme of ‘Inspire Inclusion’, the ‘Building Networks, Breaking Barriers’ event took place on 11 March at Sodexo’s London headquarters, bringing together a group of incredibly inspiring speakers to talk about the real challenges women face in the industry today.
The entire event provided valuable opportunity for connection, shared wisdom and real change, with the proceeds going to The Menopause Charity.
The day’s agenda tackled real issues that many women in FM grapple with daily, from navigating career advancement and finding mentors, to managing workplace wellbeing and creating meaningful social impact.
Lynsey O’Keefe, CEO of Corporate Services at Sodexo, began the event by sharing her personal journey, offering practical insights and real-life wisdom.
During her segment Lynsey talked about the importance of having a real understanding of the people you work with and the issues they face every day, and being as flexible as possible in your approach to working with them.
Once
She also talked about how, whoever you are, you should strive to ‘be the norm, not the exception’, and break down barriers that can normally come from gender, ethnicity or anything else that might sometimes set people apart.
Lynsey also shared how she has climbed the career ladder by continuously putting herself out there and stepping out of her comfort zone.
She said: “Once you find your voice, it’s amazing how quickly you can progress.”
She also emphasised the importance of backing yourself as a woman and always knowing your real worth. “In order to break the glass ceiling, you need to make tough and brave decisions. Always be brave about the decisions you make,” she advised.
Next, Simone Fenton-Jarvis and Louisa Clarke from Plan B for FM talked about how to leverage mentorship for career growth and how mentors can provide a ‘safe space’ for women in FM.
“Listening is the most important part of mentoring,” explained Louisa. “As is silence. It’s important to allow people to speak freely.”
At its heart, this intimate gathering was designed around three core principles: connection, wisdom sharing, and inspiration
Agenda
10:00am Cof fee, Welcome and Housekeeping
Welcome from Tanya Matthews, Business Director at PTSG and Nicola Lathbury, Founder of FM Connect Empowering Leadership & Career Development
10:30am Session 1 Beyond Barriers: A CEO’s Journey Lynsey O’Keefe, CEO of Corporate Services, Sodexo
11:00am Session 2 Blueprint for Success: Leveraging Mentorship for Career Growth Simone Fenton-Jarvis and Louisa Clarke, Plan B Mentoring
11:30am Session 3 Fireside Chat: Imposter Syndrome and Building Confidence Nicola Lathbury, Founder of FM Connect, Tanya Matthews, Business Director at PTSG and Jehangir Ali, Head of Procurement and Supply Chain at Equans
12:00pm Break for Lunch (Provided by Sodexo)
12:45pm Welcome Back
Health & Wellbeing Focus
1:00pm Session 4 Thriving in Transition: Supporting Hormonal Health in the Workplace Jenny Haskey, CEO The Menopause Charity
1:45pm Session 5 Strength in Connection: Creating Networks That Nurture & Empower Nicola Lathbury, Founder of FM Connect
2:15pm Session 6 Impact in Action: Making Social Value Matter Camilla Marcus-Dew from Amplify Goods and Niamh D’Arcy from Pads on a Roll
3:00pm Close and Thank You
The event continued with a candid fireside chat where Nicola Lathbury of FM Connect, Tanya Matthews from PTSG and Jehangir Ali from Equans tackled the often-unspoken issue of imposter syndrome and confidence-building.
The afternoon sessions included hormonal health in the workplace, as Jenny Haskey, CEO of The Menopause Charity led an insightful discussion about menopause, including the importance of ‘normalising menopause at every age’.
Next was the turn of Camilla Marcus-Dew from Amplify Goods, a 100% women-owned hand and body care products company passionate about ‘Better quality. Better ethics. Better for the planet’.
This was followed by Niamh D’Arcy from Pads on a Roll, who closed the day with the inspiring story of her business that provides period pads on a roll, like toilet roll, in a mission to end period poverty.
Both Camilla and Niamh showed clearly how businesses can make a real social impact when done right.
“This event represents a significant step forward in addressing the unique challenges and opportunities for women in facilities management,” said Tanya Matthews, Business Director at PTSG.
“By bringing together industry leaders and creating a space for open dialogue, we’re not just discussing change – we’re actively working to create it.”
Tanya continued: “At its heart, this intimate gathering was designed around three core principles: connection, wisdom sharing, and inspiration. Each session aimed to create space for meaningful dialogue and authentic relationships to form, moving beyond surface-level networking to foster genuine professional bonds.”
The partnership between PTSG, Sodexo, FM Business Daily, and FM Connect showcases the industry’s collaborative approach to fostering positive change and creating more inclusive workplaces for all professionals.
FM is evolving... so are we! As part of our new look, Business Daily will provide smarter, more targeted news and insights three times per week, on Mondays, Wednesdays and Fridays.
Three per week
• Monday: hard services and construction focus
• Wednesday: soft services focus
• Friday: a combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry
As our name – FM Business Daily – suggests, we’re still updating our website every single day with all the latest stories and updates from all the FM sectors. Check it out to stay in the loop!
We hope you are as excited as we are about the new look FMBD newsletter, and we’d love you to get in touch if there’s anything you’d like to discuss or feature in an upcoming issue.
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Three years ago, Simply Washrooms became the first workplace hygiene/washroom services company to become a B Corp – in the world! Since then, they’ve seen everyone else follow in their footsteps and it’s something they’re extremely proud of spearheading
Getting ready to recertify this year, the company has made some big changes over the past three years and are preparing some big plans for the future.
Simply Washrooms Managing Director, Andrew Shelley has played an integral role in getting the company to this point and he recently spoke with FM Director to tell the story of how the company has been a trailblazer for improving ESG standards in the industry.
Being a B Corp is so much more than just a badge for Simply Washrooms. “It’s an ongoing commitment which ensures we continue to strive to do business in the right way, which means maximising our positive impact on the people, communities and the environment around us,” says Andrew.
“The company was founded as a family business 19 years ago with the vision of providing high quality service delivery within a business that really looks after its customers.
“We wanted to do things differently and differentiate ourselves from our competitors. We knew we had to combine doing a really good job with operating in a way that was embedded in good ethics and strong morals.”
The company continued to grow, rooted in this ethical approach.
As Andrew explains: “We wanted to be ethical, we wanted to look after our staff, and we wanted to do this the most sustainable way possible. We were always looking at how we could improve things, how can we make things better for people.
“When we first started to look at B Corp, we were really struck by the fact that there was something that already existed that aligned perfectly with our approach. We knew it was something that would give our efforts real structure,” Andrew adds.
We wanted to be ethical, we wanted to look after our staff, and we wanted to do this the most sustainable way possible
B Corp certification is awarded by non-profit organisation, B Lab, whose purpose is to assess a company’s social and environmental performance. Businesses must meet rigorous standards of social and environmental performance, accountability, and transparency to become certified. During the process, a business’s impact on its workers, customers, suppliers, community, and the environment is thoroughly evaluated.
The certification process involves several steps:
1. Assessment: Businesses complete the B Impact Assessment, a comprehensive questionnaire that evaluates various aspects of their operations. This includes governance, worker treatment, community engagement, environmental practices, and customer relations.
2. Scoring: Companies must achieve a minimum threshold across different areas of the business to qualify for certification. This reflects a company’s overall impact and commitment to social responsibility.
3. Verification: B Lab conducts a review of the assessment and may request additional documentation. Some companies might also undergo on-site audits to validate their practices.
4. Certification: If a company meets the standards, it receives B Corp certification, which is valid for three years. After this period, companies must recertify and demonstrate ongoing improvements.
5. Public Transparency: Certified B Corps are listed in a publicly accessible directory, allowing consumers to make informed choices based on a company’s social and environmental practices.
1. Enhanced Credibility: B Corp certification serves as a third-party validation of a company’s commitment to social and environmental responsibility. This credibility can enhance a brand’s reputation and build trust with consumers.
2. At tracting Talent: In today’s job market, many employees seek purpose-driven companies. B Corp certification can help attract top talent who are motivated by values and a desire to make a positive impact.
3. Improved Practices: The assessment process encourages companies to examine and improve their operations. This introspection often leads to more sustainable practices, increased efficiency, and stronger community engagement.
4. Access to a Suppor tive Community: B Corps are part of a global community of like-minded businesses. This network offers opportunities for collaboration, sharing best practices, and leveraging resources to drive social and environmental change.
5. Increased Customer Loyalty: Consumers are increasingly supportive of businesses that prioritise sustainability and social responsibility. B Corp certification can differentiate a brand and foster customer loyalty among those who value ethical practices.
6. Accountabilit y and Transparency: B Corps are held accountable for their impact, which can lead to more transparent business practices. This accountability can improve stakeholder relationships and encourage responsible governance.
Talking about why they were drawn to the B Corp certification, Andrew explains: “Having a framework which we could work with I think was really attractive to us.”
He adds: “The other thing we liked was that it wasn’t just an environmental accreditation, it looked across the entire business. It looks at people. It looks at the planet. It also looks at workers and the community. It was the structure that we’d been craving because we’d been doing elements of work in those areas, but not in a particularly measurable way. It was a great opportunity to set a benchmark. We were able to look at the business from different perspectives and ask ourselves questions like what are we doing around charity work? What level of support are we giving our workers?
“What does the business look like in terms of equity and fairness between male colleagues and female colleagues, for example. It really gave us the opportunity to find out how well we were doing in all of these areas and to think about where we needed to improve, and how.”
Once the company started to implement the highlighted changes, the results were quick to show themselves, as Andrew explains: “What was quite exciting for me as a business leader was that we started to see the benefits really quickly.
“We were raising satisfaction levels amongst the staff and improving retention levels. It became clear that aside from the certification, the kind work that we were doing on the business was giving us benefits straight away, which was really good to see.”
So what do the next few years look like for Simply Washrooms?
“We’re about to go through our first recertification,” Andrew says. “The process has undergone a few changes since our last certification, designed to make it a little more challenging. There’s now some mandatory scoring that businesses need to achieve in certain areas in order to evolve standards and bring everyone’s level up.
“Although these changes will potentially make it more challenging for companies, it’s positive because there will be minimum standards that companies have to achieve.”
Andrew continues: “At the moment we are really focusing our energies on helping our clients around the concept of building well-being and wellness. A lot of the conversations we’re having are around creating better, healthier environments to work in and looking at how we can help enhance that. We’ve recently had a partnership with an organisation around period dignity and other women’s wellness initiatives can be delivered into buildings.
“We also do a lot of work around male incontinence and making sure there’s provision for this in the spaces we work with. People are looking at buildings from a much more holistic viewpoint these days and looking at what services we can deliver to make buildings better places for people to work.”
Andrew concludes: “All in all, it’s quite exciting. There’s a lot of work to get through, but the results will be worth it in the end.”
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Integral Cradles showcases BMU expertise with first 2025 completions
Following an impressive 2024, façade access installation specialist Integral Cradles has hit the ground running in 2025 with two significant project completions in London, further cementing its reputation for excellence in the building access industry.
The Chapter: Student accommodation reaches new heights
Integral Cradles has successfully completed its first Building Maintenance Unit (BMU) installation of 2025 at The Chapter, an exciting new student accommodation development near London Bridge. This project forms part of a double installation for longterm client Mace, with the second BMU planned for The Edge, a neighbouring site, later this year.
Demonstrating remarkable efficiency, the Integral Cradles team completed The Chapter installation in just two days. The sophisticated BMU system runs on 23 metres of twin tracks with a maximum reach of 23.25 metres, designed specifically to navigate the building’s complex façade.
The installation features several advanced elements, including an auxiliary hoist unit with 1,000kg capacity, a twin baby cage for comprehensive façade access, and an innovative ski arrangement to tackle the undulations of the façade efficiently.
Kevin Walton, Managing Director of Integral Cradles and GIND UK, commented on the project: “Our work at The Chapter has set the benchmark for 2025, by showcasing our ability to deliver precision installations within tight timeframes. The BMU system has been specifically engineered to meet the unique challenges of this striking 39-storey development, ensuring safe and effective façade maintenance for years to come.”
One Exchange Square: Sustainable innovation meets façade access excellence
In another significant milestone, Integral Cradles has successfully installed a custom-designed BMU at One Exchange Square, one of London’s most distinctive office buildings. The three-day installation required meticulous planning, with a tower crane used to position the BMU and aluminium towers employed to ensure safe access throughout the operation.
The 13-storey office building, designed by Fletcher Priest Architects, will provide 428,000 sq ft of high-quality workspace and 15,000 sq ft of retail space. With over 34,000 sq ft of biodiverse terrace environments accessible from every floor, the building represents a perfect blend of modern design with sustainability and accessibility.
The project sets a new standard in sustainable office design, retaining 90% of the existing structure and achieving a 50% reduction in embodied carbon compared to typical new-build offices of comparable size. The fully electric building targets Net Zero Carbon in operation and boasts exemplary ESG credentials, including BREEAM Outstanding, NABERS 5* and WELL Platinum certifications.
“One Exchange Square presented unique challenges due to its distinctive geometry and ambitious sustainability goals,” explained Kevin. “The bespoke BMU we’ve designed and installed is not only tailored to meet the specific access requirements of the building but also aligns with its impressive environmental credentials, supporting the client’s vision for a truly sustainable workspace.”
The partnership between Integral Cradles and GIND UK allows us
Ensuring long-term performance through expert maintenance
As with all Integral Cradles installations, GIND UK, the company’s warrantied maintenance partner, will provide ongoing support and maintenance for these BMUs, ensuring their optimal performance and longevity.
“The partnership between Integral Cradles and GIND UK allows us to offer clients a complete lifecycle solution,” added Kevin.
“From initial design through installation and into long-term maintenance, our collaborative approach ensures that every façade access system we deliver remains safe, efficient and reliable throughout its operational life.”
Currently in the testing and commissioning phase, the BMUs at both The Chapter and One Exchange Square are undergoing rigorous checks to guarantee optimal performance.
With these two landmark projects already completed in the first quarter of 2025, Integral Cradles looks set for another successful year of delivering innovative access solutions for some of the UK’s most prestigious developments.
“With our first two projects over the line, our focus now shifts to our next installations, which will take place at some high-profile buildings in London.
“We’re excited to be playing our part in shaping the capital’s skyline in 2025 and beyond.” Kevin concluded.
For more information on Integral Cradles’ façade access solutions, visit www.i-cradles.com. For GIND UK’s maintenance services, visit www.gind.uk
FM Director will publish an overview of the industry’s latest senior new starters and details of their roles in each of its monthly publications
Hilary Goldby has been appointed HR Director at Compass Group UK & Ireland’s Business & Industry sector, with a remit to drive the company’s commitment to put its people first and to support continued growth.
With 19 years of experience in the HR arena across multiple sectors, from Tesco to GEOAmey and Dixons Carphone, Hilary is renowned for a commercial approach that focuses on talent and development, inclusivity programmes and employee engagement.
Compass’ Business & Industry division includes contract caterers Eurest and Dine together with integrated FM provider 14forty, led by CEO Morag Freathy.
Hilary will report into Morag and Laraine Kemp, People Director at Compass Group UK & Ireland, to ensure cohesion with wider Compass Group UK & Ireland strategy.
Mitie, the UK’s leading facilities management and transformation company, has appointed Kathryn Dolan, as its new Chief People Officer (CPO).
Kathryn’s career spans global multinational organisations across multiple industry sectors including technology, automotive and professional services. Kathryn’s most recent role was the Group Chief HR Officer for Bureau Veritas SA, the Global Testing, Inspection and Certification company based in Paris and listed on Euronext Paris. She is also a Fellow of the Chartered Institute of Personnel & Development and a qualified leadership coach.
In her role as CPO, Kathryn will lead and evolve the people and culture strategy drawing on her experience of digital and business transformation, employee engagement, talent acquisition and development, reward and inclusion, equity and diversity.
Premier Technical Services Group Ltd (PTSG), a leading provider of niche specialist
services to the construction, facilities management and building services sectors, is pleased to announce the appointment of Greg Ward as Chief Operating Officer (COO).
Reporting directly to Nikhil Varty, PTSG’s CEO, Greg will play a key role in enhancing the company’s operational and financial performance as it embarks on its next phase of growth.
Greg brings more than 25 years of leadership experience across multiple business sectors, including aviation, security, facilities management, engineering, manufacturing and construction. He has a proven track record of driving operational excellence, delivering large-scale business transformations and creating value for stakeholders.
Fujitsu General Air Conditioning UK Commercial Director Martyn Ives is celebrating 30 years with the business.
Martyn joined the company in 1995 from a small refrigeration contractor based in Witham, Essex. He has since developed a deep understanding of the product range during spells as Technical Service Engineer, VRF Technical Service Engineer, Technical Service Manager and Distribution Sales/Technical Service Director.
After receiving an award to mark the anniversary, he said: “There have been many changes over three decades and I have seen the product portfolio grow, from being an RAC market leader, to introducing VRF, and now applied products.
Nicola Astafanous’ appointment to the leadership team, which oversees UK building projects, is effective immediately.
During her 18-year career at Skanska, Nicola has held a number of senior commercial roles across various sectors as well as within Skanska’s commercial development business in Sweden. Most recently, she has led the UK’s customer experience and market insights strategic function.
Terry Muckian, Executive Vice President for Building, said: “Nicola’s extensive, hands-on experience in leading commercial strategy and enhancing relationships with customers will be a huge asset as we maintain our focus on driving value and quality of service for our customers. Her innovative approach, strategic vision and energy will be instrumental in strengthening our partnerships and driving sustainable growth into the future.”
Barnsdales, a leading property consultancy, has appointed Patrick Walton as its new Commercial Management Surveyor.
Based at the growing firm’s Doncaster headquarters, Patrick will manage a broad property portfolio that includes major office and retail developments, highstreet retail units and substantial industrial units across Doncaster, Sheffield and the Midlands.
Having previously worked as a surveyor for Barnsley Council, he brings significant relevant experience to the role that will enable him to oversee property management and lettings across various sectors for Barnsdales.
His responsibilities include providing an all-encompassing service to landlords and tenants, ensuring compliance, overseeing repairs, managing rent reviews and handling lease transactions and service charge management.
Paragon, a leading supplier of advanced cleaning products and solutions to the facilities management sector, has announced its expansion with the opening of a new, state-of-the-art facility in Chesterfield, Derbyshire.
Strategically located in the heart of the UK, the additional site signifies a major investment in the company’s growth, enhancing its ability to deliver industry-leading products and drive sustainable solutions across the industry.
The spacious warehouse features a 300% increase in pallet storage capacity, to support the company’s growing operations. This sits alongside a modern, high-tech office space for the team as well as a dedicated zone for Paragon Labs, the company’s innovation hub which encompasses product development, online and on-demand training, a cleaning manual builder and comprehensive data platform.
The site has been purpose-built to elevate operational efficiency and provide improved service delivery for customers. In addition, the buildings have achieved an excellent energy performance rating, underscoring Paragon’s commitment to lowering energy consumption and reducing its environmental impact.
Leading soft service provider SBFM has announced that account director Abigail Richards has been awarded the Future Leader FM Award 2025 presented by The Worshipful Company of Pattenmakers.
This prestigious award celebrates the brightest and most promising leaders in Facilities Management and recognises exceptional leadership, innovation, and dedication.
Richards was awarded the 2025 Future Leader FM Award for her unwavering commitment to excellence and her leadership qualities. The judges were impressed with her approach to FM and the impact she has made at SBFM. She has continually evidenced her ability to innovate and create positive impact and has shown her focus for delivering the best for her clients, her team and the FM industry at large.
Leading HVAC supplier Exi-tite Group has promoted Alan Gordon to the role of Regional Director for Exi-tite Scotland.
Alan joined the business in 2022 after nine years at Helios Ventilation to establish Exi-tite Scotland. He was appointed Regional Sales Manager for Scotland in January 2023.
Last year, Alan helped Exi-tite to become the first Passive House Institute (PHI)-certified ventilation distributor in Scotland when he passed the PHI Tradesperson examination. Passive House (or Passivhaus) buildings deliver high levels of energy efficiency and comfort for users, alongside outstanding air quality through ventilation.
He said: “The team in Scotland has grown from two employees to seven. They have helped us to make great progress over the past three years and we are looking forward to further success in 2025 and beyond.”
Paul Urquhart, Managing Director at Paragon, said: “This is a pivotal moment for Paragon. The Chesterfield location not only underscores our commitment to growth and innovation but also strengthens our position as a trusted partner to the facilities sector.
people have connected with us on LinkedIn reaches 250,000 daily subscribers is read by 30,000 FM professionals monthly
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Let us take your work winning profile enhancement activities to a place that you don’t yet know exists! We drive enquiries!
Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250
Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758
FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk www.faset.org.uk 01948 780652
For almost 30 years Julius Rutherfoord has been passionate about providing professional cleaning services to some of the most prestigious organisations in the London area. info@juliusrutherfoord.co.uk
https://www.juliusrutherfoord.co.uk/ 020 7819 6700
GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk
0800 448 8884
Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business.
Lemoncontactcentre.co.uk
0800 612 7595
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com
0845 094 5976
SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org https://www.saema.org/ 01948 838616
Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk
Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251
Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services to the construction and facilities management sectors. info@ptsg.co.uk https://www.ptsg.co.uk/ +44 (0) 1977 668 771
YorPower is one of the industry’s most trusted providers of back-up power solutions (generators and UPS) for customers in a wide variety of sectors, both in the UK and around the world. sales@yorpower.com www.yorpower.com 01977 688155
The all-new FMBD newsletter
Monday
Hard services and construction focus
Wednesday
Soft services focus
Friday
A combo of the week’s biggest stories, video interviews and exclusive features f rom across the FM industry
PTSG Fire Solutions Ltd offers an unrivalled breadth and depth of fire safety and security services.
PTSG Access & Safety Ltd is the UK’s trusted leader in fall arrest and fall protection solutions.
With five specialist business divisions, we provide a full range of expert services, ensuring buildings across all sectors remain safe, clean, and fully compliant.
With five independent business divisions delivering the full range of specialist services, PTSG ensures buildings of all kinds are safe, clean and compliant – in all sectors.
