FM Director February 2023 by FMBD Media

Exclusively for FM industry leaders February 2024

In this issue: Laura Clark

Ergonomic support for home and office workers

James Fitzpatrick Leading the drive to assist with FM recruitment

Louisa Clarke Support for ex-services personnel in ‘civvy street’

Bianca Angelico Rewriting the rules for guest services delivery

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15/02/2024 16:00

EDITOR’S NOTE

February 2024 | 3

Relentless march of FM supports industry maturity There is a palpable sense of confidence that can be felt throughout all sectors of the FM industry, which has been honed and strengthened by the meeting of the many unique challenges to have emerged in recent years

ne of the most notable results from this has been the reaction of industry professionals to the latest various ‘doom and gloom’ warnings featured in the national media of further price rises and potential recession within the UK economy, resulting in comments such as: “We’re not worried, the UK FM industry has always managed to cope with recessions!” This does not mean that all companies working in the FM sector will breeze through all the trials and tribulations that all businesses face at various times, but it does most certainly imply that they have more opportunities to deal with these challenges and find solutions that will see their organisation continue to not only survive, but also prosper, allowing them to further support the interests of clients and industry partners. These positive reactions to difficult situations are also another sign of the FM industry’s ‘coming of age’ and another constructive attribute that will support its continued development in the years ahead. That is not say that our sector is perfect, of course, as everyone who knows and works within it will testify, but there are highly positive indications that the collective efforts of professionals working in all areas of FM are continuing to deliver a favourable impression with clients, industry partners and members of supply chains that bodes well for these to continue and grow.

dennis.flower@businessdailygroup.co.uk

Those requiring further evidence of this are invited to scan through this issue and the previous editions of FM Director, all of which are available to view on fmdirector.com, to gain more understanding of how the efforts of professional FM practitioners are having an encouraging effect in all sectors. The application of sound, responsible and sustainable business practices is increasingly seen as the starting point for strategies that support individual businesses initially, before quickly adding a growing number of benefits to clients, supply chains and partnering organisations to add further to the good reputation of our industry. Of course it is important – if not essential – to retain a realistic outlook to avoid thought processes that can lead to the industry being hailed as ‘the best thing since sliced bread’ and other types of hyperbole, but the application of ‘credit where credit is due’ is also highly relevant to recognise the many achievements within our industry and the potential for these to be added to in the years ahead.

Den n i s

Exclu siv In this issu Laura Clar

ely for FM

indus try

leaders Febru ary

2024

Ergonom ic support for hom e and office work ers

James Fitz

patr

ick Leading the drive to assis t with FM recru itment Louisa Clar

Support for ex-service s personnel in ‘civv y stree t’

Bianca A Rewritin

ngelico

g the ru les for gu services es t deliver y

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15/02/2024 16:35

CONTENTS

4 | February 2024

Contents 01482 782287

fmdirector@fmbusinessdaily.com

Breaking new ground for guest services

On Verve founding director Bianca Angelico explains how the company is enjoying rapid growth through unflinching honesty and complete support for clients and colleagues alike

Managing Editor Dennis Flower

34 40 Rapid growth expected to double revenue figures

Daniel Dickson explains his chartered accountancy background, professional journey to his role of OCS chief executive officer and plans to further enhance the company’s bright future

Designer and Production Manager Chris Cassidy

Creating the optimum set up for an ergonomic home office

Laura Clark explains the importance of avoiding the pitfalls that can result from creating a home office without paying attention of the need for comfort and support

Production Editor James Jackaman

Managing Director Cheryl Ellerington

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2024 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. 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 and all other content is published in good faith.

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15/02/2024 16:35

CONTENTS

Breaking new ground for guest services

Maintaining the balance between client and service provider

Networking group encourages veterans to seek FM careers

Maintaining focus on specialist FM recruitment

High utility prices continuing to increase speed of ROI

Rapid growth expected to double revenue figures

Fire reaches all corners of a building – so should your safety

February 2024 | 5

strategy

Creating the optimum set up for an ergonomic home office

Energy savings and carbon emission reduction aims result from career-long focus

Streamlining Prequalification Questionnaires for Buyers and Suppliers

Building Safety Act: implications for FMs as construction clients

Supporting FM skills and experience with AI interaction

Skills for life theme for NAW2024

All the good, clean fun of the fair

The security industry is transforming, thanks to technology

Signs of EV market maturity gives UK local authorities and businesses opportunities for growth

Latest appointments of senior FM professionals

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51 54 15/02/2024 16:35

6 | February 2024

INTERVIEW

Breaking new ground for guest services On Verve founding director Bianca Angelico explains how the company is enjoying rapid growth through unflinching honesty and complete support for clients and colleagues alike

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15/02/2024 09:44

INTERVIEW

February 2024 | 7

ne of the more wide-ranging and positive views expressed by senior industry professionals is that there is no such thing as a bad experience, either within personal or work environments, as each of these will provide those involved with the opportunity to learn, develop and gain more skills that will assist them in a number of ways in the future.

Another significant stage in her career followed her first attendance at a Tomorrow Meets Today (TMT) event (see FM Director November for more information) as one of the young people benefiting from meeting senior professionals. “I met James Taylor there, who was CEO for Sodexo UK & Ireland Healthcare at the time. We then looked at reverse mentoring, because he was an American who had just moved to the UK and wanted to adapt to the new culture,” she continues.

This is just one of the maxims that relate to On Verve director Bianca Angelico, who attributes the beginnings of her passion for the delivery of excellent guest services to her father. “I started working as a waitress at my dad’s restaurant in South Africa at the age of eight. I just wanted to spend more time with him during my school holidays but also found that I really loved meeting people and helping them to have a great time,” she says.

This led to her joining Sodexo as the marketing manager for its Healthcare division and as executive personal assistant to Mr Taylor. Ms Angelico credits her work with him and other CEOs with teaching her a great deal about problem solving, managing people and clients, as well as gaining more experience in her marketing role, all of which have proved highly useful – if not essential – in the launch and further development of On Verve.

Her interest continued throughout her education and, after gaining degrees in marketing at university and social science, organisational psychology and industrial sociology, saw her deciding to travel around Europe, bringing her to the UK. “I had no experience of working in the UK and found it difficult to find any work, initially. But I then found an opportunity in the events market and became both a personal assistant and an events organiser for WorkTech Events in May 2012,” she continues.

Yet more valuable experience came through moving to the Sodexo Corporate Services division as a Guest Services transformation manager and helping to radically change its guest services operation.

The dual aspects of her role are regarded as providing significant supportive background knowledge and skills that have proved essential in the founding and development of the On Verve, she states. Organising business events around the world involved travelling to Australia, Singapore, New York, San Francisco, Stockholm, Helsinki and other locations. “I was given the chance due to my personality, tenacity and determination – but I also made the effort to do lots of research for applying for the role – and I’ve taken those experiences and applied them to On Verve and tried to pay my way forward,” she states.

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I genuinely see my dyslexia as one of my superpowers. It allows me to look at things in completely different ways to anyone else around me

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INTERVIEW

8 | February 2024

She then became an account manager and guest services lead, looking after the company’s corporate clients and gaining further supportive background information on all aspects of business operations.

The fact that the company exceeded a turnover of £2.5m in its second year shows the success of the efforts of her and her colleagues, with more growth due to be reported at the end of its third year.

In the midst of dealing with all the new developments created by the emergence of the Covid pandemic in 2020, Ms Angelico heard from Churchill Group chief commercial ofﬁcer Anthony Law to discuss the opportunity to join Churchill and launch the On Verve business.

“We started On Verve on a Post-It note,” she recalls with a smile, as she explains the benefits gained from creating visual representations of planned operations and their intended outcomes. One of the main aims of the new business was to place clients and colleagues on an equal footing, she explains.

“I’d met Anthony through Emerging Workplace Leaders, where I shared with him that I wanted to run my own guest services division, which was and continues to be my passion,” she states. After joining the Churchill Group in early 2021, Ms Angelico states that the On Verve division was launched and required her to create “something from nothing”.

Covid resulted in a major paradigm shift that saw the emphasis change f rom just support to clients to also supporting colleagues

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“Covid resulted in a major paradigm shift that saw the emphasis change from just support to clients to also supporting colleagues. A lot of people lost their jobs during Covid and a lot of others had to fight for their rights, including working from home. “We then created the DayMaker concept to combine the comfort of home working with the benefits of working in an office and taking people on that journey. “Some of the people we now see attending the office have never worked in a corporate workspace before, so we started recognising the needs of people and began drafting and embedding the DayMaker concept so that everyone has a positive experience in the workplace from day one,” she says. Further proof of the value of the DayMaker idea is provided by the fact that the company registered this with the government as a protected trademark. High levels of attention were additionally placed on creating the On Verve brand image and use of pink and green as its corporate colours to ensure this represented the aims and ambitions of the new division.

15/02/2024 09:44

INTERVIEW

Guest services is all about personalisation, so I wanted that to be the case from day one rather than just sending generic stuff

“When we launched it was obvious that we were shaking things up and breaking down barriers, so much so that people thought we were crazy,” she states. “But then you see people doing now what I did three years ago, so the lesson is that when you have crazy ideas that you truly believe in, just do them. “This means you’re disrupting something and I prefer to rewrite the rules rather than just follow them. When we launched on International Receptionist Day we sent boxes to everyone to announce it, including a hand-written note from me. “Guest services is all about personalisation, so I wanted that to be the case from day one rather than just sending generic stuff,” she says. “We were very pleased with our first year of trading, which achieved £.5m turnover, but we then had £2m of growth in our second year, which was double what we were expecting.”

February 2024 | 9

The business dealt with its growth through the efforts of all staff members, says Ms Angelico, assisting with both existing and new clients, as well as supporting the recruitment of new colleagues. “It was really great to have support from the wider Churchill Group, but having a good team around you is very important when you’re dealing with that level of growth.” She further describes the building of meaningful relationships as “the Holy Grail of being successful in FM”. While knowledge and expertise are essential, she states that without interacting with clients and all stakeholders “in a positive way it is unlikely that they will want to continue working with you or your company”.

Finding the best solution As the company approaches its third anniversary Ms Angelico states that she is very proud of the fact that it continues to have a 100% retention rate with its clients. “If any customer has a problem they know they can call me and I’ll jump straight on it, with the aim of finding the best solution for the client and my colleagues and get that win-win situation.” Solutions are frequently the result of collaboration between colleagues, discussing what has been tried previously and sharing ideas for options to suggest in the future. On Verve colleagues are encouraged to express their character and take responsibility for their actions within the accepted guidelines: “We give everyone guidelines, rather than a script, to allow them to express themselves and work in the best way for them,” she says.

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15/02/2024 09:44

INTERVIEW

10 | February 2024

“People buy from people and they can feel if someone is being genuine, which goes back to my point of the importance of meaningful relationships,” she explains. “But we never talk about five-star service or compare ourselves to a hotel, because although it’s a brilliant concept for the hotel industry there are no metrics to support it in the workplace. “That’s why we talk about the energy we bring, which is not about just being loud and extrovert, but reading the room and knowing your environment and what’s required. You can bring calmness or even meditation as a type of energy.” As part of the extensive efforts of the company to attain high standards of diversity and inclusion is its acceptance of neurodiversity, explained by Ms Angelico in terms of the support given to her dyslexic colleague: “She previously worked on reception and never thought she could have a more senior career, but has now come off the desk to become the team leader of operations support and also working as my assistant, while also looking at more involvement in projects as a manager of those,” she continues.

Having previously mentioned both the EWL and TMT, Ms Angelico states the value these have provided and her determination to continue her involvement in future. She is a cofounder of the EWL, formerly known as the Young Leaders Forum (YMF), and continues to speak to all those involved. “I loved meeting other people the same age and discussing the issues they were experiencing in their careers. It became apparent that communication was a major requirement for the YMF, so I ran their social media and communications and continued to be involved when it became the EWL and recognising the role of leaders around the property, workplace and FM sectors. “We then ran the Coffee Connect online networking events through Covid, which were hugely successful, to allow young people to connect with senior people under Chatham House rules. I’m also still the EWL co-chair, as we believe that having male and female provides diversity and allows different views to be brought to the table.”

In addition to supporting the Dyslexia Thinking movement, now accepted by global operations including the LinkedIn business social media platform, Ms Angelico states: “I genuinely see my dyslexia as one of my superpowers. It allows me to look at things in completely different ways to anyone else around me.

She further states her desire to continue working with the Tomorrow Meets Today events, having first engaged with these at the start of her career and progressing to the point where she is now included as a mentor to support young people in their career development.

“It also means I can consider all the things we need to include and bring in HR, finance and operations as needed, rather than treating them as standalone areas, and that helps to build the puzzle that creates the perfect solution to any issue,” she says.

“But I really hope that people see my career as an inspiration and that helps them to feel that they have a voice. It was really cool to be there this year, especially as it was held at one of my clients,” Ms Angelico concludes.

The company has also introduced ‘bite-sized’ training modules of around five minutes in length that are then shared and discussed throughout the year, rather than a day’s classroom training that can result in various elements being forgotten or completely ignored. Online instruction of just a few minutes is designed to be convenient, avoid the issues associated with physical attendance and allow everyone to give their full attention.

In just 12 years she has risen from a junior employee to a founding director of a successful guest service provider business, further emphasising the many opportunities throughout the FM sector for those with talent and ambition.

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Her many achievements will no doubt prove to be the foundation for many more in the future.

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12 | February 2024

CONTRACT MANAGEMENT

Maintaining the balance between client and service provider Official agreements are essential in providing clear detail on the scope of services required from FM contractors, but can they be future-proofed to ensure they remain relevant in the future?

ne of the most frequently-shared pieces of information from FM service providers is the announcement of a new or updated contractual agreement. Contracts are seen as an essential element of business operations by both clients and service providers, which are typically used to formalise the agreement between the main stakeholders and provide a clear understanding of all the requirements involved.

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In addition to setting out the scope of works included in the deal, they should also include the payments agreed and all terms and conditions. These agreements are regarded as essential in providing protection to both the client and the service provider, ensuring that the services set out in the agreement are delivered, while also allowing those providing the services to receive the correct level of remuneration.

15/02/2024 09:51

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CONTRACT MANAGEMENT

Everyone in business – and most certainly those working within the FM industry – will know that contracts are not capable of covering every eventuality within the complex world of the management of facilities, raising the question of how to deal with new or unexpected developments after the contract has been signed. Industry experts have discussed their experiences within contractual arrangements over the years, citing both good and less positive aspects. The issue of new or unexpected developments occurring is frequently included in these conversations, with some advising that these can be included in the ‘special’ or ‘one-off works’ sections of formal agreements. These are frequently included, particularly within wide-ranging contractual arrangements, to allow both sides to negotiate the details of extra works required. This will include the replacement of new plant and equipment in the event of a failure not covered within planned and preventive maintenance (PPM) schedules, or additional services required within any other hard or soft service FM contracts. Most FM industry professionals accept that it is not possible to include every possible eventuality within the scope of a contract and this is regarded as both a strength and a weakness, depending on a number of aspects and attitudes adopted by those involved. There is a long list of potential developments, including difficulties that can emerge when individuals are unable to work together in a productive manner. One of the most essential things to avoid within all working arrangements is the adoption of entrenched attitudes, which has been another frequent topic of conversation addressed in recent years. Regular communication, the forming of meaningful partnerships and a focus on honesty and clarity are all recommended to avoid situations developing that have the potential to cause long-term issues that may lead to the early cancellation of the contract and the issues this includes.

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With the FM sector frequently referred to as a “people industry”, regular communication is one of its many strengths and an essential element of any relationship, helping to provide solutions whenever needed and resolving any misunderstanding. This also implies that positive connections will need to be formed between key personnel, raising questions over how to deal with the situation when individuals cannot ‘get on’ with each other. Rather than allowing the situation to develop to the point where it affects the contract and overall relationship between client and service provider, experts recommend acknowledging that this is another part of life and needs to be resolved by ensuring that all individuals continue to be behave in a professional manner. Everyone will be keenly aware that while some people can form meaningful bonds on an almost instant reaction, others will find this difficult for any number of reasons.

Everyone in business will know that contracts are not capable of covering every eventuality within the complex world of the management of facilities

15/02/2024 09:51

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16 | February 2024

CONTRACT MANAGEMENT

Retaining a sense of humour and perspective while encouraging all individuals to adopt a more tolerant and understanding attitude are frequently seen as the best attributes to apply in dealing with and – where necessary – avoid stressful developments emerging. Thoughts have also been shared by both customers and service providers over the issues caused when the client adopts a parent/ child approach to the running of contracts. This is seen as harmful on a number of levels and unlikely to the lead to the forming of meaningful relationships between the two sides involved. Examples include constant demands for remuneration from clients for every missed key performance indicator (KPI) targets, regardless of any extenuating circumstances, combined with the regular issuing of demands and commands. These are regarded as going beyond the bounds of a reasonable approach that may also have the regrettable result of restricting the use of initiative when new or unexpected developments occur. The examples included above are intended to provide the relevant background information necessary to understand all the highly variable detail that can occur, develop and both inﬂuence and impede contractual agreements after the initial signing of the deal. Popular opinion concludes that it is not possible to plan for every new development in the course of a professional agreement that covers several years, although legal experts advise that it is possible to include clauses that allow adjustment when or if changes occur.

The devil, as always, is bound to be in the detail – as the popular saying tells us – but should not cause major difficulties as long as the main parties involved adopt a reasonable attitude. This could include a suggested period of adjustment, for example, allowing both sides to adapt to the new requirement and assess how effective their reactions have been. Changes to the scope of contracts may require those responsible for delivering it to engage with training to gain the skills required, which can be undertaken in the period suggested.

Under pressure One of the most important developments to avoid is that of allowing contractual difficulties to descend to the point where litigation is entered into, attested to by business professionals in all industries. These are regarded as involving a great deal of cost in terms of financial outlay and the time required to define and submit all the details of the disagreement to the court. While the winning parties in these disputes may be awarded costs and possibly compensation, this is never guaranteed and can frequently result in unexpected outcomes that can damage the reputation of all those involved.

This provides another opportunity to emphasise the benefits enjoyed within meaningful relationships and particularly where there are high levels of trust established between the major stakeholders. Similar to the levels of optimism used in the compiling of economic outlook reports, trust is frequently seen as being difficult to quantify but something that is important to encourage within business relationships and formal agreements. Individual professionals and companies describe the issues experienced when contractual agreements are followed to the letter and become too restricting, but this does not mean that they cannot include scope for changes and further developments to be added in the future.

It is essential for any binding agreement to allow both sides to continue to operate in a prof itable, reasonable and sustainable manner

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CONTRACT MANAGEMENT

February 2024 | 17

In conclusion although it is possible to allow contracts to adjust to new developments after the initial agreement has been signed, including the considerations outlined above – and no doubt several others – it should be achievable to allow everyone to make the necessary adjustments and allow for additional actions to take place. One of the most essential elements to deliver is the avoidance of so much detail that the main aims become lost, or that there is so little background information that confusion and misunderstandings are likely to result. It is essential for any binding agreement to allow both sides to continue to operate in a profitable, reasonable and sustainable manner and provide all stakeholders with the opportunity to further enhance their relationship and extend their joint working relationships in the years ahead. Those wishing for more evidence need only to examine the high levels of disruption experienced by any business when one of their main suppliers goes into administration. Maintaining the balance between client and service provider is another vital factor in allow professional relationships to develop in the most positive way and allow all stakeholders to enjoy the beneficial outcomes that should result.

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18 | February 2024

VETERANS NETWORK

Networking group encourages veterans to seek FM careers Recruitment solutions are being addressed by the IWFM Networking Group for Veterans through encouraging more interaction with stakeholders throughout the military services and FM industry

here are numerous advantages from interacting with ex-service personnel, many of whom have received high levels of training and developed considerable expertise and skills during their military careers. This is not a new realisation, of course, and this view is supported by the fact that FM industry professionals frequently state they look to employ military veterans to fill vacancies before looking elsewhere. With approximately 20,000 veterans leaving their military careers every year, many of these will have skills that make them highly desirable within the FM industry.

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Increasing efforts are being launched to support the transition of ex-service personnel into FM and the latest of these is the IWFM Veterans Networking Group, founded by chair Louisa Clarke, vice chair and Integrated Estates Management (IEM) founding director Alistair Scott, Sodexo chief operating officer, Government Mark Baker, Mitie managing director Defence Charlie Antelme and PestGone Environmental director Mark Moseley, which has attracted a number of additional industry professionals – many of whom are veterans – with the aim of providing extensive levels of support for both individuals leaving the armed service and companies seeking to provide them with employment opportunities.

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VETERANS NETWORK

February 2024 | 19

Charles Antelme

Mark Baker

Louisa Clarke

Michelle Connolly

Neil Davies

Lee Harris-Hamer

Andrew Ingham

Deborah Longstaff

Phil Matis

Mark Moseley

Adam Phillips

Alistair Scott

FM Director met with One Feather Coaching director Ms Clarke, Mr Scott and committee member and 300 North co-founder and director Michelle Connolly to hear about the group and its aims for the future. Fellow committee members include Lorne Stewart chief executive officer Mark Sutcliffe (see FM Director June 2023). Mr Sutcliffe included strong references to the value of the high levels of training and experience provided by his armed service career in his interviews last year, adding further to the conviction cited by many of the value of promoting the FM industry to those leaving the services and increasing the levels of support available to them. “We formed the IWFM Veterans Networking Group last year after meeting numerous times in 2022/23 and the majority of our committee members are veterans, so understand the advantages that a military career brings to FM, and also the challenges that they may face,” says Ms Clarke, who is also a veteran. “I’d also like to recognise the excellent efforts of IWFM’s Jonathan Nobbs, as without his unwavering support we would not have made the Veterans Networking group a reality. “The IWFM changed its constitution in July last year to establish the group initially, but we then began to organise our first event, held at the National Arboretum in collaboration with the IWFM Midlands Regional Special Interest Group (SIG) and that will be followed by more in 2024,” she continues.

We formed the IWFM Veterans Networking Group last year after meeting numerous times in 2022/23 and the majority of our committee members are veteran

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Mark Sutcliffe

Her comments are supported by fellow committee members including Mr Scott, who states: “This is an opportunity that is second to none in providing service leavers with a clear transition route whilst concurrently enabling collaboration across the FM industry, all based on the unwavering camaraderie of veterans. The group has been formed to include veterans from all branches of the armed forces and providing a rich seam of diverse skills and abilities.” His views are further extended by those of Ms Connolly: “It’s vital we encourage businesses in the sector to look for talent from diverse backgrounds to keep the sector innovative. FM is an outstanding career choice, particularly for veterans and service leavers whose unparalleled discipline, strategic thinking, and leadership skills are tailor-made for the diverse challenges faced daily in the sector. “By attracting these highly skilled veterans, we not only enrich our workforce but also ensure that our operations benefit from their proven abilities in managing complex scenarios and leading teams under pressure. “Their transition into our sector is not just a fit, it’s a strategic advantage,” says Ms Connolly.

First event The Welcoming Veterans into FM event opened with a keynote speech from Pareto FM chair Mark Rogerson that was followed by a presentation from Ms Clarke and Mr Scott to explain about the group and its aims and ambitions. Delegates included a mix of those about to finish their military service, veterans and FM industry professionals, providing a positive initial start and allowing valuable contacts to be made. Additional presentations later that day included Mr Sutcliffe’s explanation of his journey to his senior role and his belief that the various attributes and experiences gained within his Royal Navy career provided him with an excellent preparatory skillset. Further contributions from employment charities and organisations were delivered by JobOppO director Garrath Williams, Hire A Veteran founding partner Dan Wilkinson, and Resourcing Group divisional manager Joanne Cabannes and her colleague director Deborah Longstaff.

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VETERANS NETWORK

20 | February 2024

The final session of the day consisted of a panel debate hosted by Pareto FM sales director Adam Phillips, who is also a military veteran and another committee member. One of the many areas of focus within presentations and discussions of the event was the value proposition of the IWFM Veterans Networking Group and its pledge to support veterans.

“The delivery of these elements will further assist the final part of the pledge, which is aimed at promoting the IWFM as an armed forces-friendly organisation,” says Ms Clarke, who also explains the 10-point plant that has been established to support the IWFM Veterans Networking Group in achieving its aims (see boxed out item below).

The signing of the Armed Forces Covenant by the IWFM has provided its group with significant points of focus within its pledge, including the promotion of the FM sector as a career of choice for those leaving the services. Included within this is the provision of a range of development opportunities for veterans and strengthen links with both employment agencies and potential employers.

“We’re setting out all our objectives, the advantages these provide to veterans and explaining the importance of recruiting ex-service people into FM,” she continues.

“Another element of the pledge is to increase opportunities for veterans to have their competence and skills recognised, helping individuals to demonstrate these and increase the understanding of employers,” Ms Clarke continues. “Additional aspects of the pledge include the removal of financial barriers for those wishing to access IWFM products, the creation of a welcoming and inspirational community (including veterans already established in FM careers), while encouraging the FM sector to develop work placement, training and mentoring programmes for ex-service personnel.

“This will give those wishing to join the industry a clearly-defined route, as well as providing lots of support in the form of training, mentorship, etc. “A lot of us have a military background and that’s definitely helped us to put everything in place, as well as explaining to employers about the long list of transferrable skills that veterans have,” says Ms Clarke. With many warning bells sounding in recent years on both the shortage of potential workers in general, and skilled professionals in particular, the IWFM Veterans Networking Group will go a long way to assisting companies to find the best individuals and support them to become valuable members of the FM sector.

We’re setting out all our objectives, the advantages these provide to veterans and explaining the importance of recruiting ex-service people into FM

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15/02/2024 09:52

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22 | February 2024

INTERVIEW

Maintaining focus on specialist FM recruitment James Fitzpatrick explains his personal and business development within the FM sector and his increasingly international focus

imilar to most professions over the last three or four years, the role of the recruiter has seen a higher number of unique challenges emerging in quick succession, creating a testing environment that has seen many fall by the wayside. Regardless of the type of challenge facing individuals and companies, this will additionally bring opportunities for growth and expansion for those able to adapt sufficiently quickly to take advantage. With this is the central requirement of providing quality services, from which more positive options will emerge. Outlined above are the reasons that Boden Group has not only successfully faced the challenges of recent years but has also managed to enjoy further expansion. It is now an international provider of specialist FM recruitment services and its chief executive officer and founder James Fitzpatrick is confident that this trend will continue in the years ahead. Speaking exclusively to FM Director, he explains his first experience of the recruitment sector that began in 2000 within the construction industry. “This was in the Birmingham area and nothing related to FM initially, but then the financial crash of 2008 saw construction recruitment fall off a cliff,” he recalls. His next career move was working for the Carillion in-house recruitment service Skyblue Solutions with the intention of establishing a permanent service to recruit personnel for roles including FM, energy and utilities and construction. “The aim was to take it to the general market, but it wasn’t particularly successful because a lot of companies saw Carillion as a competitor and didn’t want to do business with them,” he continues. Mr Fitzpatrick saw the FM sector rapidly expanding in 2010/11 when outsourcing became a popular movement in both the public and private sectors. Having made contact with a number of senior FM personnel, he became keenly aware of the need to recruit people to join rapidly expanding businesses in all areas of the industry. “In 2012 I took the step of launching Boden Resource, which initially consisted of me working from my home then in a small office in Birmingham and having to do everything, including making sure the office was clean and tidy. I was also recruiting candidates and making sure everyone was paid on time.

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15/02/2024 09:54

INTERVIEW

24 | February 2024

“It was a lot of fun and also aged me considerably,” he states with a smile, “but I wouldn’t have missed it for the world. After two years I employed my first member of staff and also took on Mark Fearnley and Ryan McNeil the same year, who are still with us and are now directors of Boden Group.”

“We’ve always had a very clear idea of where we want to be and how we want Boden Group to be seen and the areas we focus on, which has always been FM. Our core business is still focused on FM and we are also growing our service to the property sector, as well,” he says.

As Mr Fitzpatrick prepares to celebrate the company’s 12th anniversary, he explains how the business has retained its focus on providing valuable, high quality services to its customers as a central element.

The company continues to work with businesses of all sizes, both service providers and those seeking client-side FM personnel. Boden Group recruits personnel for all areas of the FM industry and its mix of clients see it in regular contact with some, while others may only need a limited number of staff over several years.

Although this often proves difficult for many businesses as they expand, he states that the company has retained “a very clear view of where it wants to be and how it wants to operate”.

Our core business is still focused on FM and we are also growing our service to the property sector, as well

“We work with companies that are in their start-up phase and those who are private equity-backed, as well as the large corporate FM providers, and our work sees us supporting clients across the UK and also places such as Paris, Copenhagen and Athens. We’ve also set up a US business a couple of years ago, which was a natural extension of the UK operation, and we now employ around 60 people and there are no plans to stop growing and expanding,” he states. His experience over the last 12 years has shown him that while FM recruitment levels may not achieve those peaks of other sectors, such as technology or finance, it also does not experience the “troughs” seen in these and other industries. Mr Fitzpatrick regards the FM industry as providing increasingly essential services and value to its clients that result in constant demand for personnel at all levels of seniority. He provides the example of the Covid pandemic to provide further evidence of the sector’s importance, with Boden Group engaged with the recruitment of personnel to run and manage testing sites around the UK.

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15/02/2024 09:54

INTERVIEW

The company’s efforts saw it place more than 350 people within FM companies running Covid testing sites around the UK over the course of the pandemic. “What I love about FM is that it gets you close to whatever’s going on around the UK, you’re really working at the coalface and it gets you into some really interesting places, as well having meaningful conversations with some great people who have a major impact on the country,” says Mr Fitzpatrick. “You don’t get that with other sectors and that also makes the job candidates in FM really interesting to speak to, as well.” While all industries have recruitment requirements, he finds FM to be unique in the breadth and depth of requirements it includes. “Once you’ve been bitten by the FM bug, that helps you to really understand how important people are and that any organisation is only as good as its people,” he states.

February 2024 | 25

He finds numerous similarities between the recruitment and FM sectors for the reasons outlined above, which require a high level of emotional intelligence from the people involved that leads to consistent demand and opportunities. An example of this is the more recent trend for companies to reduce their head office footprint, which then frequently sees demand for those with the necessary skills to help them to do this, either with closing down facilities or downsizing others and redesigning them to work more effectively. “There’s always something that FM can be doing to support Workplaces and Public sector estates and that includes the workplace management role that’s become popular, whether that’s someone to help manage the team to welcome people back into the office or the receptionist, which is now known as a workplace experience coordinator.

Boden Group at a glance: 60 MEMBERS OF STAFF BASED IN ALL AREAS OF THE UK AND US BODEN PROPERTY ESTABLISHED TO SERVE THE UK REAL ESTATE SECTOR

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CONTRACT AND PERMANENT FM TALENT PROVIDE THE MA JORITY OF BUSINESS DEALS

BODEN US SET UP IN 2022 TO SERVE THE NORTH AMERICAN FM MARKET

EXECUTIVE TALENT SERVICES PROVIDED BY CANOPY

15/02/2024 09:54

26 | February 2024

INTERVIEW

That’s created another opportunity for FM companies and we’re seeing a lot of demand for customer focussed workplace experience candidates of all levels” he says. Boden Group is now positioned to recruit candidates for all types of FM roles from Managers to Engineers, Directors to Commercial people and corporate head office roles through to specialist niche positions, , including both permanent and contract roles. Their Contract business delivers Interim’s to FM providers such as Project Managers, Finance, Mobilisation, Blue collar and Commercial Management. “We also set up the Canopy business two years ago and this is run by Mark Fearnley as an executive search brand that sits outside of our core business, although it’s still focused on the FM space. It offers a high level of discretion and confidentiality to our clients, as is appropriate with the senior management roles. “We also have Boden Property, which is a smaller part of our business but has potential to expand much further, and then we also have Boden US, which is also focused on recruiting FM talent in North America. A lot of our UK clients are either US businesses or have strong links with the US, so the move to start providing services there made a lot of sense and is an exciting venture for us” says Mr Fitzpatrick. “While we love our core business in the UK, we also enjoy the challenge of working in new geographies and we still have a lot more we’d like to achieve in the US. We’re very open-minded to see what comes next in our FM journey.” The conversation moves to discuss the growing use of AI in both FM and the recruitment sector, which is regarded as helpful up to a certain level, after which the skills, adaptability and personality of people are essential to ensure the best outcomes. “Having a well-trained and motivated workforce is still really key,” he continues. “My personal preference is not to post or write in Chat GPT because it’s still obvious if you do that, and we prefer that everyone expresses their personality, which is more appealing and authentic to our customers. However I am very open minded as to how AI will change the Recruitment industry” “Essentially a lot of our work is all about sales, people and emotion and you can’t teach a robot to do that,” he states. “We are certainly one of the biggest FM recruiters in the UK but most important is the value we offer to our customers, candidates and employees, and we will only deliver that value by achieving a motivated happy workforce here at Boden”

Mr Fitzpatrick states that staff retention rates support his claims of high levels of support for all colleagues. While the average recruitment business will see a staff turnover level of 35%, the Boden Group’s figure is 15%, which he attributes to the high levels of support and opportunities for further development provided to all members of staff. “One of the mantras of the business is that we want to grow up without growing old, which means you need to update the infrastructure and processes within the business whilst avoiding getting tired and continuing to have fun. We recently held our annual conference, where we set out plans for the next three years and what type of organisation we would like to become,” Mr Fitzpatrick concludes. “I have never been more excited about what the future holds for Boden Group and the impact we know we can have on the wonderful people in the FM industry”

What I love about FM is that it gets you close to whatever’s going on around the UK, you’re really working at the coalface and it gets you into some really interesting places

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15/02/2024 09:54

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28 | February 2024

ENERGY MANAGEMENT

High utility prices continuing to increase speed of ROI Investment is being encouraged in energy-saving measures due to the increased levels of return on investment

hen considering the subject of energy management and its increasingly important relevant to all areas of the FM industry, it is tempting to focus on definitive aspects such as the drive to achieve net zero carbon emissions. High numbers of FMs and their service provider partners are reporting how net zero is driving, or is central to, their current and future business strategies. Although net zero is undeniably important, there are several more elements worthy of note and further discussion within the energy management topic and we will endeavour to include these in the following feature.

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There has been considerable emphasis placed on both corporate social responsibility (CWR) and environmental and social governance (ESG), for example, and although these also include highly relevant link to net zero, energy management can be seen to provide more scope for exploration. As long as the outcome of energy management projects result in the deliverance of greater efficiencies, the resulting benefits can be aligned with all the most responsible aims of FMs and service providers and additionally with those of the wider UK society. One of the most obvious advantages of improving efficiencies and reducing the levels of energy consumed by the facility or estate in question is that of cost savings.

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ENERGY MANAGEMENT

30 | February 2024

More efficient operation is a major aspect of all new product development, which means that simply upgrading existing plant and equipment with the most recent versions will result in the energy demand to run them being reduced. When these exercises are part of the established planned and preventive maintenance (PPM) schedule, they will frequently include outlines for return on investment (ROI) periods that will typically be based on energy and other price levels at the time of planning. Following the rapid increase in the cost of electricity, gas and most other forms of energy production over the last two years, however, this should mean that ROI will be achieved much sooner than anticipated.

It is no longer acceptable to choose the cheapest products or services

Depending on the capital expenditure attitude of the organisation in question, there is potential for additional investment in new plant and equipment to be included, with the aim of creating further efficiencies. Reports from the FM industry include the fact that enquiries for renewable energy installations have increased exponentially since the cost of energy has risen, which is highly likely to be driven by the example outlined above.

A new mindset While these arguments in favour of investing in new plant and equipment are based on price and cost, another advantageous aspect worthy of consideration is that of value. There has been high levels of discussion over this point for many years and thought leaders within FM are increasingly stating that this has resulted in a change of attitude by many clients. With the Building Regulations and other legislation now requiring clients, contractors and service providers to adopt a more responsible approach to the building and upgrading of facilities, it is no longer acceptable to choose the cheapest products or services. These principles should also be applied to all energy management exercises to ensure they are designed, installed, commissioned and operated in the best way possible to achieve the best outcomes. Perhaps one of the most positive recent developments is that it is now much easier for everyone to understand whether the energy management project has achieved its aims, particularly through the correct application and use of modern technology. Building energy management systems (BEMS) combined with the application of strategically-placed sensors are allowing stakeholders to access and view all elements of the data relating to their plant and equipment.

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15/02/2024 09:55

ENERGY MANAGEMENT

It is no longer necessary for team members to be in the facility itself, as remote monitoring technology allows data to be accessed on any mobile device. Rather than having to wait for the quarterly energy bill to show whether energy management efforts have been successful, these can now be viewed instantly. Not only are the results able to be seen, it is also possible for systems to be adjusted to deliver higher levels of efficiency, as well. These developments are having another advantageous outcome in that they are changing the former attitudes to energy and BEMS management, which was often regarded as something of a ‘black art’, by making them much more clear and easily understood.

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February 2024 | 31

When companies are able to prove the effectiveness of their energy management projects through the sharing of clear and concise data, it is far more likely that these successes will encourage more actions through the levels of increased confidence provided to investors. While it is essential not to lose sight of the importance of managing budgets, everyone now has the opportunity to ensure that each investment achieves its aims through the gathering of data, with the additional option of improving outcomes further by making careful adjustments in the future. Yet another important consideration to include when examining the overall subject of energy management is the adoption and application of new technologies.

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32 | February 2024

ENERGY MANAGEMENT

Whether companies are considering the updating of their ageing BEMS systems or investing in highly sophisticated and comprehensive CAFM systems, the best means of managing energy consumption should be a central consideration within all exercises to determine which product to choose. The same can also be said when choosing the best options to include when updating existing or designing new plant rooms. Industry experts are increasingly supporting the view that each facility and project should be treated as a standalone operation to avoid the approach of “we’ve always done it that way, The discussion points included above are not intended to oversimplify or refute the fact that the task of energy management remains a highly-skilled operation that, depending on the scale of the operation in question, can frequently provide full-time occupations for experienced and qualified personnel. Rather than overlooking their efforts, the use of data can help to further emphasise the benefits their skills deliver and further illustrate the essential value they provide.

Long-term value Although the task of energy management is becoming ever more important, the results being achieved are becoming easier to share, explain and understand through the effective analysis of targeted data. It this aspect that is also helping to make energy management achievements align with all other areas of CSR, ESG and social value activities adopted by each company. One of the most important elements to appreciate within all the points outlined above is that of the delivery of long-term value and commitment to responsible business practices. This has been alluded to in previous FM Director features and is likely to be explored in more detail in future, with the intention of further emphasising the many positive elements of best practice FM service delivery. While the net zero carbon emissions topic remains highly important and becoming more prevalent within contractual agreements, the topic of energy management can be seen to be much wider. It is, of course, essential within the net zero discussion but has many more areas of consideration to understand and explore, as can be understood by considering the topics above and many others. When all these beneficial aspects are appreciated, the true value of good energy management can be seen and even added to further, with the aim of increasing the benefits delivered and further raising the value of the FM industry.

The task of energy management is becoming ever more important, the results being achieved are becoming easier to share, explain and understand

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34 | February 2024

INTERVIEW

Rapid growth expected to double revenue figures Daniel Dickson explains his chartered accountancy background, professional journey to his role of OCS chief executive officer and plans to further enhance the company’s bright future

ne of the most notable areas of activity within the FM industry is that of mergers and acquisitions (M&A), with deals of all types and sizes announced regularly throughout the year. M&A is also attributed with introducing OCS UK and Ireland Chief Executive Officer Daniel Dickson to the industry, following his attainment of chartered accountancy status. Speaking exclusively to FM Director during Apprenticeship Week, he refers to the relevance of M&A to his journey, having joined an accountancy firm in 2003 at the age of 18 as opposed to attending university. After achieving his chartered accountant status at the age of 21, he then joined his employer’s M&A team. “I thought M&A sounded a little more interesting than auditing,” he recalls with a smile, “and one of my clients was Servest, which at the time was a £20m revenue cleaning business.” Having assisted the company with the purchase of another cleaning company in 2008, the effects of the financial crisis at the time saw a dramatic reduction in M&A activity, resulting in Mr Dickson providing businesses with constructive turnaround advice to help them deal with the recession. The Servest progression continued, however, leading to another acquisition in 2011 and expanding the business to an organisation with a revenue of circa £40m.

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INTERVIEW

The company then decided to establish its own in-house M&A team, resulting in Mr Dickson joining the business in 2012 as the head of the new division. “The company was owned by Servest South Africa, and I was the first joint employee at the time, with my time divided between the two countries, which was really interesting,” he recalls. In addition to fulfilling his ambitions for international travel, the position provided experience with acquisitions throughout the African continent, including Mozambique, Botswana and South Africa, as well as leading its UK deals.

Less than two years after this, Mr Dickson was faced with the “really interesting” challenge of steering the business through the Covid pandemic, quickly followed by more unique challenges such as Brexit and the various issues seen throughout the UK and globally in the years following. Speaking to FM Director 12 months after the merger with OCS, creating a UK business with a combined revenue stream of £1.5bn, Mr Dickson says this has been further boosted with more acquisitions that have resulted in today’s company having a revenue of £1.6bn.

More highly relevant experience was provided by the company’s desire to develop into a total FM service provider.

“Having started working with Servest 12 years ago and now leading the UK business of its current size has been a fantastic journey, and my career has clearly benefited from joining a growing and ambitious company,” he states.

“We acquired security and catering businesses in 2012, then a hard service and a pest control service provider in 2013, and I also moved into the ﬁnancial director (FD) role, as well as managing the M&A division. In addition to the acquisitions, we had really good organic growth, which saw the company achieve revenues of around £400m.

“OCS is a fantastic UK brand, and next year will be our 125th anniversary since it was set up in 1900 as a cleaning business. All the work that has been ongoing since the merger has led to our rebrand, with all the back-office systems, etc, in place, and we’re well prepared to take OCS to the market with a new look, new feel, new logo, new values and new vision,” he says.

“I’ve always seen growth as being part of our DNA, which includes being really good at winning and retaining contracts, as well as completing acquisitions,” he continues.

“Our ambition is to double the size of the business over the next five years, and I think we’ve got a fantastic opportunity to make that happen. It’s not going to be easy, but given the success we’ve enjoyed over the last 10 or 11 years, I think we can look forward to more good years ahead.”

Looking ahead

“With Mr Dickson’s personal ambitions driving him toward the chief executive officer (CEO) role, he took the advice of OCS group CEO Rob Legge (see FM Director May 2023 for Mr Legge’s interview) to gain more operational experience to support his promotion. “I was then appointed managing director of our hard services business, and shortly after that, we acquired the Arthur McKay hard service business, as well. I then moved to Edinburgh for 12 months to reverse our existing hard service operation into the Arthur McKay business,” he says.

February 2024 | 35

Mr Dickson states that although the company is now in a much better position to deliver large contracts, it remains dedicated to serving single-service deals and retaining its agile approach to serving customers. “We’re not going to be arrogant and offer a one-size-fits-all all service provision that doesn’t work in our industry. “We’ve always been very flexible and agile, and that means we can do what the customer wants. You see some companies that are not interested in contracts under a certain size, but that’s not us at all. We just want really good customers with whom we can work in partnership, add value and make a difference,” he says. “We’ve got some strong divisions for delivering single-service services, and we’ve got two really strong divisions to deliver either public or private sector FM contracts. “It’s all about having the right internal resources and the right structure and people, and that will then lead to more growth,” says Mr Dickson. He further explains that the company will continue to devote effort to delivering more work within the sectors that it is particularly familiar with, including retail, manufacturing and both public and private sector. “We know the areas where we’re really strong and we’ll continue to work to our strengths to further expand the work we do in those,” he says.

Our ambition is to double the size of the business over the next f ive years, and I think we’ve got a fantastic opportunity to make that happen

His next area of focus involved assisting the merger of the company with Atalian, which saw Rob Legge move into his global role “and that’s when I became CEO of the UK business in 2018”.

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15/02/2024 09:58

36 | February 2024

INTERVIEW

“OCS has also been particularly strong in delivering soft services, so another of our strategies is to look at some of those contracts to see if we can speak to the customers and start to provide hard services, as well,” he continues. “That’s something we can definitely do as we now have a national hard service division, and that’s also why we’ll be continuing to tender for TFM contracts.” With many options available to deliver the company’s organic growth ambitions, Mr Dickson further states that it will continue to consider more acquisitions, as well. “We like to buy good quality businesses, and you won’t see us carrying out distressed acquisitions.”

Expansion OCS has recently acquired the Profile Security and Accuro FM businesses, which are described as typifying the strong companies with good management, infrastructure and customer base that the company prefers to purchase. There are also at least two more acquisitions in the pipeline, and these are likely to be followed by others. “We aim to complete around four or five a year, and, given my background, that really excites me,” he continues. “Our historic success has been based on a blend of organic growth and retaining contracts, supported by strong acquisitions,” he says. Having recently organised its Apprentice of the Year awards during National Apprenticeship Week, Mr Dickson states that the company plans to increase the number of apprentices it employs from the current 350 to 1,000 within the next year. “We’re a people business, and it’s all about helping our people develop further. “We don’t want to be the biggest in the industry, but we definitely want to be the best, which also means that we need to employ the best people. “That means we must help them develop into leadership, via management and support of all our apprentices. If the business is investing in its people and is continuing to grow, that means there are more opportunities for our staff to progress their careers, which is ultimately what we want to see happening,” says Mr Dickson.

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He further states that both he and Mr Legge agree that they should have sufficient numbers of people within the business to avoid employing senior management candidates from other companies. While OCS will continue to upgrade its technology and improve its use of data, it will combine this with the core value of looking after all employees. “One of the many things we are developing at the moment is our new head office in Ipswich, which will be a state-of-the-art smart building that is being designed to provide the best workplace experience where people are going to love to come to work. It’s been a very busy nine or ten months, but we’re passionate about continuing to drive the business forward to achieve even greater things,” he states. “There’s a very positive culture at OCS, and that starts at the top. You have to have a very energised leadership team, and that then flows throughout the business.”

Looking at the FM industry as a whole, Mr Dickson feels that it should continue to strive to maintain the focus placed on it throughout the Covid pandemic, where it kept buildings open, secure and wellmaintained. “This is where things like the new cleaning apprenticeships are helping while also showing everyone that cleaning isn’t just a job; it’s a career. “Too many people still tend to fall into FM rather than choosing it as a career. But then once you’re in, you can’t leave because you love it,” he states. “There are so many exciting and interesting things happening around FM, and I think we really need to show it as a definite career option, so I think as one of the largest businesses, it’s only right that we do our bit and promote the industry,” Mr Dickson concludes.

15/02/2024 09:58

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38 | February 2024

ADVERTORIAL

Fire reaches all corners of a building – so should your safety strategy The dangers of fire in buildings have been well documented in recent years, particularly in the wake of the Grenfell Tower fire

his tragic event and the following enquiry brought about a change in the law, demanding a more rigorous approach to the testing and compliance of fire safety assets. A robust fire safety strategy was no longer simply a matter of meeting a set of objectives set out by the government; it was now life-critical, the difference between the safeguarding of people, buildings and business and potential disaster. PTSG Fire Solutions Ltd is the largest independent business division of Premier Technical Services Group Ltd (PTSG), one of Europe’s largest providers of specialist services. Established in 2016 (nine years after the Group’s founding year of 2007), it was already providing the design, installation, servicing, maintenance and commissioning of dry and wet risers at the time of the Grenfell Tower tragedy in June 2017. Police confirmed that the fire was caused by an electrical fault in one of the apartments, which soon got out of control largely because of the building’s flammable cladding. However, as fire safety expert and Managing Director of M&P Fire Protection, Paul Atkins, told BBC London at the time: “If there’d been a sprinkler system the fire would have been deluged before it got to the cladding. “People would have had plenty of time to leave the building. To date, no one has died in a fire with a sprinkler system in the household.”

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The growth and development of PTSG Fire Solutions Ltd M&P Fire Protection subsequently became part of PTSG Fire Solutions Ltd, as the Group set about building a department of highly experienced engineers delivering a portfolio of services that could meet the complete fire safety requirements of building owners and managers. By January 2023, when the Fire Safety (England) Regulations were Introduced under Article 24 of the Fire Safety Order, PTSG Fire Solutions Ltd comprised a mechanical fire business including UK Dry Riser Maintenance, UK Dry Riser Installations, UK Sprinklers, M&P Fire Protection and Pure Power; electrical fire and security services provided by Trinity Fire and Security Systems; and a comprehensive portfolio of passive fire services delivered by Neo Property Solutions and Indepth Services.

Fire detection and active fire suppression systems, such as fire alarms, sprinklers, dry risers and fire extinguishers, are highly visible in buildings and their function and effectiveness are well known. Passive fire systems, including fire compartmentation, fire and smoke dampers, fire curtains and cavity barriers are less visible or even completely concealed. Perhaps as a result, their maintenance is often further down the list of priorities for duty holders. However, the effectiveness of a building’s fire safety strategy depends on a comprehensive and well-maintained combination of these systems. The failure of just one of these systems as a result of lapsed testing could be extremely damaging in the event of a fire.

15/02/2024 09:58

ADVERTORIAL

February 2024 | 39

It could also lead to legal consequences: employers who haven’t ensured their buildings meet the required safety standards and regulations could face fines, legal action and suffer reputational damage.

An effective ﬁre safety strategy is a comprehensive one PTSG’s provision of active fire suppression and fire detection services was comprehensive following the acquisition of Trinity Fire and Security Systems in January 2019. PTSG’s Fire Solutions engineers are well established and trusted to design, install, test and inspect, service, maintain and commission sprinklers, dry and wet risers and security systems for clients in all sectors throughout the UK. Since the further acquisition of Neo in 2021 and Indepth in 2023, PTSG has added a full suite of passive fire services to its portfolio. Often less visible or “under the radar”, these services are crucial in creating a robust strategy to ensure people and buildings remain safe. Fixed Fire Protection Equipment: The servicing of a building’s sprinkler systems, in partnership with its fire pump, is essential to ensure they remain functional with the ability to save lives, buildings and businesses. PTSG has one of the largest teams of directly-employed field service engineers, which means it can manage all elements of fixed fire protection – covering engines, motors, pumps and controllers. Supported by its in-house remedial works team, PTSG is able to provide competitively priced remedial repairs. Additionally, its team can provide a “turnkey service”, where welding, on-site fabrication and civil works are required to complete the project. Fire doors: Research conducted in 2022 by the British Woodworking Federation as part their Fire Door Safety Week campaign ‘Close the Door on Fire’ found that over 30% of those asked believed that a fire door that was propped open with a wedge or a fire extinguisher was safe. This is a shocking statistic. PTSG employs LPCB, BM TRADA and Firas certified experts who specialise in the inspection and remediation of internal timber doors and front entrance door-sets. Its certified technicians provide assurance that every aspect of a building’s fire doors are functioning in accordance with fire regulations. PTSG’s comprehensive fire door inspection service has been designed to meet third-party certification standards, providing assurance and evidence to the responsible person that fire doors perform as they should in the event of a fire, protecting lives and properties.

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Its certified fire door service provides assurance that fire safety risk is being managed and that its clients’ fire doors and door sets work as intended. Fire and smoke dampers: Ductwork runs throughout an entire building, providing fresh air and heat. Fire and smoke dampers are located in a building’s ductwork system at any point where the ductwork breaches the fire compartment. Dampers are essential in preventing the spread of fire and smoke, and the law sets out clear rules and guidance for their inspection, testing and maintenance. PTSG will not only help customers to identify any issues with their fire and smoke dampers, but also help them to find solutions. They will not simply leave a customer with a report stating their system is not compliant. Once identified, PTSG’s engineers test each damper. A drop test checks that the damper will operate should a fire break out. Both fire dampers and smoke dampers need to be regularly tested and maintained to ensure proper functionality.

Routine inspections are crucial to make sure dampers close as intended and that the associated control systems are in good working order. A visual inspection and complete testing give duty holders reassurance that their system is fully operable, and it is the only way to achieve compliance.

Further passive ﬁre solutions In addition to the above services, PTSG Fire Solutions Ltd also delivers a number of other services including: fire rated glazing systems, fire compartmentation surveys, fire curtains and cavity barriers, fire stopping and penetration sealing, ductwork cleaning, indoor air quality testing – and for buildings with commercial kitchens, PTSG provides a grease extract and ventilation cleaning service. Its team is always available to offer expert advice and to give a no-obligation quotation for services. PTSG operates five independent divisions, working from 47 regional locations to serve 20,000 customers and 200,000 assets. www.ptsg.co.uk info@ptsg.co.uk 01977 668771

PTSG will not only help customers to identify any issues with their f ire and smoke dampers, but also help them to f ind solutions

15/02/2024 09:58

40 | February 2024

HOME OFFICE

Creating the optimum set up for an ergonomic home office Laura Clark explains the importance of avoiding the pitfalls that can result from creating a home office without paying attention of the need for comfort and support

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HOME OFFICE

espite the considerable efforts of employers to encourage their staff to return to the office, many FM professionals are reporting that their facilities and those of their clients are much quieter on Mondays and Fridays than the rest of the week, indicating that high numbers of workers are continuing to work remotely at least two days per week. It seems unlikely that every person not in the office will working from home, although it is probable that many will be using their home for work purposes for at least a few hours of the days they are not in their main office. Those using a home office on a regular basis need to be aware that without the necessary support in place, they will increase their chances of experiencing issues with backs, necks and joints. Employers are also reminded that their duty of care to their staff remains the same regardless of where they spend their working day, which means that there may be an increased risk of disagreements occurring. Companies deemed to be not responding to requests for assistance from staff can also run the risk of experiencing legal challenges, with the potential to cause considerable harm to professional reputations. In order to help readers avoid the difficulties outlined above, FM Director spoke to ergonomics expert Laura Clark to benefit from her expert advice and help readers avoid the issues that result from not having the correct levels of support and comfort in place when working from home.

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“From an ergonomic viewpoint this is far from ideal, because working from home could continue for some time and it is imperative to ensure that everyone’s working arrangements are at least as good as they can be,” she continues. “People working from home will often find that they begin to feel uncomfortable and there’s a very real possibility that these issues will develop further and start to cause problems if they’re not addressed.” Ms Clark offers a number of helpful tips to assist those working from home to avoid issues and more serious problems developing through providing both comfort and support in home office set ups.

Regular breaks “Working from home means that workers will frequently sit in one position for longer, because they don’t have to get up to go and speak to their colleagues, and the majority of communication takes place through online or via phone calls and emails. The body is designed to move and, despite the fact the fact that you may feel more relaxed when you work from home, issues will start to occur if regular breaks are not taken.

Working f rom home means that workers will f requently sit in one position for longer

“A lot of us have been faced with the challenge of working from home in recent years and not everyone is as well prepared for this as they could be,” says Ms Clark. “While some are lucky to have a designated office area or building to work in, others are working from their dining room tables or sofas.

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“It’s best to leave the work area at least once an hour, even for a few minutes and a lunch break needs to be scheduled so that it provides a break from the area and work. This will allow you to give your eyes a rest from the screen, while maintaining or improving blood flow and keeping your muscles active and stimulated.

Laptop and PC usage “Laptops are not very ergonomic inventions, because you need to make sure that you’re looking directly at the screen. You frequently see people looking down at their laptop screen and this can result in headaches, neck and upper back issues developing. “These can be easily avoided by using a laptop stand or even some books to raise the laptop to a better height for the user. Those working from home should also use a separate mouse and keyboard, which are much better for those regularly working on their laptops. “This will then help to avoid the difficulties experienced with wrists, elbows and shoulders that are often classed as repetitive strain injuries (RSIs). You need to make sure that your keyboard and mouse are within easy reach and that there’s a convenient space in front of the keyboard for you to rest your wrists when typing,” Ms Clark continues. She advises that laptops are used in the same way as personal computers (PCs) and with the screen at the correct height for comfortable use. The use of a separate keyboard and mouse will also help to avoid RSI injuries developing or worsening, she says. “It may seem obvious, but your seating arrangements are also very important in the process of avoiding problems developing. Despite the fact that many of us are aware of this, we often find that our attention becomes focused on our work and we don’t realise there’s a problem until it becomes painful and needs urgent treatment to avoid it becoming a long-term issue. “If you are lucky enough to have an office chair, avoid perching and leaning forwards and make sure that you sit nice and upright, with your back fully against the backrest to make you sure you enjoy optimal levels of support. “Armrests should be positioned just under your arms when your elbows are at 90-degree angles, which will help to relieve any strain on your shoulders.

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HOME OFFICE

If you are lucky enough to have an office chair, avoid perching and leaning forwards and make sure that you sit nice and upright, with your back fully against the backrest

“People working from home should avoid using the sofa where possible and, if you have to use a dining room chair make sure you position a cushion in your lumbar area. “As previously mentioned, getting up and taking regular breaks will also help to avoid issues developing,” Ms Clark continues. “Like many people, I’ve found that my work has changed since the pandemic and particularly for the completion of workstation assessments. Prior to all the lockdowns I would usually complete these by travelling to the client’s office and help them to improve conditions for workers experiencing discomfort. “I’m now finding that companies are more interested in making use of my Workstation Overview service and assess how their staff are set up at home. It’s obviously not possible to travel to the home of every employee but all the company needs to do is provide a photograph of the member of staff and their home office and I can usually find a solution to the problems they are experiencing,” she states. Those wishing to speak to Ms Clark directly and hear more about the solutions available are invited to contact her by email at laura@lauraclarkergonomics.co.uk. www.lauraclarkergonomics.co.uk

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44 | February 2024

INTERVIEW

Energy savings and carbon emission reduction aims result from career-long focus Behfar Abedenia explains his long-term commitment to assisting clients reduce their energy consumption and carbon emissions through the application of modern technology and equipment

hile the UK government has received criticism for its lack of support for UK industry following the signing of its pledge to achieve net zero carbon emissions by 2050, its actions have nevertheless helped to raise interest in how to meet the requirements and reduce outlay on energy. Another advantage within this is the focus that these developments are placing on the skills and expertise of industry professionals, including those of Taconova UK general manager Behfar Abedinia.

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His long experience in assisting clients to reduce their energy costs and carbon emissions is continuing to prove invaluable in the current drive to assist the UK to reach its 2050 legally-binding commitment.

A start in energy After starting work in the energy sector in 2003, Mr Abedinia then began working for Npower. “I’ve worked in the energy industry for 21 years now, advising customers on how to use energy-efficient products,” he states.

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INTERVIEW

His career has ranged from consultancy to providing advice on the best means to reduce energy and has involved him working with many of the largest energy providers in Europe. His work has brought him into contact with local councils, housing associations managing thousands of properties and individual contractors, providing advice and assistance to achieve greater levels of energy efficiency. In 2012 Mr Abedinia joined BillSaveUK as its business development manager, then in November 2018 became the UK specification manager for the Secure Meters organisation, providing in-depth experience within the manufacturing sector. “Much of my work has focused on helping clients improve the energy efficiency of their projects and buildings. We help clients save money by gathering effective data and use it to monitor their energy performance, enabling us to make the best adjustments,” he continues. Having joined Taconova UK last year as its general manager, Mr Abedinia describes his responsibilities as ensuring “our product portfolio provides the best solutions to our clients and gives them the best energy efficiency options, comfort and reliability, in terms of heating system performance, and also servicing”. The aim is to provide a complete solution – rather than just a product – to provide end users with the most cost effective and efficient outcome. “We always look to reduce energy consumption, which has a direct impact on the environment, as well,” he continues. “Whenever we introduce new products, this is only after we’ve looked at how it will sit in the market and how it will impact the energy efficiency and comfort of the users.”

February 2024 | 45

“We also look after daily billing and metering services, which are typically provided to local councils, housing associations, developers and managing agents,” he continues. After generating the invoices, the company is also responsible for collecting payments and passing these to the end client. Another of the company’s areas of focus includes the provision of essential products for district heating systems, which is assisting heat network operators to increase the number of systems in place and reduce carbon emissions on a massive scale. “The use of data shows that district heating is one of the most effective ways to reduce carbon emissions, while providing affordable heating to residents,” says Mr Abedinia. The company has been involved in both district heating and communal heat networks, which can apply to smaller areas and even single buildings, typically where the plant room is designed to serve all the apartments and avoid the expense of individual heating systems for each one. This is combined with the gathering and analysis of data to ensure that all systems work as expected and that accurate bills are delivered in a timely manner.

Much of my work has focused on helping clients improve the energy eff iciency of their projects and buildings

His description explains the three main requirements of the company’s products in reducing carbon emissions while delivering efficiencies, without impacting the comfort levels of end users.

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INTERVIEW

46 | February 2024

The discussion on the increased use of district heating systems then moves to the topic of using renewable energy sources to power them, including the use of heat pumps. He states that it is essential to understand how the system works and that all data is shared, particularly with designers, which will assist each project to achieve or even exceed its objectives in future. “The use of data also shows the clients that they are getting return on their investments. That’s very important and that will help to persuade more people to get involved and continue to invest in district heating in the future,” he continues. He further states that the use of larger heat pumps as the central elements within communal and district heating systems is increasing. This opinion is supported by reports last year of increased demand for the larger heat pumps of around 1MW in size. “Although it seems initially that district heating systems require higher capital levels of capital costs, in terms of operational life they are far more efficient. And that’s where local councils and authorities can help by including them in the planning permission process,” he continues.

Leaving fossil fuels behind The use of renewable energy to power district heating systems is essential to move away from the use of fossil fuels. “We’re also looking at renewable energy to provide lower cost and greater efficiencies,” he says. “We’re seeing that lower primary temperatures can be used in these systems, which saves a lot of energy while also seeing no reduction in comfort levels for the end users. We’re also seeing certain cities actively promoting district heating systems through their planning process, which will also see growth in the UK heat network industry,” he says. “As well as using the data to show the levels of efficiency the system is delivering, we use remote diagnostics to identify any faults and make sure that each system is performing at the optimal level,” he says. Mr Abedinia states that he believes that an effective district heating strategy will be good for the UK and that the government needs to devote its efforts to educate end users on the benefits they will receive. “Ultimately this means they will receive a cleaner, greener and more cost-effective heat form for all residents and occupiers of the buildings where the system is installed,” he explains. “From my point of view, if we can help to achieve that goal and provide higher levels of efficiency and data to analyse and use to improve performance levels further, we will certainly be proud to be involved,” he continues.

The sharing of knowledge and expertise is also essential to ensure that the growth of district heating in the UK is delivered in the most effective way. Mr Abedinia states that Taconova has worked across Europe for the last 60 years and is ideally placed to share its expertise with UK clients. “We’re very keen to share our knowledge and partner with UK industry to make sure that all projects result in reductions to carbon emissions and support the commitment to net zero carbon emissions, as well as helping the residents to achieve the level of comfort they’re looking for,” he says. Mr Abedinia also explains the importance of working with Ofgem and its forthcoming legislation, which is designed to see the industry work to minimum standards.

We’re very keen to share our knowledge and partner with UK industry to make sure that all projects result in reductions to carbon emissions

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15/02/2024 09:59

INTERVIEW

“The heat network industry has not been regulated and we’re very keen to provide the products and solutions that will comply with the new legislation and help our clients and end users get to where they need to be. We expect to be working with all industry stakeholders, including the large energy companies, as well as within ESCO contracts, to deliver the best results within these projects, which we all benefit from,” he states. Having established its UK operation, Taconova is now in the process of establishing meaningful partnerships with the aim of further extending its collaborative working practices. “We’ve always been about providing complete solutions, rather than just a product.” One of the issues the company is seeking to overcome is placing too much focus on initial capital outlay, which is perceived as saving money but often proves more expensive in the long run. Placing more emphasis on value is needed, he continues, which will help everyone enjoy the benefits of correctly designed and installed district heating systems. He believes that the forthcoming Ofgem regulations will help with this, as everyone will need to comply and work to the best standards. This will help to avoid the situation where systems are installed at the cheapest price, but then prove more expensive to run and can then prove more costly to the end user. “The problem is often that contractors have to finish the project on time and on budget,” he continues. “When legislation specifies that minimum standards have to be delivered, that helps everyone to raise their standards. “It’s important to realise that we’re not talking about big differences in the cost, but you can still see cost being prioritised over performance and efficiency, and that’s the sad part.

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February 2024 | 47

You can still see cost being prioritised over performance and eff iciency, and that’s the sad part

“You can even see where small components have been omitted which are actually essential for the district heating system, and then affect the performance levels of the entire system,” he says. Mr Abedinia is additionally keen to stress that for the UK to achieve its net zero carbon emissions target by 2050, there has to be a detailed strategy in place that will see government bodies, industry and all areas of the UK working collaboratively. More efficient houses and heating systems are an essential part of this, he states, while also emphasising the need for all systems to be designed, installed and commissioned correctly. “It’s essential that once these buildings and systems have been handed over, they continue to monitor the efficiency of these networks, using the data to analyse their performance. It’s all about using the technology and data in the best way to drive forward and deliver the best results,” Mr Abedinia concludes.

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48 | February 2024

ADVERTORIAL

Streamlining Prequalification Questionnaires for Buyers and Suppliers Eleanor Eaton, SSIP Chair, discusses how gaining, and maintaining, SSIP certification can save time and money when completing your PQQ’s

f you’re involved in the facilities management or construction industry, you will be very familiar with the term Pre-Qualification Questionnaire.

The Pre-Qualification Questionnaire (PQQ) serves as a pivotal tool in assessing the suitability of contractors and suppliers during the tendering period. Companies rely on the PQQ to evaluate potential partners based on various criteria, ranging from health and safety standards to financial stability and technical expertise. While the intent behind the PQQ is to efficiently identify qualified candidates, the reality often involves repeat processes and wasted resources.

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Suppliers often find themselves repeatedly navigating similar sets of questions and assessments, leading to inefficiencies and frustrations on both ends. A major part of a PPQ is the Health and Safety questionnaire. To reduce the burden on suppliers to repeatedly provide the same information, SSIP certification brings this a solution.

The foremost benefit for buyers and suppliers The Deem to Satisfy (DtS) Agreement, a pioneering initiative among all SSIP member schemes, facilitates mutual (and non-mutual) recognition across all SSIP assessment providers.

15/02/2024 10:00

Saving Clients and Suppliers £Millions Each Year. Mutual Recognition. One Universal Standard.

Become a part of SSIP today

50 | February 2024

ADVERTORIAL

In 2023, buyers and suppliers achieved a remarkable £10 million in savings directly attributed to the use of the Deem to Satisfy agreement. Under DtS, suppliers assessed through any SSIP member scheme need not undergo a full reassessment with a buyer’s preferred scheme. Depending on the preferred scheme, suppliers may need to provide additional requirements like proof of insurance or trade association membership. A complete list of additional requirements is available at: https://ssip.org.uk/ssip-deem-to-satisfy-chart/. Through the DtS Agreement, all assessments adhere to the same rigorous SSIP Core Criteria, ensuring equality among assessments without establishing a hierarchy based on business needs. In January 2024, SSIP issued over 3,700 DtS certificates, each representing an instance where suppliers or buyers avoided duplicating health and safety assessments.

For buyers, SSIP certification brings several advantages: Streamlined Evaluation: SSIP certification eliminates the need for exhaustive health and safety assessments within the PQQ. Buyers can trust that SSIP-certified suppliers have already met rigorous standards, allowing for a more streamlined evaluation process. Time Savings: With SSIP certification, buyers save valuable time that would otherwise be spent reviewing redundant health and safety documentation. This time can be reinvested in evaluating other critical aspects of supplier capabilities and project requirements. Cost Efficiency: Reducing duplication of health and safety assessments translates to cost savings for buyers. By leveraging SSIP certification, buyers can optimise their procurement budgets and allocate resources more effectively. Enhanced Confidence: SSIP certification instils confidence in buyers by signalling a supplier’s commitment to best practices in health and safety management, adhering to the SSIP Core Criteria, aligned with PAS 91 and the Common Assessment Standard. This assurance minimises risks associated with noncompliance and enhances overall project reliability.

SSIP certif ication serves as a catalyst for eff iciency, standardisation, and conf idence in procurement processes for both buyers and suppliers

On the supplier side, SSIP certification offers an array of further benefits: Competitive Edge: SSIP-certified suppliers stand out in a crowded marketplace by demonstrating their proactive approach to health and safety compliance. This competitive edge can lead to increased opportunities for business partnerships and contracts. Reduced Administrative Burden: With SSIP certification, suppliers can bid for projects with confidence, knowing that their certification streamlines the pre-qualification process. This reduces the administrative burden associated with completing repetitive PQQs and allows suppliers to focus on delivering value to clients. Expanded Market Access: SSIP certification opens doors to a broader range of clients and projects. Suppliers can leverage their certification to showcase their credentials to prospective buyers across various industries, expanding their market reach and diversifying their portfolio. SSIP certification serves as a catalyst for efficiency, standardisation, and confidence in procurement processes for both buyers and suppliers. By eliminating redundant assessments, reducing administrative burdens, and enhancing market competitiveness, SSIP certification paves the way for streamlined and mutually beneficial business partnerships. As the industry continues to evolve, gaining SSIP certification offers a reliable way for all parties to reduce the burden that pre-qualification questionnaires can place upon an organisation. If you are interested in learning more about SSIP certification or undertaking an assessment through a member scheme, please visit www.ssip.org.uk

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15/02/2024 10:00

BUILDING SAFETY ACT

February 2024 | 51

Building Safety Act: implications for FMs as construction clients 6 April 2024 sees the end of the transitional period for building control applications and the introduction of a new regime which has far reaching implications for those who commission, design and construction all buildings in England where Building Regulations apply

ollowing in-depth coverage of the Building Safety Act and its far-reaching implications in various issues of FM Director last year, more detailed advice on the progress of the new legislation has been commissioned from Chartered Institute of Building (CIOB) Client Champion Paul Nash. In addition to this role, Mr Nash is a director of Paul Nash Consultancy and provides the considerable benefits of his long experience to explain what FMs and their service provider partners need to know about the responsibilities of the client as a dutyholder under the Building Safety Act and related secondary legislation. I would like to begin by stating that most FMs will be aware of the new dutyholder role of accountable person in connection with operating higher-risk buildings (HRBs) introduced by the Building Safety Act 2022 (BSA). If you did not know, people in the role have a regulated duty to keep occupants safe and to provide a Safety Case Report demonstrating how you are identifying, mitigating and managing building safety risks.

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What you may be less aware of is that the BSA also affects a much bigger group of people: construction clients, ie persons for whom a project is carried out. This group is likely to include many more facilities managers because it is not restricted to work on HRBs but includes any work where Building Regulations (BRegs) apply. If you commission repair and maintenance work that is covered by the BRegs, you now take on new duties as a client and are subject to new requirements, with additional ones if the work relates to an HRB. As the 6 April deadline approaches, it is essential that FMs and service providers familiarise themselves with these changes and are prepared to act.

Focus on compliance Although the end goal of the BSA and related secondary legislation is improved safety for occupants, the focus during design and construction is on tightening compliance to ensure that what is designed and built fully complies with BRegs.

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52 | February 2024

BUILDING SAFETY ACT

The detailed procedural changes are best understood in relation to a handful of overarching themes identified as contributing to compliance. These are accountability, competence, project management, information management and deterrence.

Accountability The updated BRegs assign accountability for compliance by creating new duties that must be fulfilled by persons (i.e., individuals or entities) taking on regulated dutyholder roles. Although these roles have the same names as the dutyholder roles under the CDM Regulations – client, designer, contractor, principal designer and principal contractor – they are distinct and different, and of course carry different liabilities. For total clarity, if you are the client, you should identify which of your service providers is doing what in appointments and articulate expectations regarding these regulated roles accordingly. In this context, developing a RACI (responsible, accountable, consulted, informed) matrix can be very helpful. Properly assigning dutyholder roles will not only ensure that you have fulfilled your duty as a client properly but will also improve the chances of your project complying with all relevant requirements of the BRegs.

Competence To be competent means having the right individual skills, knowledge, experience and behaviours, or for an organisation, having the organisational capability. (If you are unfamiliar with what is meant by ‘behaviours’ in this context, it includes being able to cooperate and having the integrity to refuse work if it is beyond your competence.) Evidence suggests that too many service providers in the past turned out not to be sufficiently competent and so you are now required to satisfy yourself that they are before you appoint them. The responsibility is not all yours: other dutyholders have a reciprocal duty to refuse work that they are not competent to carry out.

Having proper systems in place is especially important for HRBs, where the building control requirements are more stringent. You must have the governance, reporting structures and training in place to ensure that the whole project team can contribute to recording decisions, tracking and notifying changes accurately to leave a clear audit trail and obtain approval from the Building Safety Regulator where required, and identifying and reporting safety occurrences.

Proper checks on competence will help to ensure compliance.

Information management Update your standard questions when appointing by asking for appropriate qualifications, current certifications, experience, and references as evidence. Look out for service providers who are members of professional organisations operating to a code of conduct (such as the CIOB)

Project management All dutyholders now have a duty to cooperate with each other and to plan, manage and monitor their work so that it complies with all relevant requirements. The client must make suitable arrangements for planning, managing and monitoring their project, and must ensure the allocation of sufficient time and resource to ensure compliance.

The flow of information in construction projects underpins everything and so has always been important. It is even more so now.

We should never lose sight of why this change was needed

This will help your project to run smoothly and help you to maintain a good working relationship with the relevant building control authority.

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BUILDING SAFETY ACT

February 2024 | 53

To be competent means having the right individual skills, knowledge, experience and behaviours, or for an organisation, having the organisational capability For HRB projects, the information management burden is particularly onerous. You must provide for the ‘golden thread of information’ and also manage numerous other information requirements.

Deterrence

These include comprehensive packages of information for building control approval by the new Building Safety Regulator, change control notices, and safety occurrence reports.

The relevant authorities’ regulated powers of enforcement have been considerably beefed up, with extended liability periods, stiffer fines, and, ultimately, criminal conviction and imprisonment for failures to comply.

For all projects and in particular HRB’s, you should treat your regulated information exchanges as more than just ticked boxes. As well as being comprehensive, accurate and up to date, they should be well organised and clearly communicated. This will ease your path through building control and reduce the likelihood of delays, as well as ensuring that the responsible and accountable persons are able to discharge their duty to ensure the safety of occupants after completion.

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A final factor underpinning the Building Safety Act’s strategy for improving compliance and, therefore, safety, is to increase the penalties for non-compliance.

It is likely that the legislative changes will take time to ‘bed in’, especially in connection with HRBs, but it is in the interests of society and the industry to make them work. We should never lose sight of why this change was needed and the responsibility we all have to ensure that residents are safe and feel safe in their homes in the future. More client advice from CIOB, including a free to download client guide, can be found at ciob.me/clienthelp

15/02/2024 10:02

54 | February 2024

ARTIFICIAL INTELLIGENCE

Supporting FM skills and experience with AI interaction The running of facilities and estates in various locations around the world is being made simpler by the effective use of artificial intelligence

ne of the more accepted and regularly used phrases in professional circles around the world is that of “ There is no substitute for experience”, which has been proven as entirely accurate on numerous significant occasions.

In addition to avoiding errors that can frequently cause considerable levels of inconvenience, expense and even prove damaging to the reputation of organisations, the gaining of experience is often the most effective way to progress and meet career ambitions.

It is frequently used when a mistake has been made that has led to a particularly negative outcome that is then identified as being the result of a lack of training and expertise for the individuals or teams responsible.

These benefits and more can be seen in the successful outcomes achieved by FMs and managers of estates, as reported to FM Director in conversations held over the last few months.

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15/02/2024 10:03

ARTIFICIAL INTELLIGENCE

One particularly notable conversation was held with an experienced FM who has recently returned to full-time working, working for a business that operates on an international basis. It currently has offices in two different areas of the world and this means that the issue of complying with relevant legislation – always the first aspect every FM focuses on – are widely varying and that can mean spending a great deal of time in finding the details and ensuring that every part is understood and complied with. One of the developments that may prove surprising to many readers is that the details of the relevant legislation can even change within different areas of the same country. Depending on the size and number of facilities involved, this may mean some companies have to employ FMs to work in each area. At the time of speaking the FM was responsible for five facilities around the world, three of which were in one country, with the other two in different European countries. Each one had proven subject to different requirements. The managing of any large facility or estate in one country is often a role that includes challenges on a regular – and event constant – basis, which increases exponentially when additional facilities in other countries are included. Without fully appreciating all aspects of the requirements and the differences in legislation for each region, it is doubtful whether any of the facilities in question could be managed to an acceptable standard. Further to this, many FMs are now finding that not only are they required to manage each of their facilities to high levels of compliancy, including each aspect of service delivery, but they are increasingly having further improvements added to their roles, with the aim of ensuring they perform well beyond the targets included within the various types of legislation.

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These added requirements can vary to the project management of new construction activities to the highly complicated task of implementing environmental and social governance (ESG) strategies and more. There is, however, more light emerging at the end of this particular tunnel, principally through the interaction with and application of new technologies. Our contact on this occasion has found that logging onto online artificial intelligence (AI) platforms is proving highly useful to support her work, particularly in learning about the various rules and regulations that each facility is governed by. Speaking to FM Director via an online call proved particularly helpful on this occasion as it allowed the viewing of our contact’s screen for them to demonstrate how they are using AI. We were able to witness how the FM logged on to the platform of choice, then type in the question about the relevant types of legislation for the running of commercial office buildings in an American state. Within seconds, a detailed overview of both state and national regulations is provided, covering all aspects of fire safety regulations for the area in question.

There’s often a lot of pressure in FM and construction and it’s f requently like plate-spinning

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“This is how I now use AI to support my work and I get someone to check the information it produces to make sure it’s accurate,” our contact continues. “I could have done this without it, but it would probably have taken me three weeks of research and I may also have had to use the services of a consultant to find everything, which may have required more time, as well.” Having downloaded the response, this is then check by both our contact and one of their trusted consultants with specialised knowledge. These tasks are regarded as essential, as although AI is proving highly useful, it is not infallible and all information should be checked and verified. Despite these additional tasks, however, our contact states that the end result is often achieved much quicker than would otherwise be the case. Despite the emergency in recent months of alerts and warnings issued about the potential for AI to exceed the boundaries of safe operation, including how this is increasingly likely to see a number of job roles disappear from the market, it seems that more positive developments can also be achieved. Our contact’s personal view is that AI is helping to enhance their role and also that these benefits could not be enjoyed if the questions asked were unclear or misleading.

“You can you use all your knowledge that you have as a facilities professional to type the prompt and receive the information you need,” says our contact. “This can be applied to anything you need and it only ever takes just a few seconds.” To illustrate the point further, they type in a search for details of the UK’s Working Time Directive and request the inclusion of references while still sharing their screen during the online call. The information is again delivered within a few seconds, including all references and supporting data. “It means that we can move so much more quickly, but the critical thing is that you have the right knowledge in the first place to ask the right questions. Once you post the correct prompt, you quickly receive all the information you need and helps you to deliver quicker and move things along,” says our contact. Another positive aspect of AI is how it can be used to improve communications with colleagues, clients and facilities users, they continue. “FM is all about communicating with everyone and you usually have to send multiple emails and messages to let them know about an issue and what that means for them, perhaps letting them know the lifts won’t be working tomorrow, for example.

I could have done this without [AI], but it would probably have taken me three weeks of research and I may also have had to use the services of a consultant to f ind everything

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You can you use all your knowledge that you have as a facilities professional to type the prompt and receive the information you need

Rather than the dramatic warnings of swathes of jobs being lost, it seems that applying it in the best way can help those requiring assistance with any aspects of their working lives and work-related targets.

“As a human being, you can’t help being affected by your most recent experience of something, which might include water gushing out of a ceiling and making you feel a little bit fretful. Having dealt with that and turning to the task of sending the emails, try as you might, it’s very likely that the tone of your message will be affected by that experience.”

Using herself as an example, our contact states that running facilities in four different areas of the world would be considerably more difficult without AI. “It’s likely that this will become more common when AI is used to take some of the heavy lifting out of jobs, and you can keep having the contract meetings and building relationships to make sure you keep the human side.”

Rather than firing off emails that reflect their current mood, our contact provides another live demonstration of how they copy the text of a message into an AI online service and ask it to rewrite in the tone most appropriate. They provide two examples of accepting an estimate and asking a service provider to proceed with a project, followed by a request for the platform to create a more light-hearted message informing facilities users that their lifts will be out of action. Both of these requests again receive responses in seconds. “It makes the job far easier, with less pressure. I’ve even used the service to create reports and you can also use it to record meetings, take notes and highlight the actions agreed at the end.” They further explain that knowing how things used to work before AI allows more mature users to appreciate the advantages it provides and apply it in the most effective way. “Most people in my office are under 35 years of age, but I’m the most prolific user of AI because I’ve adapted to it much quicker, to the point where they often come to ask me how to use it. “If we can adopt it more widely in the best way, it will improve efficiency across all lines of business and we’ll start moving faster. That may be a little precarious for those not used to moving quickly, but it will help to reduce cost in a number of ways,” she says. The reduction of cost is a common topic in FM, as most readers will know from personal experience, but this is being achieved through the correct application and interaction with AI.

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Project management Another common issue that affects many FMs is discussed during our call, which is that of project handling and completion. While these can be highly satisfying when everything goes according to plan, it can easily prove to be the opposite when just one or two elements prove more problematic. “There’s often a lot of pressure in FM and construction and it’s frequently like plate-spinning, with lots of things happening at once, and then you introduce the extra work that goes with a project and it can quickly become very stressful. Depending on the type of project involved, it can be better for everyone if these are kept separate from the daily tasks, with dedicated people and teams employed to focus on them and give them the attention they need.” It is a well known fact that roles can differ between the running of facilities based in different areas of the world, as well as the number and types of legislation that need to be complied with. These can result in dramatic differences when some areas of the world are not governed by complex legislation, compared with others that may have much more involved requirements, but may also benefit from clear regulatory frameworks. “For example, one of our offices in America has lighting wires that are just held by cable ties and everyone is fine with that, whereas EU regulations state that any electrical installation has to be insulated and installed in a particular way. They use a lower voltage for lighting in America, so it’s probably not a serious issue, but I don’t feel comfortable with the cable ties and I’m looking to get some insulation around them,” says our contact.

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The different requirements and standards applied to managing facilities around the world brings the conversation back to the topic of AI and our contact finds that although the regulations may differ, they find that contractors will still work to the required standards, although they may not be in the habit of documenting this. “I’ve even produced risk assessments and sent them to the contractors as an example of what I’d like to see and often find that AI helps with this, as well,” they continue. “We then get the quote for the work, ensuring it will be completed safely, and that will determine the budget for the project.” Perhaps one of the most encouraging topics within our wideranging conversation was that it is essential for those using AI for particular purposes have the necessary level of expertise. This will allow them to ask the most relevant questions and receive more accurate information as a result, providing further reassurance that personal learning and development will remain essential in all work environments. Without the necessary levels of skills and knowledge, it is much more likely that the more general warnings posted within national media outlets in particular in recent months will become more relevant. It has become increasingly the case that individuals with high levels of skills and expertise are in great demand at present and this is likely to become even more prevalent in the future. Our contact remains convinced that the use of AI will increase throughout the FM sector and continue to provide higher levels of advantages as a result, including support for individuals that will help them to achieve their desired levels of wellbeing and remain productive at all times.

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NATIONAL APPRENTICESHIP WEEK

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Skills for life theme for NAW2024 This year’s National Apprenticeship Week took place earlier this month and recorded increasing levels of engagement from FM service providers, clients and industry organisations

ne of the most dynamic and appealing initiatives took place earlier this month in the form of National Apprenticeship Week (NAW) 2024, promoting the many benefits to individuals, companies and the commercial sector in general. This year’s event revolved around the central theme of Skills For Life, further emphasising the value of apprenticeships.

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One of the more absorbing details to emerge on the topic of apprenticeships over recent years is the sheer diversity of the courses now available. While these were regarded as concentrating on the delivery of technical skills required within the delivery of hard FM services, they are now seen to include many other areas of work experience, including finance and accounting, marketing, cleaning and catering, among others.

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Another consideration for modern apprentices is that they are able to immediately benefit from being paid for their efforts. There have long been comparisons between students choosing to attend universities and gain degree qualifications with those embarking on apprenticeships. Those in favour of the latter explain the benefits of avoiding building up large amounts of debt prior to starting to earn money, along with gaining early advantages through engaging with workplace activities. This year’s NAW called on individuals, employers, training providers and communities to support those embarking on apprenticeships and encouraging those considering the options available to them. There has been considerable levels of support for the initiative from the government, which is continuing to encourage higher numbers of young people to embark on apprenticeships to assist with the ongoing shortage of skilled workers within the UK.

National Apprenticeship Week In addition to many FM service providers, this year’s NAW has been supported by other organisations such as Mid Sussex District Council, which published the results of its interview with trainee planning officer Peter Davies.

He had previous experience of planning administration working and this had fuelled his interest in the topic and his interest in becoming a planning officer and “start dealing with my own applications whilst also learning and once I have completed my Masters an opportunity to gain RTPI membership,” he stated. His thoughts provide another highly relevant aspect of apprenticeships in that those embarking in them can continue their education, both during and after their training period finishes. While some individuals find they are able to combine their studies with their training, others find that their courses help them to develop more interest in studying that then lead to additional learning within evening or day release courses.

I believe everyone has a skill that can be utilised

Having joined the council in August last year, Mr Davies found his apprenticeship provided “a great opportunity to gain experience whilst also furthering my education at the same time and to have support from the council”.

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When asked if he would recommend an apprenticeship to others, Mr Davies replies: “Definitely! It has been very beneficial learning whilst also working as they have both benefited the other and to further my progress.” There have been notable additional levels of support provided to NAW by industry bodies, such as the Building Controls Industry Association (BCIA), which has also published interviews with those undertaking or having completed an apprenticeship in the building controls sector to find out more about their experience. Cura Energy junior estimator Gareth Holvey is pursuing a building energy management systems (BEMS) Controls Engineer Apprenticeship Level 4. Describing his experience he says: “You’re in your workplace learning at the same time and Cura Energy gives me 20% of the time in the week to do bits that I need to do on the apprenticeship, whether it’s an assignment or some additional learning with an engineer. “I would highly recommend this apprenticeship. It has given me the knowledge and skills that I need in order to achieve great things in this industry.” Sontay deputy production manager James Barber completed an apprenticeship in electrical engineering and says: “During my apprenticeship I got to spend time in all the different departments across Sontay, which gave me a great opportunity to work my way through the company and lend help wherever it was needed.” His thoughts are complemented by those of EON Controls support/ commissioning engineer Greg Smith, who was looking for a new career challenge. After receiving a recommendation about the building management systems (BMS) sector, he then signed up to a four-year apprenticeship scheme, which has seen him progress to becoming a qualified electrician and BMS controls specialist. Mr Smith says: “I believe everyone has a skill that can be utilised and I really encourage anybody to be thinking about an apprenticeship to consider the BEMS Controls Engineer Apprenticeship Level 4. This will provide an entry level into an expanding field, and I look forward to perhaps working with you in the future.”

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To further support young people pursuing a career in the building controls industry, the BCIA launched its Young Engineers Network in April 2022. The YEN has been established to provide a forum for young BEMS engineers to share learnings and best practice and to help attract and retain young talent into the BEMS industry. Further support for NAW 2024 has been provided for T Level apprenticeships in particular has been provided by the Federation of Environmental Trade Associations (FETA), which spoke to three students currently pursuing courses to find out more about why their course appealed to them and hear about their experiences to date.

Vocational skills T Level training is described as an alternative to A Levels, apprenticeships and other courses for students. Equivalent in size to 3 A Levels, a T Level focuses on vocational skills and can help students into skilled employment, higher study or apprenticeships, says FETA. Each T Level includes an in-depth industry placement that lasts at least 45 days to provide valuable experience in the workplace, while employers get early sight of the new talent in their industry. Intandem Systems T Level trainees Ethan-John Yates, Ariel Lusala and George Knight are all part of the team at the FETA member business. While messrs Knight and Yates have enrolled on Building Services Engineering: Electrotechnical courses, Mr Lusala is taking a course in Engineering Design and Development: Manufacturing. Mr Lusala states that he first heard about T Levels during a school assembly, where they were described as a cross between A Levels and practical learning. He was thinking of studying A Levels but when his college told him they also offered T Levels he began to consider them. He says: “Since I liked doing a bit of both I thought, ‘why not?’. I am now using the skills I learn in college in real life as well.” Explaining his reasoning behind choosing a T Level course after completing his GCSEs, Mr Knight says: “I wasn’t originally planning on going into a trade but then I realised I was quite keen to do something challenging, a bit more hands-on and a bit more practical. I saw a brief overview of my course and it covered everything I’m interested in. So I gave it a go, I stuck with it and am now really enjoying it.” Mr Yates describes how important his industry placement has been in helping him progress from full-time learning to the world of work. He says: “It helps us understand how a company actually functions, because we’re in the middle of it. Instead of being on the sidelines watching we’re treated like a member of staff so we can get a feel of what it’s going to be like in the future.” All three students are now considered important members of the team at InTandem Systems, as technical support Hashika Pieris explains: “When we’re very busy there are a lot of last-minute tasks that we need to do, so when the students are in it is really handy as we can give them work quite easily and it helps us get the jobs done. On quieter days they can help out anyone individually – which is important just to make the company tick and it adds to their overall learning as well.”

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MANCHESTER CLEANING SHOW

All the good, clean fun of the fair

The return of the biennial Manchester Cleaning Show will take place next month, featuring new exhibitors and a packed conference agenda

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MANCHESTER CLEANING SHOW

he return of the biennial Manchester Cleaning Show will take place next month, featuring new exhibitors and a packed conference agenda

One of the most notable developments within FM is the rapidly increasing responsible practices put into practice by suppliers of cleaning services. Chief among these is the numbers of cleaning companies applying for and gaining accreditation with the Living Wage Foundation, although many organisations have also gained an understanding of how important their company and services are to assisting clients with improving their sustainability. While this may initially be for the implementation of improved waste management and processing practices, there is growing realisation that these can be further expanded into a variety of additional areas for the benefit of all stakeholders. Although this summary of the cleaning sector may be considered a generalised overview, it can also explain why next month’s Manchester Cleaning Show is being billed as the largest to date, following the confirmation of record numbers of new companies joining the list of existing exhibitors returning to the event this year. Regardless of whether this is the case or not, it is another undisputable display of the vibrancy of the FM industry and its ability to deliver high levels of value to clients in all sectors. Taking place from 13 to 14 March at the Manchester Central venue (formerly known as the G-Mex), the event will also serve as a highly effective vehicle to shine a spotlight on the vibrancy of the Northern England economy.

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One of the best methods in assessing the quality and depth of an exhibition is to examine its seminar programme, which provides more proof of the value of this particular event. The 2024 seminar sessions will begin on a high note with the British Cleaning Council (BCC) chair Delia Cannings keynote speech, followed by her report on the council’s latest research. Ms Cannings will then return for the midday session to explain the excellent work completed by the BCC and its All Party Parliamentary Group (APPG) in establishing the cleaning hygiene operative apprenticeship Level 2. This is another important step forward in gaining more recognition for the value provided by the cleaning sector and ensuring more uniform delivery of high standards in the future.

The event will also serve as a highly effective vehicle to shine a spotlight on the vibrancy of the Northern England economy

With the city of Manchester often regarded as the capital of this, further emphasis is placed on the importance of staging the Cleaning Show there.

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More valuable input to the conference programme is provided by another highly-rated cleaning sector organisation in the form of the Cleaning and Hygiene Suppliers Association (CHSA) chair Lorcan Mekitarian. He will host a panel discussion on the topic of how to avoid getting caught out by false or exaggerated marketing claims, another highly important issue in the drive to improve levels of efficiency and sustainability throughout the cleaning sector.

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Additional sessions will be delivered by industry experts throughout the two days of the event on highly relevant topics, including compliance, raising of standards, training and development and environmental and social governance (ESG). These sessions provide further proof of the rapidly increasing maturity of the cleaning sector and its support for clients, adding additional value to the high levels already provided to customers in all areas. Readers wishing to register their attendance at the event can do so here: The Manchester Cleaning Show 2024 (eventdata.uk)

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MANCHESTER CLEANING SHOW

Manchester Cleaning Show overview By Paul Sweeney, event director for the Manchester Cleaning Show.

The apprenticeship will enable industry businesses to invest in their staff, providing employees an opportunity to access a recognised work-related cleaning qualification.

The Manchester Cleaning Show, taking place 13-14 March this year, is set to be the biggest yet. With nearly 80 exhibitors signed up from across a variety of sectors, some prominent names exhibiting this year include Dettol Pro Solutions as the Official Hygiene Sponsor, making its second appearance in Manchester, along with BICs, Numatic, Team Software, and Killis.

The event will feature sessions hosted by the CHSA and BICSc Charlotte Parr, Director at Portfolio (Churchill Group) will share insights about what ESG can and should be doing for your frontline team. While Angie Morrish, Director at Stamp Out Slavery, will be speaking about Ethical Employment Practices for the Cleaning & FM Sectors.

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We are also excited to welcome 46 first-time exhibitors to Manchester, contributing to a more diverse representation within the cleaning sector.

Increased cleaning concerns Cleaning and hygiene have become an increasing priority in the past few years, with a noticeable shift in public concern towards cleaning and hygiene. Recent studies have found that 91% of people are more aware of cleaning measures put in place in public spaces, while 60% of workers have taken on extra cleaning responsibilities since the start of the COVID-19 pandemic. The Manchester Cleaning Show serves as a platform to raise awareness about the latest solutions available. With nearly 80 exhibitors showcasing the latest innovations, the Manchester show will give those in the cleaning and hygiene sectors a chance to meet the suppliers that can support them in achieving their goals and satisfying customer demand.

Sustainability The emphasis on eco-friendly solutions and sustainability remains a prominent theme this year. Many exhibitors will be showcasing greener product options, tailored for those engaged in sustainability management. A key challenge the industry faces is ‘greenwashing’, and this year’s show will enable attendees to engage with diverse sectors and inquire about their efforts to ensure eco-friendliness standards in their products. Some of the products attendees can expect to see this year include entrance matting, eco-friendly sanitary products, window cleaning drones and robotics for cleaning at height. The window cleaning sector will be well-represented, featuring several exhibitors from this sector, including the Federation of Window Cleaners.

Employment/skills shortage Currently, recruitment is a topical subject due to major skills shortages. The cleaning, hygiene, and waste services have all grappled with critical staff shortages since 2020, according to the British Cleaning Council. Their latest survey revealed a staggering 225,000 vacancies in these areas alone. Attendees to the show can expect in-depth conservation surrounding this topic, especially focusing on the recently introduced Level 2 Cleaning Hygiene Operative Apprenticeship.

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INDUSTRY OPINION

The security industry is transforming, thanks to technology By managing director of Corps Monitoring, Andrea Strong

n the past few years, artificial intelligence (AI) has made headlines for being a tool capable of completely transforming the working world as we know it. Though on-the-ground officers of security firms will always be needed, their work can be greatly enhanced by AI’s capabilities. What is spoken of less are other technologies that will hugely advance day-to-day security operations. Virtual reality (VR) training for officers has already proven itself to be effective, despite being in its infancy stages. The integration of monitoring systems also offers the most immediately transformative change, as conjoining systems stands to immensely enhance building security.

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Integrated platform monitoring Platforms that combine different systems are already a priority in the FM industry – especially for larger organisations with complex asset management. By capturing data on building occupancy, power consumption, and health and safety, organisations can gather data on their building assets and use that information to maximise their building efficiency. Similar principles apply to security monitoring. CCTV, access control, and fire and intruder alarm systems can be integrated into systems viewable from one place, so all data can be viewed and analysed as quickly as possible. These systems make false alarms less likely: for example, when the first authorised person accesses the building, this would let the system automatically deactivate.

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Integration therefore prevents unnecessary activations being sent to the Alarm Receiving System. These system changes can make organisations accountable for the monitoring of their premises and improve how reactive they are. The consolidation of data available can aid the efficiency and safety of security systems, and at times save on costs. I anticipate that integrated monitoring systems will be used by security firms throughout the sector in coming years. However, this change cannot be immediate, as the regulatory requirements and management of all systems need assessment first.

The capabilities of AI In terms of monitoring, AI technologies can enhance the human eye through advanced machine learning algorithms. AI facial recognition software can aid the monitoring of crowds in commercial spaces, especially through automated facial recognition. This technology uses biometric readings to identify potentially threatening people by spotting their physical traits in large crowds. This application of AI is a promising advancement on crowd detection work, but it’s not developed enough for widespread use yet.

VR’s application to training Virtual Reality (VR) technology can improve security officers’ training, better preparing them for a range of scenarios. VR can accurately simulate situations like patrolling, managing protests, suspect packages, aggressive individuals, and potential hostile reconnaissance. The modules are only minutes-long and offer fast training options for new and experienced officers, simulating dangerous situations without putting them in harm’s way. Additionally, research has shown that VR technology has an average 75% retention rate, which is a huge learning advantage in comparison to traditional reading and writing methods, which have an average 5-10% retention rate. VR training helps give officers the best toolkit for responding to situations they will face in the field. Though these programmes are not yet widely used throughout the industry, they are a promising and highly effective tool.

Prioritising the PTSN switchover Though these technologies have incredible potential, there’s one major advancement security firms and organisations need to make first.

The public switched telephone network (PTSN) is due to be switched off in December 2025, meaning that any organisation reliant upon it will need to switch to voice over Internet protocol (VoIP) prior to that date. The change to VoIP will send and receive signals at a faster rate, improving productivity and ensuring firms can speedily response to any scenario. The security industry is well aware of the switchover, but clients may not be ready for it just yet. To ensure an overwhelming influx of change is not needed in early 2025, security firms that offer technical support will need to address their client’s needs. This way, we can help to usher in a newer, digitised era in a structured fashion.

2024: a promising year The integration of monitoring systems, the potential uses of AI and VR, and the PTSN switchover all lay the groundwork for a new era of technologically enhanced security. The integration of security monitoring systems is leading the charge, ushering in new efficient and advanced ways to keep people, assets and buildings safe.

Integrated monitoring systems will be used by security f irms throughout the sector in coming years

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INDUSTRY OPINION

Signs of EV market maturity gives UK local authorities and businesses opportunities for growth By Alex Hinchcliffe, interim managing director at Mer

lobal sales of electric cars were predicted to soar in 2023, but in the UK sales fell by 1.7%. This may be the early signs of a maturing UK market, as customer preferences, demands, and other driving factors such as costs are reflected in the market fluctuations. No mature market shows only growth. New legislation and regional disparities in charger locations can present local businesses, such as retailers, gyms and hotels, with an opportunity to access new and growing markets. Local authorities too must now outline their plans to boost charging infrastructure. Spurred on by these organisations, the question is whether the UK’s maturing EV market will help it reach its charging infrastructure goal. Despite changes to the declared date by which time all new cars and vans sold in the UK must be zero-carbon, the UK’s commitment to decarbonisation is still in place. So too is its goal of reaching 300,000 public EV chargers by 2030. In October 2023, the UK reached the 50,000 public charger milestone. According to Zapmap’s estimates, this figure is set to double over the next two years, reaching 100,000 by August 2025. That’s positive progress and proof of the hard work that’s gone into maturing the UK’s market. We can expect to see the continued expansion of the public network in the short-term largely through increased private sector investment in multi-bay, ultra-rapid charging hubs. The hard work of securing locations and grid connections to build out for the next two years has mostly been done.

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As this activity can take around two years from concept to realisation, we can expect to see significant growth in the public network over that time. We’ll also see continued developments in slow charging projects as public sector spend will subsidise private investment to allow local authorities to fully capitalise on the currently available funding pots.

Looking ahead Challenges beyond this two-year outlook are harder to predict as the uncertainty of the geopolitical landscape comes into play. This will have a significant impact on how the investor communit y will react. As it is, we’ve experienced fluctuation in energy costs, availabilit y of resources, lead time delays on critical infrastructure and wider implications on economic instability. It’s likely that investors will become more risk averse and demand faster returns, which could see the decrease in deployment of infrastructure. Alongside this, the strength of the grid is increasingly going to become a determining factor. The cost of power and the time that reinforcement works take could slow down the development of the much needed Ultra Rapid Hubs. How quickly the public network can scale will depend largely on the risk appetite of the investor community and improved solutions to overcome inadequacies in power availability. A fully mature market caters to demand by naturally meeting consumers where they’re located. Regional UK disparities persist, however, and many organisations can redress this while capitalising on the commercial opportunity. For example, in Q3 2023, four out of five new chargers were installed in London and the South East, although these regions accounted for less than two in every five new EV registrations. Communities outside of the capital, where the majority of new EVs are registered, are underserved for chargers. Local authorities across the country must work to improve this imbalance, possibly by following the examples of the more proactive London boroughs.

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New legislation passed at the end of October 2023 aims to make EV charging easier, quicker, and more reliable for customers, while also encouraging the growth of public charging infrastructure.

They also require charge point providers to open their data to allow apps, online maps, and vehicle software to locate charge points, check their charging speed, and report whether they’re in working order or damaged.

The Government also confirmed its requirement for local authorities to create and publish strategies for how they intend to grow public charging.

The effect of price and data transparency will be more consumer choice, as it will be easier for drivers to identify the closest, cheapest, and appropriately fast charger for their needs.

The legislation puts more power in the hands of EV drivers. The rules ensure that prices for charge points are transparent and can be easily compared, encouraging consumer choice.

This represents a maturing of the market, as many established consumer markets have similar elastic relationships between price and demand.

It’s likely that investors will become more risk averse and demand faster returns, which could see the decrease in deployment of inf rastructure

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MOVERS + SHAKERS

70 | February 2024

Latest appointments of senior FM professionals 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

well-known and highlyex p e r i e n c e d l e a d e r i n economic development a n d s oc i a l i m p a c t h a s b e e n appointed as managing director of the Industrial Solutions Hub (iSH) for ward-thinking and collaborative organisation. Sellafield head of development and community Gary McKeating, who was also responsible for leading the company’s social impact programme, has been appointed as the organisation’s managing director. It is backed by Cumberland Council, the Nuclear Decommissioning Authority (NDA) and Sellafield. Mr McKeating was brought up in West Cumbria and has more than 30 years of industry experience, and has been appointed on a two-year secondment to lead the company after previous managing director John Maddison’s two-year tenure, which involved launching the organisation in March 2022, ended in December.

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ustainable buildings ser vice provider Johnson Controls has announced the appointment of Marc Va nd i e p e n b eec k as exec u t i ve vice president and chief financial officer. Mr Vandiepenbeeck succeeds Olivier Leonetti who will depart Johnson Controls for a role outside of the company. Mr Leonetti’s service came to a close at the end of last month, following an extensive period of co-working between the two men to ensure a smooth transition and handover. “Marc brings a wealth of experience to his new role. With deep finance expertise, an understanding of our customers, global markets, and operational knowledge, I am confident that we will continue to build on the foundations already in place to accelerate our growth and performance,” said chairman and CEO George Oliver.

eal estate services provider CBRE appointed Jonathan Lowe as head of science and technology for the North. The strategic, new role is designed to further strengthen the company’s offer for occupiers, operators and investors in this quickly evolving sector. Formerly head of life sciences at Avison Young, he brings a diverse range of expertise advising developers, investors, occupiers and universities across multiple asset classes including offices, industrial and EV. Additionally, he has public sector experience, having been seconded to central government departments of the Ministry of Justice and the Department of Education/MHCLG. Mr Lowe will work across his employer’s Northern region, providing enhanced sector specialism to align with the growing science and technology sectors. Whilst further developing the offering to existing clients, he will develop the occupational work by advising life science occupiers and science and technology companies.

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MOVERS + SHAKERS

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Left: Carla Matthews Centre: Caroline Fanning Right: Mark Billingham

usiness management software provider The Access Group has announced three new senior hires, which are intended to drive forward its commitment to delivering unrivalled customer service and to prioritising its sustainability targets.

Caroline Fanning has been announced as chief employee success officer, replacing Claire Scott who has retired from the business after more than six years leading the people function. Before joining, Ms Fanning was chief people officer at Avanade, where she delivered a successful growth-orientated people strategy to support the company’s expansion, elevating employee experiences to attract, develop, reward and retain skilled talent. She is joined by Mark Billingham, who has been appointed as chief customer experience officer. He previously held the position of managing director for Capita Experience UK where he looked after its UK portfolio of customers focused on CX transformation and providing positive outcomes for major blue-chip companies across multiple industries. A six-month stint as interim CEO saw him successfully support the restructuring of the business and drive growth. Mark’s previous roles include executive leadership roles at retailer Very, British Gas and Vodafone. The third recruit is Carla Matthews, who joins in the newly created role of director of sustainability. She has more than 15 years of experience in leading change and embedding sustainability into core operations across technology, professional services and manufacturing sectors.

avills announced it appointed Olivia Sutclif fe as an associate in its Social Value team, cementing the firm’s commi t men t t o ex panding i ts Savills Earth services. She is the founder and chair of the Young Professionals in Social Value networking group and brings extensive experience, said the company. Formerly the responsible procurement manager for the Greater London Authority and a senior social value advisor at the Social Value Portal, she has successfully driven social value strategy for clients. Ms Sutcliffe received a highly commended award in the Social Value Champion category at the National Social Value Awards 2023.

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u ke t u S h a h h a s j o i n e d J LL as i ts head o f l i f e science for Property Asset Management (PAM). He is tasked with strengthening the company’s position as a provider of exceptional life science property management ser vices, focusing on driving business development i n i t i a t i ve s , e n h a n c i n g c l i e n t relationships, and ensuring exemplary service delivery. Mr Shah has an impressive track record of 14 years in growing like-minded communities, fostering collaboration, and driving innovation and research in multiple buildings. He has been instrumental in expanding companies both nationally and internationally, demonstrating his ability to navigate diverse markets and capitalise on growth opportunities.

v i s o n Yo u n g U K h a s announced the promotion o f 59 t e a m m e m b e r s across the business, to the levels of associate director and director. T h es e i n d i v i d u a l s h a ve b e e n recognised for their outstanding con t ribu t ions and unwavering dedication to the firm. Of the 59 promotions, 25 have been promoted to the role of director, while 34 have assumed the role of associate director. This cohort is intended to play a pivotal role in fostering the future growth of the firm and efficiently delivering its strategic objectives. The promotions span across 11 regions. They encompass eight key business groups including: Building and project consultancy, client solutions, place, professional advisory, rating and technology, REFIM, transactions, and support.

16/02/2024 11:32

72 | February 2024

FM Director February 2023

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