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Boss Door Controls on how specification and installation are the keys to effective door controls
Gary Bullen
BGIS UK & Europe President on why a people-centric approach is essential for a thriving business Sponsored by
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Happy New Year!
Welcome to the latest issue of FM Director
Ihope you had a wonderful festive period and a positive start to 2025. As we embark on a brand-new year, we’ve taken the opportunity to speak to some industry leaders about what they think lies in store for the FM industry in the months ahead.
James Clarke, CEO of Pareto, talks about how the industry will be shaped by the continuing push for a return to office working. Gary Bullen, President, BGIS UK and Europe speaks about why focusing on people is essential for a business to thrive and how he’ll be using this approach to help the company reach its goals for the year ahead.
We also hear from Chris Jarvis, Managing Director, and Lauren Hanley, Customer Services Director, from London-based commercial cleaning company, Julius Rutherfoord & Co, about their recent B-Corp certification and what the year ahead holds for them.
In addition, we have lots more exclusive interviews and features from leading companies across the FM industry. We have also been busy behind the scenes working on our new-look newsletter and website. They are coming soon so watch this space!
Enjoy this edition and as always, if you have anything you’d like to feature or discuss, please drop me a line.
Thank you,
Claire Middleton
claire.middleton@businessdailygroup.co.uk
fmdirector@fmbusinessdaily.com
People-centric leadership is the key to success for BGIS!
Gary Bullen, President, BGIS UK and Europe speaks exclusively to FM Director about why focusing on people is essential for a business to thrive
Is FM ready for AI?
Like every major technological advancement before it, AI is met with trepidation, a tool that some may feel if left unchecked could lead to the ‘rise of the machines’
B Corp Success for Julius Rutherfoord & Co
With the ever-increasing pressure on businesses to reduce their environmental and social impact, many companies are looking to the B Corp certification to reflect their ethical values and practices. This certification shows that a company that has been certified by B Lab for its social and environmental performance, transparency, and accountability
People-centric leadership is the key to success for BGIS!
Technology – friend or foe?
Specification and Installation: The Key to Effective Door Controls
Sustainability, tech and housing demand are driving investment opportunities in the lighting industry
Is FM ready for AI? Why Moisture Measurement is Crucial in Powder & Bulk Solids Operations
The year ahead and how FMs can stay compliant
Lemon Contact Centre –Helping to keep things running smoothly
People-centric leadership is the key to success for BGIS!
Gary Bullen, President, BGIS UK and Europe speaks exclusively to FM Directo r about why focusing on people is essential for a business to thrive
BGIS is a global leader in technical integrated building facility management services.
Offering a full range of facility and real estate management services, it partners with clients across the world to bring forward innovative solutions.
Gary Bullen was appointed President, BGIS UK & Europe in 2021 as the company wanted to foster growth across the UK and Europe. A key part of this expansion plan was the purchase of the Optimum Group in 2020. Shortly afterwards, Gary was brought on board as to ensure high quality service delivery to customers, whilst implementing new technical offerings and growing the business across the region.
Gary has almost two decades of management experience in Corporate Real Estate Services, having started his career with Johnson Controls in 2009 and progressing through several management roles. In 2017 shortly after CBRE’s integration of the JCI GWS business, Gary was promoted to provide executive leadership over several high-profile accounts in the EMEA and APAC Regions.
FM Director’s Editor, Claire Middleton, recently spoke to Gary about his journey within the FM industry so far, his people-centric approach to leadership and BGIS’s goals for 2025 and beyond.
“I love the FM industry,” Gary begins. “Of course, it has its challenging moments, but it’s still a wonderful industry. Like many, I fell into it, but I love it. It’s different every single day and I particularly love being part of the BGIS team. I enjoy chatting to our team every day, it’s what makes the day fun for me.
“I like getting to know everyone, from contract support to the administrators, and from the engineering team to the supervisors. It’s such a great group of people to be around and although growing a business is always challenging, it’s been great so far and I’ve really enjoyed it. It’s a great company to work for.”
Gary prides himself on having a people-centric approach to leadership. He explains: “I’ve been lucky enough to have some incredible mentors throughout my time in this industry, many of whom have been really focused on people rather than business. They understand that getting the right team in play, investing in them, the results quickly follow when everyone is marching to the beat of the same drum. I found that – especially in the world of M&E and FM – having a good team around you is what makes people successful.
I’ve been lucky enough to have some incredible mentors throughout my time in this industry
“If you have good people around you, and you help to develop those people, then the business will flourish. To be a good leader and build a solid team, it’s important to work with people through the ups and the downs, be vulnerable when needed, and be true to yourself when it comes to the way you manage. Rather than trying to be a hard-cutting manager, it’s more effective to be real with the people around you. This approach has helped my career grow because it’s enabled me to build strong teams.
“I get a kick out of seeing people grow. If you look at my current leadership team at BGIS, most of them have come from junior positions and grown into management roles. For example, my former PA is now an incredibly strong account manager. There are lots more similar examples, many people who’ve started in administration roles and gone into leadership positions, or engineers who’ve gone into technical manager positions. That’s the part of my role I’ve enjoyed the most.”
Looking deeper into the strategies Gary implements to develop people from within and build underneath their feet, he explains:
“It’s about the fundamental understanding that everybody is an individual. A lot of companies use a one-size-fits-all model of training and development, but they’re not necessarily right for everyone. Our approach is more tailored. We ask our people where they want to go and what they want to do. Then we work out what their next step should be. I’ve built a lot of career paths with our people, where they might say, ‘I’m an engineer today, but I want to be a project manager – how do I get there?’
“On the flipside we also have some members of the team who don’t want to move on, they’re quite happy in the role they have. They want to learn new things as they go, but they’re quite comfortable where they are, and that’s great, you always need some of those people inside your business. But for those who do want to grow, develop and move on to their next phase, with goals and objectives they want to achieve, then we get together with them at the end of the year and ask how we can support them in getting there.
“There are many unique career paths available to our team at BGIS. We’ve got over 40 people currently progressing through an ILM course, several people doing financial accreditations, some who’ve recently done their MBAs, and some doing project management qualifications.
“The secret to being a good leader is keeping it individual-centric and really getting to the root of where people want to be and what they want to do, listening to them and creating a road map that gets them there in a way that works for them.”
Moving onto talk about the goals he had in place when he joined BGIS back in 2021, Gary explains that his immediate priority was to get to know the team and learn what made the people tick.
We ask our people where they want to go and what they want to do. Then we work out what their next step should be
“I’d lived in Asia for several years before this role, and as soon as I landed in London, I headed straight to the office to get to the heart of the business,” he says. “Being people focused; I was keen to get to know everyone straightaway.”
He adds: “My first goal was to measure the pulse of the business. I asked lots of questions such as - ‘How are you feeling in your role? Tell me about the IT situation, the leadership, what support is in place.
I’m lucky to have a fantastic group of strong leaders around me
“Do you have all the tools or PPE you need? Do you have all the health and safety you need to deliver your role correctly?’ I wanted to understand where staff felt they stood within the organisation and how they felt about the business.
“Once I’d done this, I was in a good position to work towards making sure everyone was happy in their roles, and ready to stay with us and build a career.”
Gary went on: “Next on my agenda was getting to know the customers and making sure we were doing all we could to keep them happy. Once again, we asked them the right questions –What are your goals and objectives, what are you trying to achieve and how can we as a business support that?
By embedding ourselves more in that way, we’ve become much more than a hard service company. We’ve become a hard service partner.”
And how successful has Gary’s approach to leadership been in creating growth for BGIS as a whole? Well, the facts speak for themselves. Revenue has increased by approximately 40% in the last three years, and the company has grown to become a real thought leader within the FM industry.
As we move into the new year, 2025 looks to be just as successful as the last. Gary explains the goals for the year ahead: “We’ve just acquired an incredible national mobile M&E firm, called Briggs & Forester Building Services Maintenance, part of the wider Briggs & Forester Construction group.
“We’re currently in the process of integrating them into our business, which is very exciting. This will enable us to be a leading provider of national M&E services, delivering heightened resilience to our customers and improving our ability to self-perform in areas. This acquisition will set us on that path.”
Gary concludes: “I’m lucky to have a fantastic group of strong leaders around me and a lot of incredible talent coming through the ranks as well.
“I’m really looking forward to seeing them flourish in the next year. Exciting times ahead!”
REDEFINING THE FUTURE OF BUILDING MAINTENANCE.
Using our Artificial Maintenance Intelligence (AMI) platform, BGIS provides cutting edge data-led maintenance services for some of the UK’s most innovative and prestigious properties.
Creating best-in-class sustainable workplaces and helping organisations realise their net zero ambitions.
BGIS offers innovative and integrated solutions designed to create sustainable value for our clients and communities:
Facilities Management
Critical Environments
Project Delivery Services
Energy & Sustainability
Technical Services
Mobility Services
Asset Management Services
Technology –friend or foe?
Business-to-business technology platforms are often difficult to navigate by their end users. In the FM industry specifically, that can hinder tech adoption. Ricky Majer of SBFM outlines how user-friendly technology streamlines communication by connecting frontline staff to their managers and the wider organisation
When you log into a social media app for the first time, its navigation requires little to no training at all. It is often intuitive – letting users easily find their way around. For business-tobusiness technology platforms, this is often a different story.
Technological integration in the built environment is a struggle for many businesses – the industry-standard SFG20 found that only 20 per cent of organisations wholeheartedly embrace digital-led maintenance, with 43 per cent reporting that system integration is their biggest challenge.
Corporate technology often requires extensive training for initial use, and can, quite frankly, still be confusing and inefficient. This is often exacerbated in the FM industry, where staff aren’t all in one place, and have no access to desktops or laptops.
Training thousands of frontline workers on the intricacies of workplace and communication platforms takes time, money, and if it proves too difficult to use, causes frustration, poor productivity and can even increase employee attrition rates.
Consumer-style, accessible technology is the solution to bridge the gap between frontline workers and management. App-based software configured and deployed correctly can do so much more than just show workers their shifts; it can offer translation technology for employees whose primary language is not English, algorithmic learning to suggest their preferred shift times and even new learning opportunities.
Reaching out through technology
Frontline and mobile workers are often the hardest people to reach in any FM organisation. These employees need stronger connections with their managers and the organisation they work for. The solution? Technology.
However, that technology needs to meet employees where they are at, quite literally, and in a user-friendly structure.
Though tools like WhatsApp are now commonplace for direct communication, they still require the manual process of managers reaching out individually to workers to establish when they are free to cover shifts. That process can be clunky and doesn’t allow cleaning operatives to proactively find new opportunities.
App-based technology is the future of employee communication platforms in the FM industry
To be user-friendly and optimised for mobile use, the app SBFM developed needed an “uberised” interface, with clear mechanisms for employees to see what shifts were available depending on their geographic area. These applications cut down on so much back and forth, which is priceless for effective response times, saving time and money. For those who do not speak English, built-in translation options can also allow operatives to receive information and communicate directly in their native language. That not only streamlines communication but also gives people the confidence to request shifts and direct access to discuss any concerns they may have with their managers. Easy-to-use applications make cleaning shifts and communication itself more accessible for a wider number of colleagues, as well as offering account clarity.
Increasing earning potential
Accessible technology can also enhance operatives’ earning potential. Applications can use specially designed algorithmic learning tools to show what available shifts operatives can uptake, depending on their learned preferences and, in a similar fashion to Uber, the geographical area they are willing to work within.
That allows operatives to choose to work as and when they need to, and the geographical mapping reduces time and fuel waste as operatives don’t need to travel long distances for additional shifts. This technology can therefore be a springboard for more sustainable practices overall.
For example, if a cleaning team is needed the next morning by a client, local operatives are shown the opportunity so anyone available who has the required skillset can choose to work. This is especially valuable for colleagues who require flexibility around, for example, the school run or their studies.
That flexibility is vital to the modern FM landscape, where clients increasingly require services on-demand that they can dial up or down as needed. It helps operatives increase their earning potential by serving clients when new opportunities arise, and it allows FM providers to be attuned to their clients’ changing needs.
New opportunities
Beyond flexible working options and shift scheduling, a businessto-consumer (B2C) style application can offer additional learning opportunities to upskill colleagues. A built-in learning programme can include a rating system, showing the skills and practices operatives have learned, and what areas they can focus on to improve. Similarly to B2C platforms, this can also involve gamification, to boost engagement by making learning programmes interactive and easy to access in-app.
This technology allows frontline workers to take an active part in their upskilling by accessing a library of useful and fun content, helping to boost morale and aid personal and professional development.
The future
App-based technology is the future of employee communication platforms in the FM industry. Without it, the old ways of clunky analogue communication, language barriers and inflexible schedules will hinder engagement, and prevent workers from accessing new opportunities and increasing their earning potential.
Improved communication and accessible opportunities are key to a thriving FM workforce – new technology can keep FM providers connected to their employees, improve efficiencies and deliver a better service to clients. Deployed correctly, this technology has the potential to revolutionise the FM industry.
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Specification and Installation:
The Key to Effective Door Controls
Safe and seamless movement in our built environment hinges on accurately specified and installed door hardware, explains Russell Marks, managing director of Boss Door Controls
With millions of doors used each day, it’s important to recognise the details behind effective access and egress.
Whether it’s the regular composite doors found in our homes, the electromechanical access points located in public settings, or the emergency exit fire doors that keep us safe in our work and leisure spaces; door hardware plays an integral role in the safety, security and accessibility of our buildings.
Doorsets are assembled in a variety of configurations, sizes and styles, yet their operation is always reliant on door control components such as hinges, locks, latches and door closers.
Take fire doors for example, which are designed to stop the spread of smoke and fire when closed and provide an effective means of escape when open.
When operating as intended, a fire door will work in tandem with each of its hardware components, but should one area fail, its fire-resistant capabilities become compromised, leaving a building and its occupants at risk. With that in mind, just how significant is accurate specification and installation?
Suitable specification Incorrect hardware specification is a common problem associated with building safety.
Door controls will directly influence the functionality, accessibility and durability of doors, and as such, it’s essential to understand a building and its user’s needs when choosing between hardware options.
Considering factors such as fire safety and inclusive design, specifiers and decision makers are urged to review the door application itself, confirming the chosen hardware meets the required performance ratings, fire ratings and the latest building standards.
Where many buildings require escape routes for example, it is necessary for all doors located on those routes to have suitable exit hardware installed - which is determined by a number of factors including the building’s size and whether it is public facing or not. Equally, it is also a legal requirement for all exit devices to comply with the latest revisions of EN 1125 or EN 179 and to possess UKCA and CE markings.
With occupant safety and legal compliance on the line, it’s clear that specification should never be undervalued. In fact, by focusing on a project’s requirements as opposed to quick, cost-saving wins, decision makers can preserve the functionality and safety of buildings whilst adding real value for occupants.
Fixing improper installation
In many cases, an appropriately specified and perfectly operational door control device can be found ineffective solely as a result of poor installation.
Door hardware installation remains a pain point for the fire safety industry specifically, with evidence suggesting that incorrect installation is one of the leading causes of fire door failure.
Hardware products are often unique to the manufacturer, with distinctive components, fittings and fixing points, and as a result, they should never be approached as like for like installation projects. Instead, during installation, installers must look to follow manufacturer guidelines and fitting instructions. With door closers for example, a fire door’s integrity can quickly become compromised as a result of alignment issues and improper installation methods. Consequently, a fire door may not be able to latch or close fully from its standing position, leaving gaps large enough for smoke and fire to pass through in an emergency situation.
Where there is currently no legal framework to assess the competency of installers, it’s important for teams to plan ahead, appreciating that door hardware installation is a specialised task. To further raise safety standards and improve installation accuracy, conscious manufacturers share a wealth of information and detailed walkthroughs in the form of installation templates, product datasheets and video guides. Additional guidance can usually be found online, with the product packaging, or can be requested directly from the manufacturer. These materials can also be useful post-installation, where teams are required to perform regular maintenance periods as part of their obligations.
What can be done to help?
Boss Door Controls is part of the Allegion UK group, known for its wealth of resources designed to help responsible persons, duty holders and professionals undertake product specification, installation and maintenance checks on fire doors and hardware. For accessible fire door hardware support, Allegion’s new ‘Fire Door Hardware Fundamentals’ guide is available for download and combines expert guidance with helpful terminology and useful fire door safety checklists.
Door controls will directly influence the functionality, accessibility and durability of doors
Sustainability, tech and housing demand are driving investment opportunities in the lighting industry
The lighting industry is a thriving and rapidly expanding sector in the UK, currently valued at an impressive £2 billion
Having worked directly in the industry for 15 years and been at the front end of supporting firms through acquisition and investment, I have a detailed understanding of the industry and the opportunities available for investors who are looking to tap into a market that is characterised by continual demand and robust growth potential.
A growing market fuelled by housing demand
One of the key drivers of growth in the lighting sector is the increasing demand for new housing in the UK. With the Labour Party’s ambitious plan to build 1.5 million new homes, the need for innovative and efficient lighting solutions is set to soar. Lighting is a fundamental aspect of every new home, and the housing boom presents a significant opportunity for manufacturers, suppliers, and technology companies in this space.
The recent announcement by the government to prioritise sustainable construction and eco-friendly building materials further amplifies the importance of energy-efficient lighting. As more homes are built, each requiring comprehensive lighting solutions, the industry is poised to see substantial growth over the next decade.
Consistent performance and growth
The UK lighting industry has demonstrated consistent growth over the past few years, driven by advancements in LED technology, increases in warehousing and distribution capacity and a growing emphasis on energy efficiency.
According to recent industry data, the lighting market is expected to grow at a compound annual growth rate (CAGR) of around 6-7% through 2025. This growth is underpinned by both residential and commercial sectors, as businesses and consumers increasingly prioritise sustainable and cost-effective lighting solutions.
The Impact of technological innovation
Technological innovation is at the heart of the industry’s growth. The transition from traditional incandescent and halogen lamps to energy-efficient LED lighting has transformed the market. LEDs now account for the majority of all lighting sales in the UK, with their market share Unthreatened in the medium-term horizon due to their long lifespan, energy efficiency, and decreasing costs.
In addition to LEDs, smart lighting systems are gaining traction both commercially and residentially to gain greater control and customisation over their lighting environments. Smart lighting, which can be controlled via apps, voice commands, or automated schedules, is becoming a must-have feature in modern homes and offices. As the Internet of Things (IoT) continues to evolve, smart lighting is expected to become an integral component of interconnected home and business ecosystems, further driving demand.
Government support and sustainability initiatives
Government policies and initiatives are also playing a pivotal role in driving growth in the lighting industry.
The UK government has set ambitious targets to achieve net-zero carbon emissions by 2050, and energy-efficient lighting is a key part of this strategy. Circular economy product design is a major focus currently, along with minimum energy performance measures (MEPS) via proposed Eco-design regulations.
This regulatory push aligns with consumer preferences. A survey by Statista found that 62% of UK consumers are willing to pay more for sustainable products. This trend is mirrored in the lighting industry, where demand for eco-friendly lighting solutions is increasing. Investors should take note of the intersection of consumer demand, government policy, and technological advancement as a powerful force shaping the future of the industry.
Investment
opportunities
The continued growth in the lighting industry presents several attractive investment opportunities:
LED and Smart Lighting Technologies: Companies that innovate in LED and smart lighting technologies are positioned to capitalise on increasing demand from residential, commercial and industrial sectors. Investment in R&D for next-generation lighting solutions, such as sustainable circular economy lighting, presents additional growth potential.
Sustainable and Energy-Efficient Solutions: With a growing emphasis on sustainability, companies that develop and supply products designed to circular economy principles and energy-efficient lighting products stand to benefit from government incentives and a shift in consumer preferences.
Lighting companies can thrive via a variety of customer channels: Electrical wholesale, projects, hybrid channels (like Screwfix and Toolstation), and direct to consumer, via lighting designers.
This channel variety and access reduces risk for investors.
Commercial and Industrial Lighting Upgrades: Many businesses are still in the process of upgrading to more energyefficient lighting solutions. This presents opportunities for companies that offer specialised commercial and industrial lighting products and services, particularly in the retrofit market.
Michael Burdon, CEO of BEIS Strategic concludes: “The UK lighting industry offers a unique blend of inherently stable demand, technological innovation, and growth potential, underpinned by government policies along with commercial and consumer trends. As the demand for new housing continues to rise and sustainability becomes a focal point for regulators, businesses and consumers, the sector presents an appealing opportunity for investors looking to capitalise on a market set for continued expansion.”
The UK government has set ambitious targets to achieve net-zero carbon emissions by 2050, and energy-efficient lighting is a key part of this strategy
Is FM ready for AI?
Like every major technological advancement before it, AI is met with trepidation, a tool
that some may feel if left unchecked could lead to the ‘rise of the
machines’
In the FM sector at least, we are not quite ready for the computers to take over – research by DMA Group in 2021, showed that many FM firms are behind the curve when it comes to embracing technology, with 3 in 10 professionals feeling like their teams weren’t taking advantage of technology.
My feeling is that not much has changed in the last three years. Many organisations are still reluctant to let go of spreadsheets, or modular CAFM systems, so the idea of AI integration may be too much for them to digest at the moment. Is it even possible for AI to be fully integrated into FM as it exists now?
Lessons from other industries
We can look to other sectors to see AI’s current shortcoming. Amazon, for example, had to stop using this technology in recruitment selection when it started blanket-rejecting women. McDonald’s stopped using AI-generated drive-throughs after, among other errors, it tried to add 260 items to a customer’s order. In one of its most serious error, AI has recommended unsafe and incorrect forms of cancer treatment.
While AI is continuously evolving it’s important to remember that it is a very new technology and mistakes can happen. We cannot yet (if ever) rely entirely on AI; human input is almost always essential but isn’t infallible either.
AI pitfalls in FM
In the FM sector, there is still much to be done before the potential of AI can be truly realised: Missing data that promotes false machine learning: AI is only able to work based on its presented data. While this might be imputed automatically, what does this produce? Averaging using the mean, median and mode might result in biased results. After all, machines are not equipped to handle nuance.
The data might be missing altogether, due to human error, inaccessibility, because of malfunctions at the data collection sensors or a network issue. With incorrect data, the results can be disastrous. Energy usage, for example can be skewed with incorrect data, adding to increased costs and the potential of moving away from sustainability goals.
Contextualising information presented by AI: As FM is an ever-changing world, we must ask ourselves whether the data can produce accurate machine learning. We must consider the sample bias that could throw everything off.
Think about occupancy data. This is used to detect what rooms are used within a building and when, which can allow for resource allocation and asset repair. AI-integrated HVAC that uses inaccurate occupancy data, for example, might turn up the heating incorrectly, leading to uncomfortable occupants and unnecessary cost.
Ignoring the importance of ‘humanity’: The example from Amazon shows that there are some jobs that hinge on the human touch. Recruiting the right person should be based on more than box ticking, especially if that machine has inadvertently learnt to be sexist! In FM, customer relations are key, and maintaining and developing these relationships relies heavily on human interaction.
A 2024 global consumer trends report from qualtrics found that most people prefer to engage with a human at some point in customer service. Apart from being part of our biological make-up as social animals, AI currently struggles with creative problem solving that might appear out of the box, something that humans excel in by comparison (at the moment!)
We cannot yet (if ever) rely entirely on AI; human input is almost always essential but isn’t infallible either
FMs on the frontline have to be agile and flexible in their thinking, adapting to changing project demands and unforeseen problems, all while being sensitive to the needs of the customer. A database, all be it a state of the art continually learning one, cannot replicate these soft skills.
Ethical considerations: One of the main concerns about AI usage is about the protection and privacy of data. When AI collects data, it begs the question who ends up owning the data and how it is used? Clear guidelines must be put in place of how information can be accessed and stored.
The cost of AI: Like any new technology, integrating AI within your FM business will cost money.
There should be savings made by taking a digital approach – improved working practices, energy savings and enhanced customer satisfaction, for example.
Your customer may not be willing to share this investment, even though they will no doubt reap the benefits down the line, so you must consider the ROI and whether your business is in a position to shoulder the initial outlay.
A supporting role
There is no doubt that AI has the potential to be transformative, but for most FM businesses there is a lot to be done before its benefits can be realised. Poorly implemented AI, where data volume and quality is
insufficient, for example, will only lead to problems, which in our sector could be very costly mistakes. At the moment, at least, AI must take a supporting role for all but the most agile and already tech-savvy firms.
Why Moisture Measurement is Crucial in Powder & Bulk Solids Operations
Adrian Fordham, MoistTech Corp
Moisture is important in any manufacturing process, but when it comes to powder & bulk solid processing, excess moisture can ruin products.
And what is worse than a wasted effort? Economical losses and decreased productivity. With continuous online moisture measurement, manufacturing/processing plants will find huge money savings.
From savings in transportation due to weight of excess moisture, to savings in water usage for dust suppression and clean-up, plants also reduce the amount of wear and tear on equipment due to the dust and ash build-up and prevent blockages on the conveyor resulting in shutting down the boiler.
Benefits of moisture measurement and control include:
Reduce dryer usage and energy costs
Properly control the infeed and dryer exit
High-quality product through instant accurate moisture control
Consistency of final product
100 percent product inspection
Dust and fire elimination
Reduce purchase costs from water weight
Plant production efficiency monitoring
Blended monitoring for control of moisture and resin
Reduce downtime
Near Infrared Technology and Moisture Control Although the discovery of near-infrared (NIR) is attributed to William Herschel in the late 19th century, the first industrial application was not until the 1950s. NIR spectroscopy and imaging are fast and nondestructive analytical techniques that provide chemical and physical information of virtually any matrix.
NIR can tell us things about a product in a similar way to visible light. When light hits a product, it will interact in various ways.
Transmitted light will pass through the product while backscattered light will reflect from the product. Light will also be absorbed by the product. Absorption is the key to the most effective moisture measurement analysis technique.
Moisture measurement is extremely important during mineral processing from mining to the final product. Moisture measurement is critical in all aspects of the mining process. Thus, mining companies are constantly adjusting moisture to maintain the quality of their product. Testing moisture content throughout the process also provides mineral manufacturers cost savings in energy and fuel costs, as well as having less product waste.
With continuous NIR online moisture testing, manufacturers can monitor moisture levels which they in-turn, can precisely control their dryers to optimize the production process with minimum energy requirements.
Ideally, a moisture control system should be able to accurately detect moisture in raw materials, preferably at different stages of the manufacturing process, be easy to maintain, and tough enough to withstand the harsh, abrasive nature of the raw materials and the mixer environment.
Controlling the Ash Residue
In some manufacturing facilities, controlling the ash residue is a critical concern of plant operators. After combustion, the ash residue that is left is sprayed with water to reduce dust and odors which is then transported to landfills/moonfuls. However, too much or too little moisture can create several problems for some manufacturing plants.
Managing the ash residue in a waste-to-recycling application is an important step for many reasons at incineration facilities around the world: from minimizing the possibility of ash dust inhalation and ingestion of employees, to preventing ash being absorbed into the environment, as well as lowering transportation costs due to weight. With NIR moisture sensors, operators will be able to instantly and continuously measure ash moisture and control these problems.
Preventing airborne dust and controlling weight of the ash, it is recommended that a sensor is installed after combustion and moisture spray. From past installations and depending on the matrix of the ash, the optimum moisture range is 15 to 18 percent with a target of 15 percent for control of dust and weight of the ash. The moisture content lowest point is 12 to 14 percent before the ash becomes airborne, and above 25 percent moisture the ash turns into mud that contains surface moisture (liquid) making it heavy and expensive to haul away.
Advances in real-time sensing, data collection, and data analysis and interpretation helps to determine the characteristics of the materials prior to processing providing process efficiency and optimization. Regular measurements of moisture in most manufacturing lines remains a necessity for control of drying, thereby reducing treatment costs.
Additionally, small variations and excess moisture in mixes in some applications can result clumping affecting quality and consistencies. A product that is too dry can result in excess dust. Measuring moisture prior to crushing can control particle size and provide dust suppression. During the drying stage, in-process measurements ensure optimization and elimination of over-drying, which can lead to product that is out of specification, degradation, and an excess of dust.
Moisture measurement is extremely important during mineral processing from mining to the final product
A moisture control system should be
able to accurately
detect moisture in raw materials
With continuous online moisture measurement, manufacturing plants will find significant money savings: from savings in transportation due to weight of excess moisture, to savings in water usage for dust suppression and clean-up.
Plants also reduce the amount of wear and tear on equipment due to the dust and ash build-up and prevent blockages on the conveyor resulting in shutting down the boiler.
The Benefits of a Moisture Measurement System
As mentioned previously, manufacturers can see multiple benefits with a moisture measurement and control system, including:
Reduce dryer usage and energy costs
Proper control of the infeed and dryer exit
Better quality of final product
Consistency of final product
100 percent product inspection
Dust and fire elimination
Reduce purchase costs from water weight
Immediate ROI is seen with the installation of a moisture measurement system as the plant controllers can instantaneously notice the reduced waste and energy usage, and over increase in product quality.
When looking at moisture measurement systems, be sure to evaluate features that will be most beneficial to your operation. The best ones to look for are:
One-time calibration: Pre-calibrating the sensor to be ready to read your specific application.
Multiple applications can be read: The moisture measurement system can remember up to 50 different applications and measurements, so you can easily switch back and forth to allow the machine to acknowledge a new product is being read.
Immediate results: The sensor produces hundreds of readings per second to allow the user to have immediate access to the product moisture content, allowing for increased or decreased dryer control.
All equipment included: Everything needed to operate the sensor is included and the software can be installed on an unlimited number of devices, allowing for better access throughout the process.
State-of-the-art technology: Continually researched and updated technology allows for the most accurate results in the moisture measurement industry.
30-day performance guarantee: See results or send it back - plain and simple.
Installation: Ideal for installations on chain and screw conveyors.
Typical accuracy with a NIR sensor is about ± 0.2 percent for ash moisture applications with a moisture range of 0 to 30 percent moisture. The sensor should be installed several inches above the conveyor belt. Once installed operators can continuously monitor the process and control the moisture content either manually or automatically. For monitoring and control, the sensor(s) can be directly connected to the users PLC or any laptop. In addition, look for instrumentation that can monitor the system even with small gaps in product flow and is unaffected by ambient light without impacting the accuracy.
THE FIRST AND ONLY
Leak Free, Syphon Technology Low Flush WC
Atlas Space Saving WC Suite powered by Quantum Technology
Atlas
The Problem
Leaking toilets waste between 215 and 400 litres of clean drinking water on average every day.
Between 5 and 8% of toilets in the UK are leaking, mostly dual flush toilets.
A principle cause of a leaking toilet is a faulty button operated flush valve.
Atlas Square Comfort Height WC Suite powered by Quantum Technology
Syphons cannot leak when they fail, however syphons traditionally use lever control which is seen as outdated.
Atlas Square comfort height WC pan with square push button cistern powered by Quantum Technology
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Quantum – Technology Overview
• Superior flow rate of 2.2L/sec (compared to standard syphons)
• 10,000 hours of product development with leading Fluid Dynamics (CFD) experts
£532.27
The Solution
A syphon operated cistern actuated with a push button.
A product that has no joint beneath the waterline.
A product that lifts water up.
A leak free, low flush syphon operated WC using a push button.
• The only product to use self-recharging air lock technology
• No dynamic joints beneath the water, syphonic in nature
• No assisted power source required
• Manual activation; mechanically operated
• User friendly flush button - 25mm button travel
• Choice of three button caps: 1. Flush design, 2. 5mm Protruding design, 3. Palm push button
• Single flush sub 4L
• BS EN 997 compatible with specified WC pans
LECICO BATHROOMS IN PARTNERSHIP WITH
The year ahead and how FMs can stay compliant
Health and safety is a critical concern
for all businesses, especially for facilities managers
tasked with ensuring a safe and
compliant working environment.
As we move into 2025, it’s essential to understand the evolving landscape of health and safety regulations, trends, and best practices
To gain expert insight into the year ahead, we spoke with Richard Stockley, Managing Director of RRC International, a leading provider of health and safety training.
Richard offers his perspective on the challenges and opportunities facing the industry and explores his predictions for 2025, including anticipated legislative developments, enforcement trends, and the crucial role of technology in maintaining compliance.
Richard has worked at RRC for thirteen years, having originally been a research scientist in the field of biochemistry. Having worked in protein structure and enzymology for eight years, he eventually realised that he was ready for a change in direction.
Having always fostered an interest in web technologies, Richard began to look at a career path along those lines. As it was the mid90s, the internet was just about to take off and so he decided to set up a business in web development. One of his very first clients was RRC and their relationship began!
“Back then, RRC were looking to develop their own e-learning system,” Richard explains. “Having been a paper-based training provider for almost 100 years, they were looking to digitalise processes a little more, and so I helped them build their very first e-learning systems.
“I was always interested in remote learning, and the fact that as a company RRC were very focused on health and safety and environmental management training meant that it was an area in which I felt I could do some real good. Therefore, I ended up running their digital strategy department. Then in 2020, the MD was ready to retire and I was chosen to take the helm!”
Health and safety culture is the is the key. In any organisation, the senior team has to buy into that culture. If they don’t, it won’t work
Does Richard enjoy his role? “Absolutely,” he says. “Although my background is not in health and safety, I am a tech-oriented person, and I really enjoy the fact that we can share our learning with people by whatever methodologies possible. I find that incredible.
“Health and safety can do a lot of good. Since I’ve been in a more senior position, I have had the chance to meet people who have tragic stories that could have been different if health and safety had been considered more.
“People’s lives get irrevocably changed and most of it is avoidable. We’re empowering people to not only keep themselves and others safe, but also to further their own career development and knowledge.
“It’s a worthwhile sector in which to put your talents to use, and I go to bed each night quite satisfied that I’m doing something good.”
As the Health and Safety at Work Act is now 50 years old, there will be pressure to make changes to reflect more modern workplaces
So, what does the year ahead hold for the health and safety sector according to Richard?
“There are two things that stand out,” he explains. “I think there will be much stricter enforcement from the regulators this year, and the HSE will probably be implementing higher penalties for noncompliance and generally pushing harder.
“I also think that as the Health and Safety at Work Act is now 50 years old, there will be pressure to make changes to reflect more modern workplaces and some of the patterns of work that are happening currently, especially mental health considerations. I think it will be an interesting year!”
Health and Safety is of course a huge concern for facilities managers, and it’s essential for many reasons to remain up to date with H&S regulations. Richard goes on to explain what FMs can do to ensure they remain compliant.
“The most important thing is to make sure that their relevant qualifications are up to date,” he says. “The law is always changing, and so are best practices, so it’s essential to keep up. FMs also need to make sure that their staff’s personal training is up to date.
“They might also need external help to come in and give them a plan of how to upregulate or to improve internal processes. There can be quite a lot of resistance to change in some organisations, and so people have to be prepared to listen and have an open mind.
“Finally, there is no place for complacency in health and safety. Facilities managers should implement best practise everywhere and should constantly try to re-evaluate what they’re doing. They can’t be complacent; they have to keep looking to the future.”
And what about common challenges that can arise in the world of health and safety? How can they be navigated? Richard goes on to explain: “Health and safety culture is the is the key. In any organisation, the senior team has to buy into that culture. If they don’t, it won’t work.
“That’s a common complaint when we meet with businesses, especially external consultants who go into companies to help with H&S. If the senior management won’t buy in to the suggestions being made, things won’t change.
“Another challenge is the ever-changing pace of technology. People really need to embrace tech – including AI – in health and safety, because it’s changing at a rapid rate and it’s not going to go away.”
For more information about RRC, please visit rrc.co.uk
Lemon Contact Centre –Helping to keep things running smoothly
Martin Anderson, CEO of Lemon Contact Centre, talks about the journey of the business so far, how it’s helping FM businesses to keep things on track, and the rising popularity of outsourcing
Can you tell me a little about the journey of Lemon so far?
Lemon Contact Centre was established in the North East in 2003, when its co-founders began answering out-of-hours calls for local engineering firms, above a garage with just a pen, paper, and a mobile phone. Over two decades later, Lemon has evolved into a multi-million turnover company, employing over 100 colleagues and serving clients across the UK and Europe, all while staying true to our founding values.
Today, we’re a trusted partner for businesses across various industries, including facilities management. This sector demands precision, from managing emergency maintenance calls to coordinating preventative maintenance schedules, and we leverage our experience to enable our clients to deliver outstanding service to their customers around the clock.
Facilities management is all about keeping things running smoothly
How popular is customer service outsourcing at the moment?
In the current UK economic climate, marked by rising operational costs following the recent government budget, companies are under significant financial pressure and outsourcing is a viable strategy to mitigate these challenges. By partnering with specialised providers like Lemon, FM companies can reduce costs and alleviate the administrative burden on internal teams, allowing them to focus on strategic priorities. This approach not only enhances operational efficiency but also offers scalability and access to expertise, ensuring that all communications are handled promptly and professionally, which is crucial for client satisfaction.
Do you see this changing any time soon? How?
The FM sector is embracing technology at an accelerating pace, and this will shape outsourcing. Tools like AI-driven automation and integrated communication platforms are becoming more prevalent, helping FM companies streamline workflows and improve response times.
However, the human touch remains crucial, especially in urgent or complex situations. We anticipate a hybrid model, combining smart technology with skilled professionals, will dominate. Additionally, sustainability and data security will continue to be key priorities, which is why we’ve invested heavily in ISO certifications and energy-efficient operations.
What common challenges do you face as a business and how do you navigate them?
One of the biggest challenges is handling the unpredictability of demand in FM, particularly during emergencies or seasonal spikes.
We overcome this by maintaining a highly trained team and advanced infrastructure that allows us to scale quickly. Another challenge is ensuring accurate, real-time information flow between all stakeholders. To address this, we use integrated systems and detailed workflows tailored to each client’s needs. Our ISO-certified processes ensure we deliver consistently high-quality service, even under pressure.
Can you tell me about any social responsibility strategies you have in place?
We’re proud to be a Real Living Wage employer, which aligns with the FM sector’s commitment to ethical practices and fair treatment. Our community engagement initiatives include supporting local charities and promoting economic development in the Tees Valley, where we are based. On the sustainability front, we’ve adopted energy-efficient technologies, minimised paper use, and are exploring ways to further reduce our carbon footprint. These efforts resonate with FM professionals who value partners that share their commitment to social and environmental responsibility.
What does 2025 hold for Lemon? What are the company’s goals and aims or the next year?
In 2025, we’re focused on enhancing our service offerings to better support the FM sector.
This includes investing in advanced communication tools that integrate seamlessly with FM platforms, making it easier to coordinate operations and respond to client needs in real time.
We’re also expanding our multi-channel capabilities, such as live chat and messaging apps, to provide more flexibility in how FM companies interact with their clients. Additionally, we aim to strengthen our partnerships in the sector, helping FM professionals deliver exceptional service while staying agile in a rapidly evolving landscape.
Is there anything else you’d like to add?
Facilities management is all about keeping things running smoothly, and at Lemon Contact Centre, we see ourselves as an extension of our FM clients’ teams. We understand the high stakes involved and are committed to delivering reliable, responsive service tailored to the unique demands of the industry.
Whether it’s handling critical incident calls or day-to-day customer support, we’re here to ensure FM companies can focus on what they do best. We’re excited to continue supporting the sector with innovative solutions and a steadfast commitment to excellence.
Companies are under significant financial pressure and outsourcing is a viable strategy to mitigate these challenges
Reap the Benefits of 24/7 Customer Service Support
Offering exceptional customer service 24 hours a day, 7 days a week, 365 days a year is crucial in the Facilities Management (FM) industry, where timely responses and effective communication can significantly impact operational efficiency and client satisfaction Round-the-clock customer service is important, as it can help to enhance client satisfaction, provide the ability to resolve issues promptly and, promote accountability However it can be costly and time consuming to offer this service in-house, which is where outsourcing can help
Operating a full 24/7 service from their headquarters in the North East, Lemon Contact Centre offers over two decades of expertise in providing daytime and out-of-hours support to the FM sector In doing so, Lemon’s highly trained and dedicated operatives become a true extension of your business
By outsourcing customer service to companies like Lemon, facilities management businesses can ensure that their clients receive 24/7 support 365 days a year, which is crucial for addressing urgent maintenance issues and inquiries. This round-the-clock availability improves customer satisfaction and enhances an FM company’s reputation for reliability and responsiveness.
With innovative software solutions and diagnostic tools integrated seamlessly with existing CAFM systems, Lemon Contact Centre helps optimise operations without the need for extensive investments in new technology or additional staffing This cost-effective approach allows facilities management companies to allocate resources more efficiently and allows skilled personnel to focus on core tasks rather than handling customer inquiries
As facilities management businesses evolve, partnering with an outsource provider like Lemon Contact Centre offers a strategic advantage With enhanced customer support, increased operational efficiency through technology, compliance assurance, and cost-effective solutions, facilities management companies can position themselves for success in an increasingly competitive landscape
Lemon Contact Centre
When the Storm Strikes: The Real Cost of Reactive Roofing
It’s 3 AM, and James Mitchell’s phone is ringing. As Facilities Director for a major retail chain, he knows late-night calls rarely bring good news
Storm Bert has just torn through the UK, and three of his stores are reporting serious roof damage. Water is pouring into stockrooms, threatening thousands of pounds worth of inventory, and tomorrow’s trading hangs in jeopardy.
“That night was a wake-up call,” James explained. “We’ve always
taken a reactive approach to roof maintenance and while it wasn’t ideal, it seemed more cost-effective—until it wasn’t.”
James’s story isn’t unique. As extreme weather events become more frequent across the UK, facility managers nationwide are facing similar crises with many bracing themselves for another round of emergency calls and rushed repairs.
The perfect storm – the hidden costs of crisis management
“What many don’t realise is that most storm damage isn’t really about the storm at all,” explains Phil Seaton, Operations Director at NSS. “It’s about the small vulnerabilities that existed long before the first gust of wind.”
Seaton has seen it countless times. A loose tile that could have been secured during routine maintenance becomes a major breach during high winds. Blocked gutters that should have been cleared lead to water ingress and internal damage. These aren’t just maintenance issues—they’re business continuity threats waiting to happen.
For James, that night led to more than just emergency repair bills. Three stores closed for emergency repairs, lost stock, disappointed customers, and demoralised staff, at the busiest time of year for the industry. The total cost?
“Nearly ten times what we would have spent on annual preventative maintenance,” he admits. “And that’s not counting the reputational damage.”
This scenario plays out regularly across the country. When Storm Agnes hit last autumn, NSS’s emergency response team handled over 200 calls in 48 hours.
“What’s striking,” Seaton notes, “is how many of these emergencies could have been prevented with regular maintenance.”
Changing the narrative – breaking the reactive cycle
The good news? Some organisations are learning from others’ misfortunes and are taking a different approach. For example, implementing a biannual maintenance program.
This means when storms hit, it’s business as usual. An investment which pays for itself many times over in prevented disasters.
The solution isn’t complex, but it requires a shift in thinking. “Think of your roof like your car,” Seaton suggests. “You wouldn’t wait for your brakes to fail before getting them checked. Why treat your roof differently?”
NSS’s data shows that buildings on regular maintenance programs experience 80% fewer emergency incidents during severe weather. For many facilities managers, this statistic alone is reshaping their approach to roof management.
Building Storm Resilience
Resilience comes through adopting a proactive approach to roof maintenance, with regular inspections and preventative repairs. This means when the next storm warning comes, while you’ll still be concerned, you’ll be confident you’ve done everything possible to protect your properties and your business.
Confidence comes from having a comprehensive maintenance strategy in place:
Reg ular professional inspections identifying potential vulnerabilities
Scheduled maintenance addressing issues before they become problems
Clear protocols for pre-storm preparation
Reliable emergency response backup when needed
Proactive siphonic system surveys
Proactive siphonic system surveys have become increasingly critical in preventing storm-related damage. A comprehensive siphonic survey can identify the precise volume capabilities of existing gutters and drainage systems, highlighting potential weak points before they’re tested by severe weather.
By understanding your system’s actual capacity versus the potential rainfall volume, necessary upgrades or modifications can be implemented well before storm season. This preventive approach is particularly valuable given that many older systems were designed to handle historical rainfall patterns that may no longer reflect current weather trends.
To help businesses be better prepared, NSS now offers specialist siphonic surveys conducted by SDRA-certified experts, who can assess a system’s capacity and provide detailed recommendations for optimisation. This comprehensive inspection service includes a thorough evaluation of existing drainage systems, identification of potential bottlenecks, and practical
solutions to enhance system performance helping you to handle whatever weather challenges lie ahead.
Looking to the horizon
As the UK continues to face increased numbers of storms and an uncertain future of increasingly extreme weather, the message is clear: prevention isn’t just better than cure—it’s essential for business continuity.
“We’ll always maintain our emergency response capabilities,” Seaton says, “but our real mission is helping businesses avoid emergencies altogether. Every organisation that switches from reactive to preventative maintenance is a success story waiting to happen.”
For facility managers watching the weather forecast with growing concern, the question isn’t whether to act, but when, because the cost of waiting can be far higher than just a repair bill.
NSS provides nationwide specialist maintenance services through their fleet of truck-mounted access platforms and team of qualified professionals. As part of Premier Technical Services Group Ltd (PTSG), they’re setting new standards in facility services across the UK.
For more information about preventative maintenance programs or emergency response services, visit nssgroup.com
When Storm Agnes hit last autumn, NSS’s
response team handled over 200 calls in 48 hours
Innovation from top to bottom
PTSG specialises in keeping buildings and their users safe and well maintained all year round. A number of tasks must be performed at height – often great height – which requires an uncompromising approach to safety, both for engineers and for anyone else who comes into contact with the site
Another challenge – one that is less obvious to the general public – is how to minimise or even eliminate disruption at ground level whilst potentially dangerous work is carried out at height?
It’s a challenge that PTSG’s engineers have become adapt in overcoming through applying innovative methods.
The University of Glasgow
Pendrich is a company of Edinburgh-based experts in steeplejack services, steel fabrication and rope access, forming part of PTSG Building Access Specialists Ltd.
Recently, they were contracted to attend the University of Glasgow where they were tasked with securing the roof of one of the buildings which is situated alongside a busy public road.
Pendrich’s engineers installed a bespoke modular frame scaffold deck to the perimeter at the top of the eight-storey sandstone building to provide safe access to the roof.
The scaffolding was erected by Pendrich’s rope access engineers and steeplejacks with minimal disruption
This access solution allowed the road to remain open and buses to keep to their original route. It also enabled the architect and engineers to carry out the full work scope to the roof structure. The scaffolding was erected by Pendrich’s rope access engineers and steeplejacks with minimal disruption compared with traditional street scaffolding.
Edinburgh’s Balmoral Hotel
Several years prior to this, Pendrich’s engineers were contracted to deliver emergency repairs to the Balmoral Hotel in Edinburgh.
The masonry work wasn’t complicated in itself; but several challenges made the project extremely challenging, requiring great innovation.
The Rocco Forte-owned hotel is situated at the East end of Princes Street, the capital’s main shopping thoroughfare.
The west side of the hotel is also connected to Waverley railway station.
When the hotel was declared unsafe, Pendrich quickly mobilised an eight-man rope access team to remove the defective stonework and replace it with like-for-like material.
With the closure of the street below unavoidable, Pendrich’s team came up with the idea of creating a tunnel for shoppers to use, while overhead protection scaffolding tunnels were put in place at the north and east side of the hotel.
The height and location of the hotel also causes weather challenges when working on site at height.
Recent heavy and drifting snow also had an impact on work at the site. The Pendrich team worked night shifts to lift and build the loose and dangerous stonework.
The Pendrich team worked closely with Balmoral Hotel, Network Rail, the City of Edinburgh Council and the owners of the Waverley Mall shopping centre to ensure the impact of the work on the public and road and rail users was kept to a minimum.
The Lateral Access System
Perhaps Pendrich’s finest innovation is the Lateral Access System. Simplicity is at its heart, with two steel ropes attached along the underside of a roof or canopy to enable operatives to carry out maintenance work.
Beforehand, the ropes are tested for strength and effectiveness using weights.
The lateral access system has a number of advantages over other access methods.
It can be installed to the underside of roof canopies, fragile roofs and attic spaces.
It can be installed safely above plant and machinery.
The system can be used without any disturbance to maintenance tasks such as painting, cleaning and repairs at ground level.
It is ideal for use in environments where access is restricted
To talk to one of our specialists about your building requirements, please contact: sales@ptsg.co.uk | 01977 668771 | ptsg.co.uk
The height and location of the hotel also causes weather challenges when working on site at height
Celebrating Success at the FASET AGM and Awards
On Thursday 28th November, FMBD Managing Director, Cheryl Ellerington and Managing Editor, Claire Middleton were delighted to attend the FASET: Fall Arrest Safety Equipment Training Annual General Meeting and Awards event at the Worsley Park Hotel and Golf Club in Manchester
Members and sponsors came together to learn from one another and to celebrate the work and success of several individuals and businesses who have particularly stood out this year.
Agenda:
1. Welcome and apologies
2. Minutes of the previous Annual General Meeting – 24th November 2023
3. Election of the FASET board
4. FASET financial report
• Accounts Year End 31st December 2023
• Provisional Report for 2024 & Annual Income and Expenditure Budget for 2025
5. Any other business
Following the formal business of the AGM, a number of interesting presentations were given on a variety of subjects relevant to the industry.
Speakers included CITB and Creator Scaffold Designs. There were also lots of opportunities for members to have their say on the direction of the organisation moving forward.
Thank you to everyone who helped to make this year’s event wonderful
In the evening, everyone changed into their glad rags for a night of fun and celebration, which included a hilarious performance from stand-up comedian and actor, Justin Moorhouse. This was followed by a delicious gala dinner and the highly anticipated awards presentation.
And the winners are…. Trainee of the year - Callum Bibby
Installer of the Year - Mark Lamont
Investment in People - Revnet Safety Systems Ltd
Health, Safety and Environmental Achievement - Trad Hire & Sales Ltd
Excellence of Work award - Nationwide Safety Ltd
Highly commended - Revnet Safety Systems Ltd
Sponsors and exhibitors supporting the event were:
FM Business Daily
Huck Nets (UK) Limited
ALTRAD
Sunbelt Rentals, Inc.
Nationwide Platforms
Creator Scaffold Designs and Temporary Works Consultants Ltd
3 EDUCATION LIMITED
International Powered Access Federation (IPAF)
Visor Fall Arrest Nets
León de Oro
CITB
IRC, INTERNACIONAL DE REDES Y CUERDAS, S.A.
Tony Seddon, Managing Director, commented: “This year’s FASET AGM was a fantastic event. It was wonderful to see everybody together and celebrate our brilliant industry. We are already looking forward to next year’s event!
“Thank you to everyone who helped to make this year’s event wonderful, and a huge congratulations to all our very worthy winners.”
Become a FASET Supporter Member Today!
Are safety netting, platform decking, and temporary safety systems integral to your operations?
Showcase your dedication to secure working practices with FASET Supporter Membership.
Why Supporter Membership Matters:
• High Safety Standards: Demonstrate your organisation’s commitment to the highest safety standards in the netting and safety systems sector.
• Communication Excellence: Signal to partners and stakeholders that your safety protocols are your top priority.
• Exclusive Insight: Gain access to FASET meetings, including the AGM, fostering an open dialogue for sharing experiences within the construction industry.
• Influence and Impact: While Supporter Members don’t have voting rights, their active participation shapes future guidance, ensuring FASET remains relevant and effective for all stakeholders.
• No Cost, More Visibility: Enjoy the benefits of Supporter Membership at no cost. Upon certification, receive additional visibility as Supporter Members are actively promoted across various FASET outlets.
B Corp Success for Julius Rutherfoord & Co
With the ever-increasing pressure on businesses to reduce their environmental and social impact, many companies are looking to the B Corp certification to reflect their ethical values and practices. This certification shows that a company that has been certified by B Lab for its social and environmental performance, transparency, and accountability
In 2024, London-based commercial cleaning company Julius Rutherfoord & Co achieved their certification. To hear more about it, we caught up with Chris Jarvis, Managing Director, and Lauren Hanley, Customer Services Director.
Can you tell me a little bit about your specialisms within the commercial cleaning sector?
Chris: We provide expert, tailored cleaning services to workplaces across London and we specialise in workplaces that require unique ways of working. We work across a huge range of sectors, from classic corporate office and educational settings to more modern science and tech facilities.
We’re also highly experienced in working with heritage sites and listed buildings.
This diverse property range means we’re often working with clients that have very unique demands and so it’s our tailored approach that makes us so well-known in the industry.
We are a ‘no compromise on quality’ provider and everything we do is focused on ultimately providing a high-quality service to the client by using the best technology and following wellestablished processes. We are committed to providing the highest quality output for any environment under whichever demands are required.
What motivated the company to pursue the B Corp certification?
Chris: It’s about having the right standards of professionalism. We wanted to make sure that those working for us, and those working for our clients, are treated well, paid fairly and given proper employment rights.
We believed that the B Corp Certification would be a great way for us to demonstrate how we run our business, to measure ourselves against best practise and provide us with a framework to enable us to continue to improve.
What steps did the company take to achieve the certification?
Lauren: As customer services director I have a dedicated quality, sustainability and environment manager on my team who was designated as the owner of the project.
To get B Corp certification, businesses need to go through a business impact assessment. This is a detailed questionnaire related to all areas of the B Corp process, such as community, workers, the environment and sustainability etc.
You gain points for each response and the more points you get, the higher your score. When you’ve reached the minimum required score, B Corp examines your assessment, explores the evidence you’ve given and ensures that your score is accurate. It’s a very thorough process designed to make sure you’re doing what you say you’re doing. Once you’ve evidenced everything and they’re happy, you achieve your certification.
The fact that we’ve got somebody in-house that we could dedicate to the project meant that we achieved it much quicker than a lot of other businesses in the industry. We began in November 2023 and were certified by August 2024.
How does the certification align with the company’s existing values and business practises in your opinion?
Chris: The founding value of the business was the desire to create a fairer, higher quality cleaning company, and to ultimately impact the industry in a positive way. That aligns very well with B Corp’s values, which revolve around accountability and responsibility. We’re passionate about having effective processes in place to regulate the way we operate, and I think it was thanks to that that the certification process was reasonably smooth. We already had a lot of what you’d need for the B Corp certification in place.
We’re not perfect and there’s lots more to be done but, it’s great to get that recognition. The challenge now is looking at what can we do to improve. Complacency is a dangerous thing. You can’t rest on your laurels; you must keep moving.
So how do you demonstrate your commitment to social and environmental responsibility beyond the B Corp certification?
Lauren: One of the main sentiments behind the B Corp certification is using business as a force for good. As we were already doing a lot of things before beginning the process, we had a head start. We’ve always done lots of charity and volunteer work, including with a food waste charity in London called The Felix Project. We want to contribute more than just money; we want to make a real impact and so we’ve recently increased our volunteering hours by 80% from last year.
Similarly, sustainability goes hand-in-hand with the industry as well. There’s lots of potential in cleaning to improve sustainability and we’ve made real leaps in doing what we can in all areas of the business. For example, we’ve minimised our single-use plastics at head office, actively seeking out different providers that we can work with to help improve our own recycle rates. We try and find a recycle stream for everything. We have around 10 different bins in head office for everything from coffee grounds to flexible plastics to batteries.
It’s important for us to demonstrate to both our customers and the community that it can be done. Part of the B Corp process is sharing the concept of using business as a force for good.
You need to be recertified every three years, and so we need to ensure we maintain or improve our assessment score next time. We are always looking for opportunities to improve by thinking outside the box and considering what more can we do as a business to have that positive impact on the community around us.
Complacency is a dangerous thing. You can’t rest on your laurels; you must keep moving
Can you tell me about how you approach contract management and client relationships to ensure ethical and sustainable practises throughout the entire service life cycle?
Lauren: A considerable part of my role is supporting our operations team with the management of our contracts. Most of our contracts have a monthly meeting with their line operations manager where we update them with everything that’s happened that month.
This includes everything that’s happened on site with regards to staffing as well as any financial updates. We also publish an annual sustainability report. This gives our clients a clear picture of what we’re doing as a business in terms of sustainability and social responsibility, including our recycling closed loop practises and being a recognised London Living Wage provider for over 10 years.
How do you view the current landscape of the commercial cleaning sector, what are the key challenges and how are you using tech to enhance your cleaning practises and to enhance sustainability of the business?
Chris: Like many other industries in the UK, we have a shrinking workforce. When you have a shrinking workforce, you need to pay more for staff and on top of that, the government is putting more taxes on the cost of employing people. So ultimately the challenge in the cleaning industry now is about how to become more productive and how to do more with less resources.
You have to look to technology to solve that problem. We spend a lot of time looking at technology and we invest a lot in equipment that supports our cleaning staff to do their jobs effectively with less effort, enhancing their productivity.
We also look at which cleaning products the staff are using. We use multi-purpose chemical-free cleaning products. By using just one product to do a number of different tasks, we’re improving efficiency.
Something the industry is headed towards is data-led cleaning, using smart building technology. This allows us to align tasks to where the traffic in the building is.
These technologies are still in their infancy, but I definitely see more of this in the future of cleaning.
What sets you apart from your competitors?
Chris: Firstly, we take a people centric approach; we prioritise the workforce. We understand the increasing value of our workforce. We put them first by offering stable shifts, fair pay and opportunities for development. This focus on people means we have
really good staff retention rates. The longer a team member stays with us, the better they will get at their job which ultimately means the client is going to be happier.
Secondly, we set up the business so that our frontline staff can fully focus on their job and not be distracted by administrative issues. They’re also free from the distractions that can come from substandard tools, products and machinery because we only use high-quality and effective resources.
Because of this, our staff are able to provide undivided attention to the tasks at hand. And ultimately, if you can give your undivided attention to a task, you’re going to get the best result possible. That’s where we think our clients notice the difference with us.
And finally, what are your key priorities and ambitions for this year and beyond?
Lauren: The B Corp certification is a project that my team has managed and so for this year I think for me it’s about just strengthening the understanding across the business and clients of what it actually means. I want to make sure we keep having these conversations to ensure that eventually our staff live and breathe the values and standards of the certification.
Chris: We’ve got a fantastic portfolio of clients and in 2025 I want to continue to push our business forward. We’ll be sharing what we’ve done to achieve B Corp certification. By us having it means that our clients will be able to get it and we’re part of their supply chain.
Some already say that the service we provide is the absolute best in the market. We want to continue to help our clients and help them on their sustainability journey.
Soaring into 2025
Integral Cradles and GIND UK celebrate new year with project wins and website launches
Following a busy and successful 2024, façade access installation specialist Integral Cradles and its maintenance partner GIND UK are poised for an exciting start to the new year, following news of several contract wins alongside the launch of their new corporate websites.
The new platforms reflect both companies’ dedication to maintaining leadership and quality in the building access industry while embracing a modern, client-focused digital approach.
Alongside these launches, Integral Cradles and GIND UK have both recently been appointed to deliver façade access solutions for some of London’s highest-profile structures on behalf of prestigious clients:
One North Quay – access solutions for Europe’s tallest life sciences building
Following the news that it has been appointed to deliver façade access equipment for One North Quay, Integral Cradles is underway and looking forward to completing the design process of the solution at this latest landmark development at Canary Wharf.
We’re laser-focused on exceeding expectations by pushing boundaries in the building access industry
Under the contract, Integral Cradles will supply and install a comprehensive suite of access equipment to ensure safe and efficient maintenance of the building’s façade.
The package includes:
A 34m reach rising mast BMU (Building Maintenance Unit) on twin tracks
Four monorail systems with three powered cradles
Two safety lines
One North Quay project is set to become Europe’s tallest and most advanced purpose-built commercial lab building. It will showcase state-of-the-art design and functionality to support London’s burgeoning life sciences and technology sectors.
JLL and HSBC bank on GIND UK
For GIND UK, an award-winning access systems maintenance provider, 2024 brought an exciting announcement that the firm had been awarded an extension of its existing contract with JLL to provide access systems maintenance for its client HSBC.
The contract with JLL covers their major BMU sites, which have been under GIND UK’s care since the firm’s installation partner Integral Cradles installed the replacement BMUs in 2015.
The GIND UK team looks forward to maintaining the HSBC portfolio for JLL throughout 2025, alongside its other valued clients’ warrantied maintenance needs.
Websites launched:
A fresh look building on a proud history
For over 20 years, Integral Cradles has been pivotal in delivering complex façade access solutions for iconic structures across London’s skyline, including The Leadenhall Building, 52 Lime Street (The Scalpel) and One Blackfriars Tower.
Backed by new maintenance partner GIND UK in 2016, the two firms joined forces to provide a collaborative solution that begins at a building’s concept and continues through to its endof-life. Providing assurance throughout the building lifecycle means the companies have enjoyed lasting partnerships with their clients, some of whom have worked with them for more than 20 years.
With a busy year of project delivery coming to its close, the two businesses launched their respective new websites in December 2024 to highlight their refreshed brand identity, bringing their services firmly into the digital age.
The new websites are designed to reflect each company’s cuttingedge expertise, innovative solutions, and ambitious sustainability goals. Each website showcases the firms’ respective project histories, the latest news and blogs and a range of interactive video content highlighting the skills and experience required to deliver access solutions on prestigious high-rise structures.
Both websites also provide insight into the technologies adopted on Integral Cradles and GIND UK’s projects, such as BIM and 3D modelling. Adopting this powerful digital tool that creates a 3D model of an entire building, including the facade access system, allows the firms to work alongside architects, engineers, and construction teams from the very beginning, ensuring a whole lifecycle solution.
Discussing the websites’ launch, Kevin Walton, Managing Director of Integral Cradles and GIND UK, explained: “The launch of our new websites marks an important step in our business evolution. They allow us to highlight our technical expertise, commitment to sustainability, and collaborative approach in delivering bespoke access solutions for world-class projects.
Both websites are platforms that represent our leadership in the industry and set out our ambitions for the future.”
Bring a fresh approach to sustainability in 2025
Beyond contract wins and new websites, both firms have also shifted their focus onto the future of both the construction industry and its wider environmental impact. Sustainable Horizons: A Roadmap to Net Zero is a new strategy document published by both companies, which outlines a robust plan to achieve carbon neutrality by 2030. The document is publicised on both websites and can be read in full here.
New year, new ambitions
With 2025 now in full swing, Integral Cradles and GIND UK are channelling their efforts into delivering safely and effectively on their significant projects secured in 2024 for some of the construction industry’s most prestigious clients.
Both companies are leveraging their expertise to provide the design and maintenance of bespoke building maintenance units while maintaining their commitment to sustainability through the Sustainable Horizons initiative, which targets net-zero carbon.
Reflecting on the momentum gained in 2024 and the exciting challenges ahead, Kevin commented: “Our success in securing high-profile projects last year demonstrates the confidence our clients have in us to deliver innovative, high-quality solutions.
“As we advance into 2025, we’re laser-focused on exceeding expectations by pushing boundaries in the building access industry and driving forward our sustainability goals.”
To visit Integral Cradles’ new website click here. For GIND UK’s new website, click here
Pareto FM looks to the year ahead
As we embark upon a brand-new year, it’s a good time to hear from industry leaders about what the coming year will bring and how the industry can adapt. Here, James Clarke, CEO of Pareto FM, talks to FM Director ’s Claire Middleton about what 2025 will look like for the FM industry and Pareto in particular
FM is, by nature, a dynamic market; it evolves and changes all the time. But what changes will 2025 bring? “We are now seeing a continuing transformation of FM,” explains James.
“There is a continuing return to office space working and therefore customers in the market are now looking to invest more in their built environment.
They want to make their offices an attractive destination for work and a strong reason for their staff to want to be in the office rather than working from home.
“They don’t necessarily want to make it mandatory five days a week, but we are seeing many cases where they’re making it mandatory to be in the office at least three days a week.
From an FM point of view this means that customers expect their environments to be conducive for people to do that.”
James went on: “We’ve also been seeing over the course of the last three years people reviewing how they’re using office space. It’s not just the square footage that they’ve got, but really looking at how are they using it effectively and efficiently.
“Hybrid working is here to stay and so there are periods in the week that are quieter in offices. The industry is now learning how to adapt to that and be insightful. It’s about looking at how it can provide data to their clients in terms of how their space is being used. I see a continuing trend of technology helping to address the way customers expect to see data from FM providers.”
Touching on legislative developments, James said: “There’s lots of legislative change coming our way. Take net zero for example, businesses have got to have a coherent approach and strategy for that. But they also need to start backing it up. It’s alright stating your intentions, but at some point, you must back them up with data and demonstrate that you know how you’re going to get there.
Hybrid working is here to stay and so there are periods in the week that are quieter in offices
The right talent is going to become an increasingly scarcer resource
“I think that that increasingly is going to drive further transformation in how customers look and use their space.”
There are several challenges heading towards the FM industry over the coming year, including the ongoing journey towards net zero and cost increases for employers, including the national insurance rise. James said: “Customers are looking for help to be more efficient both financially with regards to the increasing cost pressures they’re facing, and environmentally in terms of their net zero journey. They want to use their resources more effectively and efficiently and they’re looking to us to be innovative and be able to deliver or manage turnkey solutions - from the relatively simple to the quite complex - on their behalf.
“We get asked to do lots of things, from raising awareness around energy usage or waste management, through to comprehensively looking at what our customers’ energy demands are, where they’re coming from, what assets are utilising that energy and whether there are there better ways of delivering the output for less.”
And what will Pareto be focusing on in the next year? James says: “FM is a broad sector and therefore there’s never one provider that can do absolutely everything. We’re trying to remain focused on what we’re good at, which is technical services delivery, but we also want to supplement that with capabilities where we see the real demands coming from now.
“We are we are known for being disruptive in the ESG area and so I’m really focused on making sure that we have complementary capabilities to address all elements of ESG – environmental, social and governance. We need a real focus on acquiring assets that that can supplement and address that. Acquisition of key talent is going to be important, particularly when you look at how everybody is going to be scrambling to meet net zero targets, I think the right talent is going to become an increasingly scarcer resource.
“I’ve emphasised the importance of governance and the need to back decisions with solid evidence – this is where data becomes crucial. My focus is on ensuring we have a coherent data strategy for both our business and customers; one that connects data points seamlessly, enabling insightful interpretations through advanced analytics and business intelligence.
This becomes more complicated when you’re also trying to add to a business capability. Whatever you acquire tends to come with different types of systems and data and therefore having the right people that can join those dots is going to be increasingly important.”
“It will be a busy year ahead!” James concludes.
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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
Vacherin’s Alex Rowe has had a fantastic start to 2025 with a promotion to Director of Food for the specialist London caterer.
Alex’s promotion is in recognition of his leadership and achievements as Head of Food and his dedication to culinary excellence, fostering inclusivity and ensuring every detail of Vacherin’s food culture is exceptional.
Highlights include bringing grass roots talent into the industry with PLATE (Vacherin’s next generation chef talent programme in partnership with Westminster Kingsway College), working with renowned chefs such as Doug McMaster and Sabrina Gidda to elevate Vacherin’s sustainability commitment and investment in culinary and talent development, as well as giving back to the community through Vacherin’s support of charities including Luminary Bakery, Brigade and Surrey Docks Farm.
CH&CO and the wider Compass business couldn’t be prouder of this well-deserved recognition of Bill’s illustrious career and his outstanding contribution to the hospitality industry.
Bill embodies hospitality, from his dedication to pushing the boundaries of foodservice to give clients and customers exceptional food, drink and service experiences, to his unbounding entrepreneurial spirit that has seen him realise huge growth in leadership roles throughout his career, and especially with CH&CO which has grown impressively over the past decade.
Bill is also a fantastic champion of hospitality and has given back over the years through his proactive involvement with industry associations, his commitment to nurturing talent and promoting hospitality careers, and his support of hospitality charities, including Hospitality Action, Springboard and the Royal Academy of Culinary Arts (to name just a few!).
Baxi has strengthened its residential heating division with the promotion of Rob Pearse into the newly-created role of Residential Business Director, in a move designed to enhance the level of support it can offer to its residential customers.
Pearse brings over 30 years’ commercial and sales experience across sectors including construction, domestic appliances and heating, having been Baxi’s Residential Sales Director since 2023.
Pearse’s role will see him continue to strengthen partnerships to support customers in the residential space with the latest efficient heating and hot water technologies. This includes supporting heating engineers and merchants with low carbon solutions, training and expert support as the supply chain and homes continue the clean heat transition.
Lambert Smith Hampton (LSH) has announced the appointment of three new graduate and placement surveyors to its Leeds office. This strategic move strengthens the firm’s regional and divisional expertise while fostering the growth of young talent within the property industry.
Grace King, a student at Leeds Beckett University, has joined the Office Advisory team as a placement student. Grace is actively involved in leasing and letting commercial properties, contributing to key activities such as negotiating heads of terms and advising clients on maximizing asset value.
Lila Tiwana, a recent graduate from Nottingham Trent University, has joined the Asset Advisory team. With prior experience at Knight Frank, Lila brings valuable expertise in property sales, valuation of distressed assets, and property auctions.
Hannah Ketteringham, a placement student from Northumbria University, is contributing to both the Valuation and Lease Advisory teams. Her responsibilities include negotiating rent reviews and lease renewals, as well as producing valuation reports across various sectors.
Mace, the global delivery consultant and construction expert, has appointed the final independent nonexecutives who will join its new Group Board.
From 1 January 2025, former Heathrow CEO John Holland-Kaye and Sylvia Metayer, former Chief Growth Officer at Sodexo, will join the new Group Board as non-executive directors as the company looks to expand across its four hubs – UK & Europe, Middle East & Africa, the Americas and Asia Pacific, working on projects like Hudson Tunnel in New York and King Salman International Airport in Saudi Arabia.
Providing a full spectrum of experience and skills, the non-executive directors also joining from the new year include Dame Alison Nimmo DBE, previously CEO of the Crown Estate; Nina Bjornstad, who has worked for Google and Microsoft and PwC UK Advisory; Eric Hageman, Chief Financial Officer of Swedish telecommunications company Telia; and John Coghlan, currently a director of Landmark.
GRichard Corby, Head of Office at Lambert Smith Hampton in Leeds, said: “We’re delighted to welcome Grace, Lila, and Hannah to our Leeds team. Their enthusiasm, fresh ideas, and immediate impact are a testament to the value of investing in the next generation of property professionals and I’m eager to see their careers develop with us.”
lobal real estate advisor, CBRE, has appointed Dr. Carl Deppisch as Head of Occupier for its European Industrial & Logistics (I&L) business.
In his new role, Carl will be responsible for developing and executing CBRE’s I&L occupier growth strategy, ensuring both existing and new clients benefit from the full spectrum of CBRE’s capabilities. Carl will report into Anna Esteban, Head of Advisory & Transaction Services for Europe and will work closely with in-country I&L leaders to further elevate the firms’ market-leading position in the sector, which is spearheaded by Jack Cox, CBRE’s Head of European Industrial & Logistics.
A recognised industry expert, Carl boasts more than 25 years’ experience in logistics and supply chain. He joins from logistics and transport giant Kuehne + Nagel where he has held a number of senior international roles in operations management and solution design and most recently, served as Senior Vice President of Global Real Estate. Prior to this, Carl spent six years with consulting firm, Accenture, in their supply chain practice.
Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250
Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758
FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk www.faset.org.uk 01948 780652
For almost 30 years Julius Rutherfoord has been passionate about providing professional cleaning services to some of the most prestigious organisations in the London area. info@juliusrutherfoord.co.uk https://www.juliusrutherfoord.co.uk/ 020 7819 6700
GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk 0800 448 8884
Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business.
Lemoncontactcentre.co.uk 0800 612 7595
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com
0845 094 5976
Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services to the construction and facilities management sectors. info@ptsg.co.uk
https://www.ptsg.co.uk/ +44 (0) 1977 668 771
Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk
SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice.
info@saema.org
https://www.saema.org/ 01948 838616
PPSPower (PPS) is one of the industry’s largest and most respected providers of generator and UPS (uninterruptible power supplies) installation, maintenance and repair solutions. sales@ppspower.com
https://www.ppspower.com/ 0345 200 9888
Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251
The dirt on worm casts: Essential lawn care advice for the spring
Cheryl Harper, MD of Greensleeves Lawn Care, shares all you need to know
As we look ahead to the end of a long and cold winter, you might notice small, coiled mounds of soil appearing on lawns.
These are worm casts, a natural byproduct of earthworm activity. While these muddy heaps can be a nuisance on manicured lawns, they’re also a sign of a healthy garden ecosystem.
But what exactly are worm casts, and why do they start to become more noticeable in early spring? And, perhaps most importantly –what can you do to treat or prevent this unsightly issue?
What are worm casts?
Worm casts are the small piles of soil that earthworms leave behind as they process organic material underground. The main culprits are
species like Aporrectodea and Lumbricus, which live in permanent burrows and contribute significantly to soil health. By digesting plant debris, these worms enrich the soil with essential nutrients such as nitrogen, phosphorus and potassium.
While their activity benefits the soil, the resulting mounds can become an issue on well-maintained lawns – especially those kept short for ornamental purposes.
If left unchecked, these casts can smear underfoot or when mowed – creating the perfect environment for moss and weeds to thrive.
When are worm casts most prevalent?
Worm activity reaches its peak during the cool, damp conditions of autumn and early spring.
During these seasons, the combination of mild temperatures and moisture draws worms closer to the surface – resulting in an increase in visible casts. In contrast, worm activity slows during the extremes of hot, dry summers or freezing winters when worms retreat deeper into the soil. However, as early spring approaches, warming soil and frequent rain often lead to a noticeable surge in worm casts – a sign of nature’s underground workforce busy at work.
Managing worm casts on lawns
While there’s no way to eliminate worm casts entirely, there are ways you can manage them effectively.
Brush them off
Once worm casts dry, they crumble easily and can be dispersed without much effort. Use a soft rake or a stiff-bristled brush to gently sweep the mounds across your lawn. Timing is crucial, however, so wait for dry conditions to avoid smearing the casts, as this can lead to soil compaction and an uneven lawn surface.
Raise your mowing height
During peak worm activity in early spring and autumn, cutting your grass slightly higher can help reduce the visibility of worm casts. Longer grass is more forgiving, as it minimises the impact of mowing over moist casts – helping to maintain your lawn’s even appearance.
Reduce organic material
Earthworms are naturally attracted to areas rich in decaying organic matter. By promptly removing fallen leaves, grass clippings and other debris, you can make your lawn less appealing to worms – reducing the frequency of surface casts.
Aerate your lawn
Compacted soil can force worms to surface in search of oxygen, increasing the appearance of casts.
Aerating your lawn helps alleviate compaction by creating small channels that improve drainage and oxygen flow. This not only encourages worms to stay below the surface but also enhances your lawn’s overall health and resilience.
At Greensleeves, our professional aeration services can help your lawn thrive while minimising the impact of worm casts. By addressing compaction and promoting healthy grass growth, we can keep your lawn looking its best year-round.
Prevention strategies
For longer-term management, subtle adjustments to your lawn’s conditions can reduce worm activity.
Soil pH adjustment
Earthworms prefer neutral to slightly alkaline soil, making these conditions ideal for their activity. By slightly acidifying your soil using products that contain sulphur, you can create an environment that is less appealing to worms – reducing their presence on the surface.
Greensleeves’ trained professionals can recommend safe, tailored adjustments that suit your lawn’s specific needs, ensuring effective results without compromising grass health.
Watering practices
Moist soil attracts worms, encouraging them to surface and leave casts behind. By reducing watering frequency and ensuring proper drainage, you can make your lawn less inviting for worms while still supporting healthy grass growth.
With Greensleeves’ seasonal lawn treatments, you can optimise your lawn’s water retention and drainage. These treatments not only discourage worm activity but also promote lush, vibrant grass, ensuring your lawn stays healthy and visually appealing whatever the season.
It’s important to remember that worms are an essential part of a healthy garden. Instead of viewing worm casts as a problem, consider them a sign of vibrant soil life. By adopting simple management practices, you can maintain a beautiful lawn while reaping the benefits of these underground allies.
For further information about Greensleeves and how they can help you with your lawn care, visit www.greensleeves-uk.com
No one does more to support Britain’s buildings
PTSG Fire Solutions Ltd offers an unrivalled breadth and depth of fire safety and security services.
With five independent business divisions delivering the full range of specialist services, PTSG ensures buildings of all kinds are safe, clean and compliant – in all sectors.
