June 2023
Paul Lotter
Improved mental health in security sector
Michelle Lappin
Enjoying benefits of true partnership working
Will Pitt
Providing Building Safety Act essential advice
Toni-Marie Vaughan
In-depth support enabling veterans’ right to work
Celebrating FM partnership working from an ex-services perspective
Following conversations with FM industry employers and the publication of numerous announcements of companies signing up to the Armed Forces Covenant, I’m very pleased to highlight our feature in this issue discussing the many opportunities within our sector for armed services veterans to put their skills to good use and continue to enjoy second careers.
There are so many ways to approach this topic, including the perspective of the veterans themselves, as well as including that of employers and the FM sector, of course, and numerous others. Following conversations with employers, it appears that the high levels of training provided by the armed services makes ex-service personnel highly attractive as employees.
From the hard service side of our industry, engineers who have been trained by the armed services and worked in a variety of settings are frequently sought after due to their practical and problem-solving skills. These have often been developed in settings with very little immediate support available, the result of which has seen them learn to cope with difficulties that make the majority of those experienced in civilian life pale by comparison.
The security sector of our industry is perhaps the most obvious area where many ex-service personnel find gainful employment, again due to the training and skills learned during their career with the armed services. Discipline, problem-solving and awareness are some of the key qualities often seen in veterans and particularly suited to security settings. This process can easily be followed to cover all FM sectors and list the many and varied opportunities enjoyed by ex-services personnel, with more emerging on a regular basis.
It is also important, however, to understand the perspective of the veterans themselves, particularly those who have suffered mental or physical injuries in the course of their service. While a high percentage are able to adjust to their civilian lives and employment relatively easily, others struggle for a number of reasons and can require support and assistance to adapt.
The levels of understanding and support for both employees and ex-services personnel requiring assistance are considerably higher than those seen a few years ago and continue to improve, following the drive by a growing number of employers and charitable organisations to improve the wellbeing of staff, but there is always more that can be done. Perhaps one of the most positive developments has been the understanding of the importance of treating all staff members as individuals, which is an essential element for anyone suffering mental or physical ill health.
These elements combine to further emphasise the many benefits available both to ex-service personnel and the FM industry in general through the provision of employment opportunities. Skilled people will always be in demand and the armed services provide a steady stream of highly qualified individuals seeking their next career, providing an ideal match for both parties.
Please turn to page 46 of this issue for our in-depth feature on the fruitful relationship between our industry and military veterans.
High levels of training provided by the armed services makes ex-service personnel highly attractive as employees
DENNIS FLOWER MANAGING EDITOR
Mark Sutcliffe continues to apply many of the skills and values learned during his career with the Royal Navy to support clients, colleagues and supply chain members
As appreciation grows for remote monitoring, we ask how this capability will affect the day-to-day duties and tasks of on-site engineers
16
Corps Security organised a conference to address how to improve the mental health of those working within the security sector
The strength of partnership working has been further enhanced through the collaboration between Principle Cleaning Services and The Francis Crick Institute
Delivery of more horticulture-based services is receiving more attention from clients of ground maintenance service providers
The latest FM Business Daily roundtable discussed all the aspects of modern slavery, leading to requests for a single FM sector body to lead the delivery of best practice
The FM Show 2023 saw a variety of reactions to the event and its announcement for new timings in late 2024 for the next exhibition
The Building Safety Act has been designed to return confidence to customers that all buildings will be fully compliant with fire safety requirements
PTSG’s diverse divisions have a shared foundation – safety
Cleanology is one of the FM sector’s services providers continuing to enjoy rapid expansion and increasing levels of recognitions around the industry
Exeter’s £44m energy-efficient St Sidwell’s Point is the UK’s first Passivhaus leisure centre, designed to use up to 70% less energy than a conventional pool and leisure centre
With approximately 10,000 people leaving the armed forces every year, the links between FM and veterans have significant potential to be further developed
YorPower has been building trust amongst its customers since 1956 when, trading as The Progress Group, we first began delivering servicing and maintenance for back-up power equipment.
Applications for the annual CBRE Supplier Innovation Challenge can now be submitted for this year’s event
Richard and Nadine Jones have seen their company enjoy growth and development over the last 24 years and look forward to doubling its size following more recent investment
Every day, all across the UK, lifts make numerous trips moving people around (well…up and down) our buildings
Syed Ahmed explains how his company’s IoT-connected washroom hand dryer can assist FMs to make the best decisions about cleaning regimes and improved use of resources
Sentinel Technologies sales and marketing executive Karen Younes
reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.
Mark Sutcliffe continues to apply many of the skills and values learned during his career with the Royal Navy to support clients, colleagues and supply chain members
There are many joint areas of interest that continue to provide close links with the FM industry and military veterans, the majority of which are seen in the Lorne Stewart Facilities Services chief executive officer Mark Sutcliffe.
In addition to applying his Royal Navy training and experience to subsequent roles in his civilian career, he has become a dedicated advocate for the FM sector, which he describes as “the only industry that touches all the others”. Turn to page 46 of this issue to read Mr Sutcliffe’s comments within our feature on the many opportunities for military veterans within the FM industry.
Prior to joining his employer last year, Mr Sutcliffe was involved in the management of numerous PFI and TFM contracts that have proved to be highly supportive in developing his skills for the running of operations in both public and private sectors. Further to this, his career path has continued to hone his appreciation for the value provided by the FM sector at all levels.
“My experience of facilities management began with my Royal Naval career in being involved in the delivery of FM services to ships, and then developed this further through working with a military charity that recruits veterans after I left in 2001. The recruitment of veterans to work in FM is still a passion of mine, as I believe the skills gained in military careers are easily adaptable to the industry,” he continues.
Having worked for Reliance Secure Task Management through the years immediately following the millennium as general manager, this was followed by two years at Ecovert FM, then stepping up to the director of Police Support Services with GSL. More senior roles followed with Interserve, as divisional director, then Shepherd FM, as operations director, before resuming his Interserve career and working his way to the position of national director.
“I’ve worked with the FM team for Downing Street, as well as hospitals, schools and police and custodial work, as well as plus a range of commercial settings,” he continues. “You name it and I think I’ve done it.”
His extensive industry experience also includes working on the client side as global FM director for special visual effects creator Technicolor. “I joined in the middle of the pandemic, which I wouldn’t advise anyone to do, and didn’t get to travel to all the sites I wanted to visit.
“But we kept up with everyone through virtual calls, which meant starting at 6am to speak to Australia and that continued through the day as other countries came online until late in the evening. I did manage to visit a few of the sites in other countries, but never got to visit India, Australia or the other more distant places.”
Having served as the chief executive officer of its Facilities Services division since last autumn. Mr Sutcliffe describes the company as a traditional, hard FM service provider.
The recruitment of veterans to work in FM is still a passion of mine, as I believe the skills gained in military careers are easily adaptable to the industry
“It’s been around for over 100 years and is still family-owned, with other divisions in addition to Facilities Services, including Lorne Stewart Engineering, which handles the design, project management and installation of engineering services etc,” he continues.
Mr Sutcliffe also explains the company’s nationwide coverage, which includes nine offices in strategic locations.
“Although we do have a couple of soft FM contracts, we’re a traditional hard FM provider and we don’t have a national helpdesk, we have local offices and teams and although that goes against national trends in the marketplace, I think that meets with the social ambitions of our clients by offering local employment to our people.
“Social value is so important now, as is working in a collaborative way which we do with all our clients to get the very best outcomes for them,” he continues.
Speaking exclusively to FM Director after his first eight months in the role, Mr Sutcliffe states his appreciation for the “fantastic group of people” within the business and his enjoyment in continuing to develop its culture and social values.
“There’s also a lot of focus on sustainability and we’re actually launching our new energy management business R-NG in the next few weeks. It’s a low-carbon technology business, focusing on what we know and helping the built environment to reduce its carbon footprint.
“We’re also launching an asset management business. I’ve noticed that the market always sees this as a part of FM, but I think it’s the other way around and I want to try to change that. That’s the way the market is going to go and we’ve been learning a lot about this over the last six months,” he says.
Mr Sutcliffe states that the company began to consider its asset management service prior to his joining, but the recent pressure on resources has focused its thinking. “The crisis is here and there’s no short-term fix, we all have to do anything we can –even lots of little things – to try to address this.”
One of the main criteria within asset management is achieving more without having to increase the numbers of engineers employed, he continues, particularly following the difficulties experienced by all businesses in recruiting skilled workers in recent years. This will be delivered by the intelligent use of technology and in-depth analysis of data.
“But that’s only one small piece of the jigsaw and it’s all about resourcing and getting the best people and support structure in place,” Mr Sutcliffe continues. “We’re finding that very few people want to be apprentices these days, and there are a lot of challenges around resourcing.
“We’re now using a number of different recruitment routes to find the best people, including veterans as I know the military market very well, and there is a lot of potential there.
Social value is so important now, as is working in a collaborative way which we do with all our clients to get the very best outcomes for them
“They are often well trained and excellent leaders and managers of people, so there’s a lot of synergy.”
In addition to continuing efforts to recruit apprentices, ex-services veterans and attract people from other industries, links with other countries are continuing to be explored in the drive to employ the best people. Although technology and automation can be applied in some areas, Mr Sutcliffe states that FM is “a people business” and always will be.
He explains that sustainability is a major focus in all areas and explains the need for all efforts to focus on delivering this in every area of the company’s activities, including the gathering and analysis of the most relevant data. “You can put all the sensors in the world in a building, but it won’t make it smart unless you put everything else in place around them,” he says.
With Lorne Stewart aiming to be carbon neutral by 2030 and achieve net zero status by 2050, Mr Sutcliffe emphasises the need for all efforts to be based on reality. “We could roll out a fleet of electric vans, for example, but there’s not the infrastructure there to support them, at present.”
With more than 65% of the company’s supply chain consisting of SME businesses, the majority of these are located close to the Lorne Stewart area of operations, which means that emissions from travel are kept to a minimum. The company is aware that it will need to support its supply chain partners on their net zero carbon emissions journey and this further endorses Mr Sutcliffe’s emphasis on realism being applied in all areas.
“We realise that there’s a lot of work to do, both with reducing our own carbon emissions – which is not particularly easy for an engineering company –and we’re also aware that many of our supply chain will need help with mapping their emissions and reducing them.
“We’ve started work on this already, which is the right thing to do, and we’re putting a lot of effort into taking all our partners on the journey with us,” he continues.
Exploring the net journey in more detail, he believes there is still more work and effort required before renewable energy technology becomes more accepted. “We’re still very much in the transition state and although renewables are far more common on in new builds and increasingly within retrofit projects.
“But the technology is there now to measure it on a granular level, so we can access the data from sensors and look at how efficient each item is, then focus future spend accordingly. It’s all about asset management and I like to think we’re a little bit different than others in improving the carbon emissions of our clients,” says Mr Sutcliffe.
He confirms that he is very much in favour of taking a realistic approach to all buildings and assets to update the most inefficient plant and equipment, including the option of trialling new items in specific areas before rolling them out to the wider business or estates of clients.
people business” and always will be
With technology and data analysis used to justify any outlay, he states this will benefit everyone by ensuring that this is based on accurate information.
“I’m looking at all aspects of our hard service delivery and the value it brings, including carbon zero, sustainability and social value, which all needs to be underpinned by use of the best technology to help us face the crisis in resources,” he continues. “We’re aiming to help our business, supply chain and all our clients to meet the challenges now and in the future.
“I’m a huge fan of ISO 44001 and all the aspects of partnership working and managing relationships to deliver value and connect all levels of the workforce,” he says. “It really sets out all ways to form and progress partnerships and help to deliver everything in the best interests of the client.”
Mr Sutcliffe additionally confirms the improved attitudes around the industry to ensure that contracts are focused more on value than price. “When I started in FM the balance was 60% price and 40% quality, but in time that changed to 60% quality and 40% price, and it’s now 40% quality, 40% price and up to 20% social value and what we have to do as an industry is find out how to support this,” he says.
The increased attention on social value continues to deliver support for all colleagues, clients, industry partners and even UK society in general, he continues, and cites initiatives to assist veterans suffering from combat stress and the encouragement of voluntary work. These are another benefit of working for a family-owned business with clearly defined social values, he states.
“We’ve just written our first statement of values, which includes our relationship management plan and vision of partnership working,” he continues. “It also includes the education and training of colleagues and all elements required to form professional relationships with our clients and supply chain.”
Lorne Stewart has also formed its first employee-led social value committee to further support its focus on health and safety, wellbeing and high levels of support for its staff.
“It’s a powerful way of working and includes all the aspects of environmental and social governance (ESG) working. It also further confirms that the FM sector is one industry that touches all the others and emphasises its importance in tying all the others together through partnership working and provision of meaningful relationships,” Mr Sutcliffe concludes.
I’m a huge fan of ISO 44001 and all the aspects of partnership working and managing relationships to deliver value and connect all levels of the workforce
As appreciation grows for remote monitoring, we ask how this capability will affect the day-to-day duties and tasks of on-site engineers
As appreciation grows for remote monitoring, we ask how this capability will affect the day-to-day duties and tasks of on-site engineers
With energy management being driven further up the list of FM priorities in the wake of rising utility prices due to the potential of reducing costs, an increasing number of building management systems are being remotely monitored to raise efficiency levels and allow any emerging issues to be resolved as soon as possible.
As with many other trends and developments
around the FM industry, the concept of remote monitoring is by no means a new development. Industry suppliers of sensors and management systems have long extolled the benefits available for these and the technology behind them. With increased capability provided by remote monitoring, FMs and hard service providers are questioning whether adjustments should be made to on-site engineering resources.
From the client perspective, their response frequently involves the question of whether the cost of the service provision could be reduced by having
fewer engineers based at their facility. Queries from service providers also consider the option of reducing on-site staff to allow them to increase their geographic coverage and improve service levels in other areas.
MRI Software FM managing director James Massey states that increased monitoring through sensors, IoT, data analysis and other aspects of energy management solutions is not removing the need for onsite engineers, but supporting the opportunity for them to be deployed more effectively.
“These technologies power a more effective FM system to enable digitally driven maintenance, which is tied to usage and real-time issues instead of a fixed schedule,” he continues. “That means that instead of going out to inspect and take apart something that doesn’t need it – because it has not actually been used that much in the scheduled timeframe – engineers spend their time fixing, servicing, or upgrading equipment that needs it.”
Digitally driven systems enable proactive maintenance so that if an HVAC system, for instance, is flagged by sensor data to be operating ineffectively – markedly below its usual parameters – the FM team can send someone to check it and address any problem before there is a significant breakdown that is going to take hours, or even days to fix, he says.
“The upshot is that engineers are spending their time better and prioritising work that will improve efficiencies and overall operational effectiveness over the long term.
“For example, what’s the point of sending an engineer out to look at an emergency light in a stairwell to make sure it’s working when the IoT sensor can tell you whether it is working or not? Why not have that engineer out there changing halogen bulbs for LED bulbs, which can save energy costs while driving sustainability and a greener planet?
“It’s about allowing the engineers to do what makes sense and enabling FM teams to do more with the assets they have – to get to all the maintenance jobs that they simply have not had time to do previously because they needed to do other things,” Mr Massey concludes.
Efficiencies and cost savings have been of
significant interest to FM clients for many years but the recent increases in energy prices have placed greater interest on this particular area. This has also been driven by the efforts of a growing number of businesses to reduce their carbon emissions in the drive to reach the UK’s net zero target by 2050.
In addition to improving the efficiency of individual systems and facilities through the use and application of technology, many companies are updating their heating and cooling systems or investing in new plant and equipment as a result. This is highly likely to continue changing in the years ahead, with hard service providers reporting record numbers of enquiries for renewable energy applications, for instance.
It’s about allowing the engineers to do what makes sense and enabling FM teams to do more with the assets they have
One of the various developments within renewables has been the increase in demand for larger heat pumps of 1MW output or more. It is assumed that the majority of these will be used as the heating source within heat networks.
Industry experts report that district heating systems have the potential to reduce energy demand by up to 33% by using a single or reduced number of heat generators. The construction of a central power plant to provide heating and, in some cases cooling, to local businesses and residents has been proven to be significantly more efficient than equipping each building or residence with its own heat source, typically gas boilers in most areas of Great Britain.
When renewable energy is used for the central heat generating source, carbon emissions are then further reduced by significant amounts. While heat pumps are powered by electricity, typically producing around three times the energy consumed, the UK continues to increase its renewable energy electricity generation through the use of wind and solar power farms in particular.
If power generation can continue its renewable generation trend, the use of large heat pumps to power district heating networks will therefore result in ever higher levels of carbon emissions savings.
Heat networks have been much more frequently used in Scandinavia and some areas of Europe for some time, providing the UK with numerous examples of best practice to add to its current status.
With more interest being shown in establishing heat networks around the country, industry supplier Rehau recently held its annual conference on the topic within The Building Centre in London, entitled: Building a greener future: Delivering high quality heat networks.
This was designed to allow delegates to explore and debate industry challenges within the annual district heating workshop and a full report on the event will be included in the July issue of FM Director
There are, of course, many challenges to overcome in the drive to reduce carbon emissions and increase the efficiency of heating and cooling systems in all types of building around the UK. Significant levels of investment will be required to both update systems and train more engineers, as well as for the purchase of the new plant and equipment that will be needed.
Further examination of the issue of the training of more engineers reveals that employers are questioning where sufficient numbers of new staff members can be found.
Engineers are spending their time better and prioritising work that will improve efficiencies and overall operational effectiveness over the long term
With the drive to increase the number of apprentices failing to reach the levels required, skills shortages seem likely to remain a significant issue for many hard service providers.
Although energy prices are predicted to reduce within the next few months, resulting in pressure being reduced in some areas, it is likely that further national and international developments may impact this.
Many facilities saw their utility bills increase by more than double over the last 12 months, of course, and this is likely to remain in their memories and continue to drive efforts to prepare for potential price rises and shortages in future.
There are, however, significant benefits to be gained from investing in more efficient HVAC systems and those taking a long-term view will no doubt already have a good grasp of these. Ranging from reduced costs and overheads to higher levels of security for energy generation and supply, the list can also include the future-proofing of systems to avoid the shock of significant changes and upgrades to systems in the years ahead.
One of the more common topics of conversation within this is the fact that the UK will have to introduce significant changes to its entire infrastructure to meet its net zero carbon emissions
target by 2050 and is falling further behind in the race to deliver these.
Examining this issue in more detail, however, provides further evidence of the potential for the FM industry to increase its standing and influence in the delivery of net zero ambitions.
The examples provided by FMs and estates managers who have made significant progress in reducing their emissions can be used by others and help to avoid the pitfalls that have been experienced in the past. This should lead to further improvements and updated best practice guides that can then be shared ever more widely.
Our industry has seen substantial increases in the levels of understanding and appreciation of its potential to drive efficiency and reduce overall cost in many areas in recent years and there is every reason to expect this to continue on an upward curve.
There will always be challenges to face, but growing awareness of the high potential of FMs and service providers to support and improve the performance of other sectors means that the meeting of these and the measuring of the results will continue to be for the benefit of the real estate sector, clients, FMs and service providers and supply chain members operating throughout our sector.
That means that instead of going out to inspect and take apart something that doesn’t need it, engineers spend their time fixing, servicing, or upgrading equipment that needs it
Held at the In and Out Club in London’s Mayfair last month, the Mental health – Security’s Invisible Enemy conference encouraged more open discussion and positive action to address the issue and support colleagues and peers within the industry.
Hosted by Corps Security and facilitated by PR professional Jay Evans, the list of presenters included speakers from industry bodies and academia, emphasising the scale of poor mental health within the security sector and, more importantly, suggestions for how these can be addressed.
Corps Security managing director Paul Lotter provided the opening comments within the conference and explained how there had been a notable rise in confidence levels within the industry, encouraging sufferers to speak about mental health issues, since the emergence of the Coronavirus pandemic.
“But we still need to see more positive actions emerging and the security industry needs to lead on this, because it’s such an important topic,” he said.
His comments were followed by CombatStress research occupational therapist Christie Alkin sharing a number of statistics relating to the mental health issues experienced by ex-service personnel, many of whom find work in the security sector after their military careers have ended. The most common of these range from depression, anxiety and substance misuse to post traumatic stress syndrome (PTSD), she explained.
Ms Alkin further explained the need to consider all aspects of health to determine the cause or triggers of recessions. Two of the most important factors affecting mental health include sleep and diet but all aspects should be considered, she continued.
One of the most essential supportive methods for employers to establish is that of employee assistance programmes (EAP), encouraging higher levels of self-awareness and supporting the seeking of help.
“Staff members can also support EAPs by monitoring their fellow employees and offering help when they notice a change in behaviour, which is another important step in creating an effective culture of wellbeing around metal health,” she said.
Her presentation was followed by University of Portsmouth Professor Mark Button, speaking about the Mental Health of Security Operatives report, for which he was a lead author. The study had been conducted with more than 700 security industry personnel, charting their daily work routines and exposure levels to both verbal threats and physical violence.
In addition to highlighting the considerable levels of stress affecting security personnel within their work activities, he linked the findings and statistics of the report to illustrate the effects and implications for individuals.
Professor Button confirmed Ms Alkin’s explanation of the causes of poor mental health, further explaining that PTSD sufferers are more likely to be affected by alcohol and drug abuse in dealing with their issues.
Professor Button’s study can be accessed by clicking here: /tinyurl.com/mrxdbyut
His presentation was followed by that of Mike Hurst in his position as chair of the Security Minds Matter steering group, which was launched as a collaborative project last autumn. It is designed to promote the importance of good mental health and well-being in the private security industry, supporting both individuals and employers.
Mr Hurst began with Rudyard Kipling’s poem I keep six honest men serving, using this to link to various aspects of identifying and dealing with mental health, before proceeding to discuss the use of BS 1080, ACS assessments and the many benefits of personalised cards for security personnel. He further explained how Security Minds Matter can assist with the writing of articles, support live events and encourage the sharing of information with the overall aim of improving mental health levels in the security sector.
Perhaps one of the most impactful sessions of the day then followed in the form of a video of interviews
conducted with Corps Security colleagues speaking about their personal mental health issues and those of their colleagues. Mr Lotter subsequently
explained that all interviews had been unscripted and applauded his colleagues for their honesty and bravery in sharing highly personal information.
The video also provided a highly relevant introduction to the presentation by Corps Security director Chris Middleton as he shared the details of his mental health issues that progressed “from bad to good following two years of psychotherapy support”. His courage in describing the effects of his issues was applauded by both fellow speakers and attendees, leading to general support for his calls for more effective solutions to be created to assist with the solving of mental health problems.
“We need more people to push for the launch of a security sector mental health covenant, which does not currently exist,” said Mr Middleton. “We have to break down the barriers and prioritise wellbeing advice and help everyone to feel comfortable in talking about mental health.”
He additionally discussed use of the mental health continuum document and method to help everyone remain aware of their wellbeing status. It poses a series of statements beneath four headings to assist individuals in identifying whether their mental health condition is thriving, surviving, struggling or in crisis.
Depending on the results of the study, users are advised on maintain, promote, focus or prioritise their efforts and awareness around their mental health. Versions two of the document is now in progress and those wishing to contribute are invited to contact Corps Security.
In addition to speaking to colleagues about their mental health, it was equally important to take time to listen to their replies in order to understand how to assist and support them, it was stated. Another important message from messrs Middleton and Lotter was that all initiatives should be delivered on a sector-wide basis and not just from the Corps Security perspective.
One of the common themes emerging at the end of the conference was the essential need for more people to volunteer their services.
In addition to raising awareness about how to improve mental health and receive support, there were many other ways this could assist individuals and the industry in general, it was agreed.
Further to the above, the role of clients was also discussed, leading to advice on how the asking of questions around mental health could assist in raising awareness levels higher.
Closing with a question and answer session, this additionally emphasised the appreciation of the event and the efforts of the speakers in raising the issue and need for action.
While the raising of awareness around mental health has been perceived as an FM industry-wide imperative, it is undoubtedly even more essential for those within the security sector.
High levels of exposure to issues that frequently lead to deteriorating levels of mental health is a major factor within this, as emphasised throughout the Corps Security conference.
Corps Security was formed in 1859 and is the world’s oldest security company. It was launched by founder Captain Sir Edward Walter to provide gainful employment to service personnel returning from war. He could see the value, skills and experience of those that had faced the toughest situations.
The company provided a security presence for the financial houses of the City of London, which at the time was the world’s commercial capital, and by 1880 the group was operating in London, Belfast, and Liverpool, with over 1,000 members.
It continues to be run as a social enterprise and follow the intentions of Sir Edward in providing worthwhile employment opportunities. Although conditions have improved for armed services veterans, the company’s social enterprise position makes it unique in the security sector.
We have to break down the barriers and prioritise wellbeing advice and help everyone to feel comfortable in talking about mental health
The strength of partnership working has been further enhanced through the collaboration between Principle Cleaning Services and The Francis Crick Institute
There are a seemingly infinite list of maxims outlining the reasons and benefits for establishing positive relationships in all walks of life, including both personal and professional activities, and the latter is a regular theme within FM Director magazine.
The practice of forging mutually supportive connections has been identified as one of the best means of delivering successful business development plans and proof of this can be seen within the majority of the case study articles published to date, with more due for publication in the months ahead. This is particularly apparent in the close working relationship between The Francis Crick Institute (The Crick) and Principle Cleaning Services (Principle), due to many positive contributing factors.
Principle operations director Victoria Jaramillo played a leading role in her company’s presentation for the tender nearly four years ago and states that it was immediately obvious how things were done differently at The Crick: “As we walked in we felt a connection with everyone, especially with Michelle, who was very welcoming.”
The Crick’s cleaning provision is managed by soft services FM Michelle Lappin, who confirms she was equally impressed with the Principle team and its presentation: “We always say how supportive we are towards everyone and that was particularly easy when we met the Principle team, who were clearly
the ones that were most interested in working with us to achieve the best outcomes for everyone,” she says. “They took the time to learn about The Crick before presenting and we felt very comfortable when speaking to them from the start.”
Awarded in 2019, the contract requires the company to provide daily office cleaning, porterage, pest control, hygiene services, window cleaning and plant maintenance. Having made a positive start to the delivery of the contract, the partners were then faced with dealing with the impact of the Coronavirus pandemic and the disruptions it caused throughout UK society. The effects at The Crick included the suspension of all nonessential activities to allow its efforts to be turned to the focus of creating a vaccine to combat Covid-19.
Principle account manager Hugo Brito has led the on-site team throughout the last four years and says: “Because the building was being used by a lot of people throughout Covid, we continued our services, too. You could see some people were very nervous about the situation, but it was really good to see how many of them appreciated seeing our colleagues cleaning everywhere and all their efforts to keep everyone safe.
“We also saw how our team responded to this so positively, because it really lifted their spirits and gave them a lot of satisfaction that they were doing something valuable,” he says.
“The car park alongside The Crick was turned into a testing centre, as well, and with scientists continuing to attend the building our team then quickly turned to supporting all the new developments,” Ms Jaramillo continues.
We always say how supportive we are towards everyone and that was particularly easy when we met the Principle team
“This was while everyone was trying to deal with all the other things happening around them at the same time due to the pandemic.”
Following training with the NHS for its on-site team members, Principle continued its support for The Crick and the neighbouring NHS swab test pods and vaccination centre. It established an Amber Cleaning service using the skills learned at the training sessions to deliver the actions outlined above.
Both Ms Jaramillo and Mr Brito share examples of how their colleagues increased their efforts to support others throughout the most demanding times of the pandemic, including the provision of meals to colleagues working at The Crick by team members living in the Kings Cross area. Additional evidence of the caring nature of The Crick is shared by Ms Lappin, including inviting police officers into the building “because all the other places they could usually get food and drink in the local area were shut”.
These instances are further proof of the close alignment of culture between the two partners, which has helped to establish the award-winning relationship. Not only is Principle an accredited Living Wage service provider, its staff also have access to mental health first aiders, benefit packages and personal development plans that have seen its employee retention rates remain at high levels.
The institute is the largest biomedical research centre in Europe and is itself the result of a unique partnership between Cancer Research UK, Imperial College London, King’s College London, the Medical Research Council, University College London and the Wellcome Trust. It is named after renowned scientist Francis Crick, the co-discoverer of the structure of DNA, who won the 1962 Nobel Prize for Physiology and Medicine with James Watson and Maurice Wilkins.
Due to the highly specialist nature of its work, The Crick has a number of specific needs that require its service partners to work with more care and attention in many areas. While its central London facility has features such as reception, restaurant, office and breakout areas similar to those in commercial premises around the UK, its extensive laboratory and testing areas include limited access and stateof-the-art equipment that require high levels of care and attention to ensure they remain productive and efficient.
There are more than 60 different lines within the recycling process, for example, that include a range of materials and equipment from the more general paper and plastic, up to the various items of scientific equipment that is steam cleaned at 150 degrees Centigrade to remove any contaminants before being processed further.
“From that first meeting, setting everything up when we won the tender, then dealing with Covid and all the various changes and getting everything back to normal, we’ve sensed a special connection and a lot of that is down to Michelle and the way she works,” Ms Jaramillo continues. “We also have a lot of confidence within the team and my colleagues that we can start to work in other scientific and medical facilities.
“There are a lot of experiences and lessons learned from The Crick that we can apply to other specialist work areas. We’ll obviously use these to gain more work for ourselves but we’ll make sure that we continue to work as closely with any of our new clients as we do with The Crick and all our customers to help them as much as possible,” she says.
Innovations have followed the initial contract over the last four years, including access by all parties to the company’s bespoke PCS Hub platform to record and view all relevant management information. This ranges from certificates of compliance to staff training records and work schedules, with the data then used to support strategies in the future. A range of on-demand data is also available to anyone showing washroom usage, vertical drop marking and lab coat laundry data.
“Another area where we work closely with Principle is sustainability and we’ve made some great progress here, too,” Ms Lappin continues. “We’re now using far less fewer chemicals for cleaning, as well as saving water and improving our recycling levels.”
Responsible procurement methods have additionally resulted in the inclusion of plant-based and cruelty-free consumable products on site, many of which are manufactured within the UK from recycled materials. With 99% of cleaning products now classed as chemical-free, the small percentage of chemicals used are all Ecolabel approved.
There are a lot of experiences and lessons learned from The Crick that we can apply to other specialist work areas
There are high levels of awareness of the need to reduce carbon emissions within The Crick and Principle is supporting this through the introduction of a range of co-botic cleaning equipment, which has increased productivity while reducing electricity and water consumption. Use of washrooms are also monitored, allowing the company to provide needsbased cleaning, with the data incorporated into the PCS hub.
The Crick also uses its cleaning partner’s Drop Marking solution that provides a graphic of the building and shows the progress of work in real time through the online portal.
Following the sustained efforts of both partners to maintain and develop collaborative working, last year saw the partners winning the PFM Partnership Awards 2022 Partners in Cleaning trophy. Prior to the announcement in November, the Principle housekeeping team was presented with the Supports World Class Service accolade at The Crick’s annual awards ceremony in October 2022, voted for by Crick employees, and also The Golden Service Awards 2022 for offices over 300,000 sq ft.
“We were really pleased to see the team win their World Class Service award, because it shows that The Crick appreciates their efforts and all the hard work
that goes into supporting them,” Mr Brito continues. “You can see team member pictures included with all the others at the entrance to the building, placing them alongside all the other people who work here.” Collaboration and support are both embedded into the culture of The Crick and this has been a major factor in allowing Ms Lappin to enjoy high levels of work satisfaction throughout her years of employment there. “I’d like to think I can continue working here for many years, as it’s one of the best places I’ve seen.
“It very much feels that my previous work experience has led up to The Crick and I’m really pleased that I didn’t work here at the start of my career, because I think I’d have struggled to find somewhere that met my expectations,” she continues. “A big part of that is working with Hugo, Vicki and their team and we’d all like that to carry on.”
Having established an award-winning partnership that continues to see all team members relishing their daily routines and challenges, it seems highly likely that further advantages will emerge through the joint efforts of The Crick and Principle. Ms Jaramillo’s belief that her company’s achievements are already providing significant opportunities for new contracts also seems very likely to come to fruition in the near future and the FM Business Daily brand will look forward to reporting on these developments.
We’ll make sure that we continue to work as closely with any of our new clients as we do with The Crick and all our customers to help them as much as possible
There have been many conversations over the need to improve the attitude of clients to FM services in recent years, particularly following the demise of Carillion in January 2018 and the various reasons attributed to this.
Having discussed these with numerous industry stakeholders and seen actions introduced to avoid the ‘race to the bottom’, one of the dangers to avoid is assuming that the issues have gone away. One of the less positive aspects of business, in general, is that there will always be those who do not follow best practice for a number of reasons and this issue has been highlighted within grounds maintenance clients.
It will be possible to address this with some clients, however, and one of the most effective ways to achieve this will again be through improved
partnership working. Improved relationships are typically achieved by increasing the levels of communication between the parties concerned and this frequently provides the opportunity to discuss the finer points and issues.
Within grounds maintenance, one of the more desirable outcomes is to discuss the provision of horticultural services to avoid the “mow, blow and go” approach described in our comment below. Rather than operating at the most basic level, grounds maintenance companies have the opportunity to raise their levels service and increase turnover as a result.
This requires the client to realise the benefits both to their facility and estate, which can include making them much more visually attractive and providing a number of positive aspects within this. The rise
in prominence of health and wellbeing frequently includes interaction with nature, and horticultural services are a central element of this for all companies.
Working groups consisting of clients, service provider employees and members of the local community engaging with their environment is one of the main aspects to consider, which can result from any or all horticultural activities. FMs and their service providers are frequently the central elements of these projects, which tie in with and encourage more efforts to coincide with the raising of social activities.
The move to a more horticulture-based approach to grounds maintenance is part of the value-added philosophy within the business sector, of course, with the perceived wisdom stating that raising the quality of services allows companies to raise their level above that of their competitors.
With the FM industry continuing to encourage more companies to adopt this approach in the drive to receive higher levels of recognition and appreciation, it will be a matter of continuing the existing momentum in many cases.
Further thoughts on this topic are provided by The Grounds Care Group managing director Adam Brindle, who published his insights in a Guest Writer slot on https://news.fmbusinessdaily.com earlier this year: “Years back, when I was coming into the grounds maintenance business, I was told: ‘You make your money doing the work you don’t do’. You price the work into your contract and then work your hardest to avoid delivering it.
“From an ethical perspective, this never sat well with me or for many of us in the profession that work hard every day to deliver on our promises,” he continues. “But that cynical view is sadly still out there – particularly when contractors are racing to the bottom on pricing grounds maintenance as a commodity rather than a skilled and valuable service.”
He shares the experience from earlier this year, when he was pitching to a prospective client in the care sector. Until recently, the customer’s grounds maintenance had been handled by two major contractors, but the experience had proved disappointing with unfulfilled promises and failures of the companies to attend on site for long periods. As a result, the client had decided to go to tender with the aim of being more focused on quality and horticultural best practice.
“The client had realised that the commodity approach on pricing and services, which at best delivered a bare-bones ‘mow, blow and go’ service, needed to be replaced by a more specialised approach that could combine a commercial offering with a more horticultural focus. This change in emphasis reflected a realisation that their sites were more than a problem to be held at bay, but rather, could become an asset to support their business. As care homes, gardens could play an active role in supporting their service users – for example, by providing sensory gardens for Alzheimer’s sufferers,” Mr Brindle continues.
There will, of course, be limits to how much can be done within a given budget and grounds maintenance has always been concerned with balancing aesthetic demands with cost control. Yet for many clients, the focus on quality and horticulture is proving a better way to reconcile these objectives.
“At several of the larger sites we manage, we’ve worked with clients to move away from excessive mowing and are now allowing grassy areas to go longer between mowing. This takes a more considered, proactive approach: not quite rewilding but finding a happy medium that cuts costs while allowing wild flowers to flourish. It also reduces the environmental impact and the emissions produced when mowing lawns to within an inch of their life,” he explains.
The client had realised that the commodity approach on pricing and services, which at best delivered a bare-bones ‘mow, blow and go’ service, needed to be replaced by a more specialised approach
In other instances, having skilled staff that can care for plants through best horticultural practice can help keep them looking at their best for longer periods. By contrast, the commodity approach of box it all up, square it all off and get rid of the leaves, can result in plants dying off and require costly replanting down the line.
As an aside, housing developments can often start with poor landscape architecture, where gardens are strewn with plants that then outgrow their space and/or are hard to maintain. Taking a considered horticultural approach from the outset can help to deliver longevity.
“For many clients, there is a growing realisation that letting the pendulum swing too far towards a cheap tender can result in poor overall return on investment – especially when it results in higher downstream cost to rectify poor practices. By contrast, working with a horticultural specialist and investing a little more upfront can produce better outcomes and greater, long-term return on investment.
“What does this mean in practice? It means that contractors engage with stakeholders throughout the client’s business to understand needs, auditing their portfolio to help them understand the status of their sites and then help them to identify what work can be done to help align to those needs,” says Mr Brindle.
This process is key to defining return on investment (ROI) in a more meaningful way. Thinking again about the care home example above shows how value can be defined, he explains.
He added: “Say you’re considering a home for your elderly mother and turn up to see the gardens in a state of neglect.
“Would you trust a business to care for your mum if they can’t look after their grounds? Whether it’s retail or property management, this need to preserve kerb appeal can be seen across numerous businesses.
“Of course, horticultural best practice must be reconciled with practical factors such as safety. Even if it’s the wrong time to cut back a hedge, if it’s growing across a path and causing a trip hazard it needs addressing. Likewise, piles of leaves on paths can cause trips and slips and site visits by grounds teams need to allow for sufficient vigilance and care to ensure issues are caught early and proactively addressed,” he continues.
“This is easier to achieve if grounds staff aren’t being incentivised to deliver the minimum. Conversely, things like this can be missed if contractors have no sense of partnership or accountability.
“Ironically, in the digital age when smart devices are allowing for far more live reporting and supposedly better accountability, much of the old school TLC that helps keep sites at their best is being left behind.
“I’d argue that clients can and should expect both –and indeed many organisations have already started to change the way they engage grounds maintenance contractors to focus on value rather than cost,” says Mr Brindle.
For many clients, there is a growing realisation that letting the pendulum swing too far towards a cheap tender can result in poor overall return on investment
The latest FM Business Daily roundtable discussed all the aspects of modern slavery, leading to requests for a single FM sector body to lead the delivery of best practice
The latest FM Business Daily roundtable discussed all the aspects of modern slavery, leading to requests for a single FM sector body to lead the delivery of best practice
There has been a notable drive to provide much higher levels of support for company colleagues, clients and local communities throughout the FM industry in recent years, which is helping everyone to raise their efforts in the operation of ethical business practices.
One of the more recent developments within this has been the raising of awareness around all the aspects relating to modern slavery. In order to explore the topic in more detail, FM Business Daily invited industry experts to its latest roundtable event.
Held at the KI Europe showroom and sponsored by Achilles Information, the enthusiastic and open response of all delegates clearly displayed the willingness of an increasing number of businesses to do more to address the issue of modern slavery. There are numerous references and descriptions of this, with one of the most concise provided by the Office for National Statistics (ONS):
“Modern slavery is a serious crime being committed across the UK in which victims are exploited for someone else’s gain. It can take many forms including trafficking of people, forced labour and servitude. Victims are often hidden away, may be unable to leave their situation, or may not come forward because of fear or shame.”
Achilles Information head of compliance and ESG Adam Whitfield opened the discussion by explaining the issue and his company’s support for its clients through the provision of in-depth audits. He explained how the issue has been identified in industries including construction and rail and how this has led to more efforts by companies and industry bodies to address it.
His comments resulted in an immediate response by delegates questioning the best methods to apply to identify any aspect of modern slavery within their business and supply chain. While the companies of the majority of those in attendance were keenly aware of the issue, there was general agreement for the need of more clearly described processes across the industry.
It quickly became apparent that considerable effort is required by companies with extensive supply chains, especially if these are based or have links to overseas businesses and labour markets. One of the best starting points is to identify the most high risk areas and concentrate on addressing the issues emerging from these, before moving on to others.
Following the implementation of actions and processes, the essential need of continual monitoring of these was agreed by delegates. This would play a valuable part in ensuring these responses remained effective, as well as providing indications when situations change to allow them to be adjusted accordingly.
When looking for signs of modern slavery, it is essential to consider all staff members and their individual situations, it was stated.
Examples shared to illustrate the varied nature of modern slavery included examining the addresses and bank account details of employees, which could help to indicate issues such as lack of personal freedom and access to wages, particularly when bank accounts were in other people’s names or that staff members were living in a single location that may have been provided by someone controlling their earnings.
When companies have large numbers of employees, providing training for managers and supervisors was deemed to be the best method to assist with identifying potential instances of modern slavery. Education and instruction were agreed to be the two main factors for all companies to employ to assist everyone in dealing with the issue.
Where possible, this should include the option of different languages, particularly when staff members were from other countries, which could result in a limited understanding of English. Appreciation of different levels of understanding and awareness could also help employers to appreciate how varied their considerations need to be, it was agreed.
Following the announcement that Brexit had added further to the issue of modern slavery, after many European workers found themselves in the UK with no passport or permission to remain, questions were asked regarding whether banks and financial institutions could to more to assist with identifying potential issues to employers, including highlighting when accounts were held in names other than the individual’s own or where they were unable to access them.
Additional consideration was devoted to the various developments that could result in modern slavery resulted in attendees agreeing that these were likely to be more apparent with low-margin work and further exacerbated when workers were recruited at short notice.
When looking for signs of modern slavery, it is essential to consider all staff members and their individual situation
This was much more likely to result in checks and the usual procedures not being followed due to lack of time. Avoiding the use of gangs to recruit workers or other means of less reputable employment methods could help to reduce the likelihood of issues emerging. The application of improved procurement methods by clients could also assist in reducing potential for issues to emerge.
Questions were also asked about the types of legislation in place to prevent modern slavery and the exploitation of workers. The most relevant was considered to be the Modern Slavery Act, which received royal assent in March 2015 and is designed to provide the means to prosecute those committing offences and increase protection for victims.
In addition to providing the basis for offenders to receive life sentences, the act also includes the requirement for all business with a turnover of £36m or more to declare the steps being taken to combat modern slavery. Delegates also discussed the use of the Working Time Directive, which stipulates that employees are not allowed to work more than 48 hours per week.
One of the most important elements to deliver in tackling modern slavery is the establishment of clearly defined processes within each company, the roundtable attendees stated. These should be easily understandable and presented in a number of languages, if necessary, to ensure that every member of the workforce understood the actions being taken.
While the large majority of businesses will be keen to address and resolve any issues of modern slavery, it was additionally stated that a small minority will be reluctant to do this and may even deliberately flout the rules. Delegates agreed that the potential damage to the reputation of the company and the impact of fines and legal penalties should be used to persuade those not operating within the law to change their ways.
Another topic of discussion within the debate was the role UK society should play in tackling any instances of modern slavery, particularly in accepting a move to higher prices to avoid the use of cheap labour. There was further discussion relating to the UK National Living Wage, which has increased by nearly 10% this year to £10.42 per hour.
While this will inevitably result in some companies struggling to pay their employees the full rate, with the increase described as “dramatic” by industry commentators, delegates agreed that families would still struggle to pay their living costs in the current environment of high inflation and fuel costs. It was stated that supermarkets had delivered significant improvement in numerous areas following revelations about the conditions animals and poultry were kept in, which indicated that more focus was now required on the working conditions of people to encourage more companies and society in general to take action to improve the situation.
Following further debate and questions from delegates, Mr Whitfield outlined the efforts made by the construction industry to address modern slavery issues over the last decade.
This had been led by the main contractors, for the most part, and resulting in improved checks on the use of casual labour and agencies within both the activities of their own business and their supply chain partners.
Presentation of pay slips to each worker was another item of good practice to establish, it was agreed, allowing everyone to see any deductions made and the reasons for these. Where work is subcontracted to others, it was essential to check that good practices and processes were followed.
One of the final points of discussion was the potential for establishing a central body to address modern slavery within the FM industry. This would help to provide a coordinated reference for best practice and avoid the issues that can result from each company following its own direction.
Another suggestion was to follow the example set by the Modern Slavery Intelligence Network (MSIN) established for the UK food and agriculture sector. This was launched in 2020 after 14 retailer, manufacturer and food processing businesses came together in a joint exercise. Information generated by the network will be used to detect, prevent and disrupt modern slavery and labour exploitation activity in their industry sector, protecting workers and improving outcomes for those directly impacted.
Although this aspect is lacking from the FM industry at present, Mr Whitlake agreed to supply delegates with a list of best practice actions to take to tackle modern slavery in all areas, compiled from the results of his company’s audits conducted for companies operating in the construction and rail industries. The FM Business Daily brand offers its support for all future activities and actions in the prevention of modern slavery and will continue to report on the industry’s progress in future.
Delegates agreed that the potential damage to the reputation of the company and the impact of fines and legal penalties should be used to persuade those not operating within the law to change their way
Held at London’s Excel exhibition centre last month, the FM Show was again included within four events to provide an attractive proposition to industry professionals.
Situated alongside the Health & Safety Expo, IFSEC and Firex, all of which included their own educational seminar theatre programmes, the overall impression for visitors was that of a valuable offering of suppliers and industry bodies.
However, both attendees and visitors asked questions about a number of aspects of the FM event, ranging from the lack of carpet in the aisles of the show, to the timing of this year’s and the 2024 event. Exhibitors said they had been informed that the lack of carpet was part of an effort to reduce carbon emissions, leading to further questions as to why the other co-located events had not followed suit.
There was general agreement that the timing of the show needed to be changed, with several stating that its close proximity to The Workplace Event in Birmingham was considered to be a particular issue. Although the organiser was praised for its swift
reaction to the issue, there was little enthusiasm from those that expressed an opinion about the December timing of the 2024 event.
Having voiced their concerns, industry professionals were more positive about the various educational seminars and events held in conjunction with the show, particularly that of the IWFM Special Interest Group’s celebration of its 30th anniversary. Held in the nearby Novotel Hotel, the Rising FMs SIG event was well attended and received positive response from industry peers.
One of the most popular themes of comment was for the continuing enthusiasm for live interaction at FM industry events. This was frequently linked to the various impacts of the Coronavirus pandemic, which had prevented live meetings for many, and the appreciation of the value provided by face-to-face meetings.
Seminar programmes have become an established part of UK exhibitions over the last two decades and
the FM Show had gone to considerable lengths to establish an agenda supported by an extensive list of industry professionals, experts and even government ministers. Several of the sessions supported the growing opinion that the FM industry is becoming increasingly important in the delivery of a variety of essential elements, ranging from achieving net zero carbon emissions status to raising awareness of and complying with essential legislation.
Speakers within the seminar programme included Minister for Energy Efficiency and Green Finance Lord Callanan, discussing government aims around net zero carbon at the opening session on the first day, along with Living Wage Foundation senior programme Sebastian Bachelier – who spoke with others about FM’s positive impact on society – and an extensive list of industry professionals and expert speakers.
In addition to his contribution to the discussion about FM’s impact on society within the opening session of the second day of the show, Mr Bachelier returned later in the day to speak about the need and benefits of paying the Real Living Wage.
There has been a significant rise in numbers of employers achieving accreditation for paying their staff realistic salaries, leading to the seminar discussion to emphasise how this benefited individuals, businesses and society in general.
The seminar sessions were held throughout the three days of the show and, in addition to those described above, included a range of industryrelevant topics. Adding further to the presentations within the FM Show’s programme, the co-located Safety and Health Expo provided further options.
One of the many highlights of these was Mental health support: the do’s and don’ts session held at the SHP Keynote Theatre and featuring IOSH head of advice and practice Duncan Spencer. Topics discussed throughout the three days of the events ranged from hybrid working, sustainability and fire safety, to diversity and inclusion and suicide prevention, providing visitors with considerable levels of added value.
The main focus of the event was to allow exhibitors to showcase their services and products, of course, and visitors were presented with an extensive selection of options. There was a particular concentration on technology within these, ranging from the latest CAFM providers to data analysis and more specific monitoring and reporting software.
Regardless of whether visitors were seeking off-theshelf SAAS or bespoke solutions to match all the requirements of their company and clients, they were able to choose from a number of suppliers at the event. The majority of exhibitors had gone to considerable lengths to provide live demonstrations on their stands, adding yet more value to the visitor experience, with advice freely available to assist with the gaining of essential insight to support the decision-making process.
An example of the advisory information shared with attendees included the need to avoid pitfalls such as the gathering of data from facilities without first identifying the desired outcome. FMs and service providers need to focus on the gathering of core data, which would then make the processes of analysis and decision-making much easier to achieve, said exhibitors.
Examples of core data can include elements such as footfall and attendance levels – both throughout the facility or in specific areas – all aspects of energy usage, carbon emissions, plant and equipment performance and many others. Identifying the desired outcomes prior to purchasing systems will allow the provider to ensure that the most relevant software is delivered, with sensors positioned in the most relevant areas and aligning systems to work alongside or within the others on site.
The overall aim of the above is to raise levels of efficiency, with the intention of reducing consumption of energy, labour or products. With return on investment times a key element within this, proving the effectiveness of the system, examples of payback periods of less than 12 months had been achieved by some suppliers.
In addition to software and technology providers, visitors were able to view a wide range of additional options ranging from FM services to innovative products.
An example of the former was the stand of NSS Group, offering an extensive range of high-level maintenance and cleaning services, as well as full UK coverage for reactive repairs. These are available on a 24 hours a day, seven days a week basis and include repair of roof, gutter and glazing located in all areas of facilities and estates. The company is an integral part of PTSG Building Access Specialists, one of the PTSG Group’s five independent business divisions.
Together with PTSG Access & Safety, PTSG Electrical Services, PTSG Fire Solutions and PTSG Water Treatment, the group is one of the Europe’s leading providers of specialist services to the FM and construction sectors. Perhaps one of the most relevant proverbs relating to all large exhibitions is that attributed to the monk and poet of the Middle Ages John Lydgate: “You can please some of the people all of the time, you can please all of the people some of the time, but you can’t please all of the people all of the time.”
There will always be aspects of each event that do not go according to expectations and this is one of the elements that everyone has to deal with and make the best of. Regardless of these and any negative reaction, there are many signs of growing appreciation for the many benefits of live interaction with other like-minded people.
This was a main element of the FM Show and its co-located events, allowing visitors and exhibitors to increase their list of industry contacts while gaining more information from experts and industry peers that will continue to deliver value in the years ahead.
There has been a significant rise in numbers of employers achieving accreditation for paying their staff realistic salaries
The Building Safety Act has been designed to return confidence to customers that all buildings will be fully compliant with fire safety requirements
One of the more memorable phrases adopted by mentoring and business support organisations involved in assisting senior managers in getting the best out of their team members is: “Nobody goes to work to do a bad job”.
Regardless of how accurate the statement is regarded to be by FM Director readers, it provides considerable hope for the future of improving fire safety standards within the UK’s tall buildings. The failures that led to the Grenfell Tower disaster in 2017 have been charted and discussed and this year has seen the introduction of the Building Safety Act.
This new legislation will continue to be updated as necessary, with the construction and FM industry notified that their level of engagement and efforts need to comply with the new requirements, and will
directly affect how stringent future additions will be.
FM Director has covered the new act in significant detail this year and will continue to include future updates and reports to assist clients, FMs and service providers to deliver the highest standards of compliance.
After it received Royal Assent in April 2022, the Building Safety Act was introduced to Parliament in July last year and has now come into effect, prior to its full introduction early in 2024, at which time all additional requirements will be included. In the meantime, all stakeholders have the opportunity to understand and engage to ensure all projects and facilities are fully compliant.
Building Engineering Services Association (BESA) Technical Committee chair Will Pitt provided a detailed overview of the new legislation in our March
issue, describing it as driving “the most profound changes in a generation”, while further stating that it is highly likely to have a significant impact on companies throughout the built environment. Companies and individuals already working to the correct standards will not need to make major changes to comply, however.
He further states that it is essential that everyone understands the new legislation and what they need to do to comply, before providing his thoughts on how this will continue to develop over the course of this year.
“There is more legislation to come in 2023 and beyond and I think that secondary legislation will have even more far-reaching implications, particularly in terms of competence, accountability and so on,” says Mr Pitt.
At present, the new laws apply to those buildings designated as ‘high risk’, which are typically those of more than 18m in height and include residential, mixed-used facilities and care homes and hospitals during design and construction. Each project will need to complete the three stages within the new Gateway system.
The first Gateway mandates that the client and their planning team submit the application for the project to the HSE. Gateway Two then requires the project to receive permission to go ahead, or make necessary adjustments advised by the building safety regulator.
Should the regulator identify any changes or adjustments to the project, these will need to be implemented and ensure that the project will deliver a facility that will be safe to use and fit for purpose when it is completed. Mr Pitt says the new method “flies in the face” of the traditional construction model.
He compares the new requirements with the traditional construction route, where the design is taken forward by a professional team before passing to a contractor that will then submit a price for completing construction. The process now needs to include approval from the regulator before work can begin, including all aspects such as sprinkler installations, fire alarm systems and others.
Industry commentators have expressed the view that this process will see the end of any ‘value engineering’ exercises, which have often been deemed as purely aimed at cost savings and frequently the cause of issues and difficulties on site, when essential pieces of equipment are removed from the design.
Once construction begins, it is essential to ensure that any changes that occur before the building is handed over are fully recorded.
Completion of Gateway Three of the new legislation includes the provision of a pack of information that is presented to the FM or building owner to provide the ‘golden thread’ of information on all requirements to maintain it. “That means you can have an audit trail all the way back to the initial design to show the reasons for the selection of components and systems,” says Mr Pitt. “It’s all about accountability and demonstrating the decisionmaking process to prove that building is safe.”
The introduction of additional requirements to the act in the next few months will be decided upon by the Building Advisory Committee. These will be designed to assist the regulator to address issues across the built environment and will focus on important areas, including competence for all sectors tasked with delivering fire safety.
“It will no longer be acceptable to simply be a chartered engineer, you have to be able to demonstrate specific expertise and competence in the area you’re working in,” says Mr Pitt. Legislators have introduced the SKEB acronym, which stands for skills, knowledge, experience and behaviour.
One of the frameworks introduced to assist contractors in meeting the requirements is the BSI Flex 8670, for example. It is a generic document that will assist different working groups to define competence, and this illustrates how responsible persons will need to demonstrate their competence and prove their expertise.
One of the essential elements to understand about the Building Safety Act is that it is now live and affects everyone involved in the design, construction and running of facilities included within the remit of the legislation.
It will no longer be acceptable to simply be a chartered engineer, you have to be able to demonstrate specific expertise and competence in the area you’re working in
Mr Pitt describes the new legislation as “the biggest change to the construction industry in a generation, with profound implications for everyone.
It’s a wake-up call and everyone needs to be aware of it, because it’s not something that’s 10 years down the line, it’s happening now.”
FM Business Daily is organising a series of fire safety events around Great Britain over the next five months, beginning with its London mini-conference that will be held at the Sodexo head office, One Southampton Row, London on 27 July. This will include a presentation from Dame Judith Hackitt, author of the Hackitt Report and one of the principal influencers involved in the design and launch of the Building Safety Act.
Continuing our focus on fire safety, British Woodworking Federation (BWF) technical director Kevin Underwood provides his thoughts on the implications of the Fire Safety (England) Regulations 2023, which came into force on 23 January.
“Implementing the majority of the recommendations made to government in the Grenfell Tower Inquiry Phase 1 report, the legislation focuses on high-rise buildings and the duties of the ‘responsible person’ and includes a clear focus on the importance of fire doors in maintaining building fire safety,” he continues. Mr Underwood explains the legal requirements relating to fire doors within the new legislation.
“It applies to existing multi-occupied residential buildings that contain two or more sets of domestic premises, and it sets out to improve the fire safety of high-rise buildings such as blocks of flats and student accommodation. The new rules apply to the communal parts of the building such as corridors and laundry rooms, as well as entrance doors to flats, internal walls and floors and external walls,” he continues.
“Although the term ‘responsible person’ seemingly refers to an individual, it’s important to note that it could also refer to an organisation. Fire doors play a crucial role in the fire safety of the building. Their ability to hold back smoke and fire allows residents to exit the property and emergency services to enter it.”
The new legislation has a clear focus on the role of fire doors within high-rise buildings and in regulation 10 there are two key areas that the responsible person needs to be aware of:
The responsible person is required to ensure that all residents are aware of important information. This includes the fact that fire doors should be kept shut when not in use, that self-closing devices installed on fire doors should not be tampered with, and that residents should report faults and damages immediately to the responsible person.
A new resident should receive this information as soon as is reasonably practicable after they move into a building, and it should also be regularly communicated to all residents at least once a year.
The second area the legislation provides updates in is surrounding fire door checks and inspections. These are crucial in ensuring that a fire door is fit for purpose throughout its lifespan and that any maintenance needs are quickly identified and addressed.
If the top storey of a building is above 11m in height (approximately four storeys) the responsible person should use their ‘best endeavours’ to check all flat entrance doors at least every 12 months and conduct inspections of fire doors in communal areas at least every three months.
The government guidance states that the checks should be simple and not require a specialist to carry these out as the inspections are visual and do not involve any tools. The checks should include ensuring that the self-closing devices are working, and looking for potential alterations to the fire door, obvious defects or large gaps around the door, and should confirm that vital components such as intumescent strips are present and undamaged. The government has also produced a sample checklist to support with the visual inspections.
All data gathered from the fire door checks should be recorded electronically to provide a digital record of all fire door checks scheduled and undertaken.
Although visual inspections of fire doors can help quickly identify obvious maintenance issues that need addressing, the role of fire door specialists and inspectors should not be overlooked. Suitably qualified and experienced fire door inspectors can conduct a thorough inspection which can highlight issues that may not be easily visible but could prevent the door from performing as designed in the event of a fire.
The new legislation has a clear focus on the role of fire doors within high-rise buildings
Added to this, for very high-frequency areas, where fire doors are more susceptible to damage, best practice recommends that they are inspected more frequently. This should be based on the door’s usage and could require checks as regularly as each week or each month.
Evolving fire safety legislation seeks to highlight and protect the crucial role that fire doors play in saving lives. It’s vital for those responsible for maintaining a building to fully understand their roles and responsibilities when maintaining fire doors, and to seek expert support and guidance to fulfil their obligations, Mr Underwood concludes.
Through the BWF and the BWF Fire Door Alliance, a wide range of guidance and advice materials can provide insight and further detail. For more information visit: https://firedoors.bwf.org.uk/ knowledge-centre/fire-door-inspection-maintenance/ Further comment on the topic of fire doors is provided by Intastop business development director Phil Barsby, who states that according to recent research by The Fire Door Inspection Scheme (FDIS), 75% of the 100,000 doors inspected failed to meet safety standards and highlights the potential risks associated with neglecting fire door maintenance.
“Fire doors act as a barrier to prevent the spread of fire and smoke however, their effectiveness relies heavily on regular inspections, correct installation, and proper maintenance. One common area of concern is the fire stopping between the door frame and wall, behind the architrave,” he continues.
In addition, and much more visible is the door gap, the area between the door edge and frame. If these are not adequately sealed and maintained within permitted parameters, they can provide a pathway for smoke and flames to permeate, endangering lives and causing damage.
It is imperative to prioritise comprehensive training and education programmes for all staff involved in the management and maintenance of fire doors. By ensuring that employees are equipped with the knowledge and skills necessary to identify potential issues and take appropriate action, they can proactively mitigate risks and enhance overall fire safety in buildings.
“By working collaboratively, we can all strive to drive improvements and raise standards, not only through the manufacturing but through regulation and certification of procedures. If staff are aware of potential fire door hazards, a full inspection should take place and that should be done by a BM Trada Q Mark Fire Door Inspection certified specialist.
“Manufacturers further support increased fire door safety measures, through products that are fire tested and meet high standards of fire protection and are suitable for inclusion in doorsets or used independently. These include vision panels, hinges, door protection products, door edge guards and post-formed doors and frames,” says Mr Barsby.
Fire doors act as a barrier to prevent the spread of fire and smoke however, their effectiveness relies heavily on regular inspections, correct installation, and proper maintenance
As the UK’s leading supplier of specialist services to the construction and FM sectors, Premier Technical Services Group Ltd (PTSG) is engaged in a broad spectrum of projects with clients from many different industries across the UK on a daily basis.
This may be a bespoke lightning protection system for a listed building to a full window clean of all sites for a leading supermarket, or designing and installing a fire and security solution at a new mixed business and residential development.
Due to PTSG’s wide-ranging skill set, summarising what the company does in a few words is not an easy task. The following short case studies are from two of the Group’s five independent business divisions. While they involve completely different services and skill sets, it is clear that the underlying objective in both is absolute safety for site users.
PTSG and Sellafield
Premier Technical Services Group Ltd (PTSG), via constituent company HCS, has been delivering specialist water treatment services at Sellafield in Cumbria, via main contractor MITIE, since 2015.
Sellafield is a highly regulated nuclear facility. Its core business is the reprocessing of nuclear fuel, remediation of aged nuclear waste stores and construction of new builds to support future strategies, all of which have significant consequences if not managed to the highest of standards.
It operates stringent procedures and relies on supply chain partners such as PTSG to provide a high degree of technical capability and service delivery to ensure the highest standards are met and the site is kept safe.
PTSG’s expertise in water treatment services
PTSG has a highly experienced team at Sellafield, led by Account Director Michael Pender. They have a highly successful track record in the utilities and nuclear industries, focusing on operations management, water treatment, water quality, energy efficiency, and environmental awareness.
When PTSG began working with Sellafield, this large, multi-function facility was under scrutiny from the Office of Nuclear Regulation. The complexity of the site, coupled with poor service from a previous provider, meant that its Legionella management processes needed to be improved.
The challenge faced by PTSG’s team was considerable; Sellafield Ltd was one of Europe’s most
complex water treatment sites comprising, at that time, over 300 individual domestic systems, and 14 different cooling towers. Its existing team needed to be upskilled, and failure to manage risks effectively would have serious consequences.
Leading PTSG’s team, Michael drew on his knowledge of Legionella to identify areas for improvement, and to implement changes that reduced these risks considerably. He quickly introduced innovative new ways of working onsite, improving cooling tower cleaning techniques, and
increasing the time allotted to essential processes. After he identified issues with compliance and timemanagement, Sellafield Ltd invested in its team, which grew from six to 35.
Perhaps PTSG’s most significant innovation at Sellafield has been the creation of an on-site Legionella analysis microbiology laboratory, launched after the World Association of Nuclear Operators (WANO) expressed concerns about water quality test methods. It is the first Legionella laboratory on a licensed site anywhere in the world.
Due to radiological issues, standard culture method testing has exceeded stability time before leaving site (it needs to be at the laboratory within 24 hours – this was previously 96 hours from Sellafield). Although culture is classed as “Gold Standard” testing within the water treatment industry, accuracy is only around 40%.
PTSG was tasked with creating a laboratory environment including the set-up, commissioning and operation of this industry-first facility, which made use of emerging rapid testing methodologies. It enabled Sellafield Ltd to improve its reporting, meeting and exceeding industry standards.
The laboratory is currently going through validation for rapid testing via PCR (Polymerase Chain Reaction) methodology. The PTSG team has removed off-site sampling at the new laboratory, which means there is no need for couriers to visit multiple times per week to take samples away. This contributes significantly to a reduced carbon footprint and increased sustainability.
The Chemical Safety Manager at Sellafield underlined the performance of PTSG under Michael Pender, saying: “As far I am aware, Michael has never missed a Legionella forum, an opportunity to meet with the Legionella Responsible Persons understand the customer requirements and current site issues and identify where PTSG can provide additional support.
“PTSG’s team, working under Michael Pender, are innovative thinkers, bringing new methods of working to the business. Of the many examples, the most noticeable is the set-up, commissioning, and operation of an on-site Legionella analysis laboratory, utilising emerging rapid testing methodologies a first for the industry sector.
It is clear Michael wants to make a difference in his role, driving the highest standards for himself and his team and Sellafield.”
Through a tender process, PTSG Building Access Specialists Ltd was awarded a package of works to provide specialist steeplejack services at Oakshaw Parish Church in Paisley, on the west side of Glasgow.
Formerly Paisley High Church, built in 1756, the steeple was added in 1770 and renovated and extended during the nineteenth century. PTSG was selected to undertake vital structural work to the steeple due to the expertise of its engineers in this area of work and the methods proposed to carry out the work.
The finial rod that projects six metres above the tip of the spire had deteriorated over the years and a combination of corrosion and continual strong winds had rendered the upper part of the spire unsafe, with the potential danger of collapse.
PTSG mobilised its Edinburgh-based steeplejack team (part of PTSG Building Access Specialists Ltd), who promptly erected a bespoke-designed scaffold tower to access the steeple and make it safe – the priority in the short term.
After further inspection it was identified that the upper five courses of the spire had become unsafe and immediate action was required.
PTSG’s steeplejacks formalised a plan to remove the finial rod and loose stonework using a 100tonne mobile crane. In conjunction with the crane, PTSG’s team stropped all the loose and dangerous components and the crane lifted these safely to ground level. The client was delighted with the results. Work to reconstruct the spire and finial rod is now ongoing.
Each of PTSG’s five business divisions (Access & Safety, Electrical Services, Building Access Specialists, Fire Solutions and Water Treatment) operate independently, delivering their own specific and highly specialised services. However, they can also combine to offer a complete solution for customers, ensuring their buildings are safe, clean and compliant in all areas.
This is becoming an increasingly popular option, with PTSG delivering bundled services that ensure:
one single point of contact for all services;
a far more focused approach to the servicing of their assets, keeping their building(s) in first-class operational order; associated cost savings; and compliance on all services provided by PTSG.
PTSG was tasked with creating a laboratory environment including the set-up, commissioning and operation of this industryfirst facility
Another of the regular themes discussed within FM Director magazine and throughout the FM Business Daily brand is that of the potential for business growth in all areas of the industry.
Regardless of whether the company in question is an SME-sized organisation providing specific or specialist services or a behemoth conglomerate offering total FM options, all have the opportunity for continued expansion. Having increased its number of employees to just under 1,500 earlier this year, the Cleanology business provides one of the best examples of a company that continues to enjoy growth while remaining true to the ethical aspirations of its senior management team.
Updates
FM Director recently met with chief executive officer Dominic Ponniah to discuss his company’s progress following the publication of his front cover interview in the December 2022/January 2023 issue of the magazine. One of the most notable developments in the early months of this year has been the company’s move to its new head office in Vauxhall Nine Elms, another London district that is experiencing high levels of development.
“We’re very happy with our new location and it’s already providing us with plenty of space to bring more people into the team,” says Mr Ponniah. His comments are further supported by the fact that the company’s new office was very well attended on the Friday of the meeting, providing proof of the appreciation of the new space from all colleagues and further evidence that office-based staff are spending less time working from home.
“We’re very familiar with this area and it feels good to be back,” he continues. “Our first office building is still there and we can see it just the other side of the park, where we were based around 20 years ago.”
Now located on South Lambeth Road, the new Cleanology office is within easy walking distance of all the main transport links in central London. The facility additionally benefits from high levels of natural light which, combined with the extra space it provides, affords ample scope for the company to move to its next level of growth.
Having adapted its new office to meet the
requirements of all team members, it now includes a mix of formal and informal meeting areas, combined with open plan desking for all teams. The fact that the office shows further potential for expansion provides additional proof of its confidence in continuing to follow up on the numerous opportunities that seem highly likely to continue to emerge in the near future.
“We have plenty of room for everyone now and although our old office served us very well, we had
reached saturation point and needed to move to larger premises,” Mr Ponniah continues. “We’ve also included the ground floor of the office next door and plan to use this as a training centre.”
He further explains that the adjacent space is providing essential storage space until it is adapted for the training of colleagues. There is yet more scope for the area to be developed to provide more space for colleagues in the event that the company expands at a faster rate than expected.
Given its recent successes, higher levels of growth than predicted are likely to follow due to the momentum these continue to provide. Last year saw the business take on 600 new members of staff, for example, after it won new contracts in London.
This has been further supported by expansion in its business operations around the UK, much of which is part of a planned drive to focus its efforts on areas away from the capital. The most notable areas of activity have centred around operations in Scotland, Manchester, Bristol and Oxfordshire, with more announcements due in the near future.
Mergers and acquisitions (M&A) continue to provide rapid growth for businesses around the FM industry and Cleanology provides another example of this. Its purchase of a cleaning company in Wigan, Lancashire resulted in another 400 members of staff being added to its books and further M&A deals are likely to follow.
“There’s a lot of confidence within the business at the moment and we really hope that will continue to grow as we continue to make sure that everything we do is sustainable and supports the long-term strength of Cleanology,” says Mr Ponniah. “We’re fully committed to paying the Real Living Wage to all our people and supporting them in their career, while devoting a lot of effort to maintain and improve their wellbeing wherever possible.”
His comments follow last year’s positive financial results for the company, which saw its turnover exceed £25m for the first time in its 24-year history. This year is expected to provide further positive news for the business, as it continues to reap the benefits of carefully planned development.
“We take a great deal of satisfaction in seeing our colleagues enjoy their continued development and take on more senior roles within the company,” Mr Ponniah continues. “More than 90% of our staff are paid the Real Living Wage, or higher, and we’re continuing to discuss the options of raising the pay levels of others with our customers.”
Its position as an accredited member of the Living Wage Foundation is just one of several areas of activity that further emphasise the depth of its culture and values. It has further extended its activities with the foundation by joining its Recognised Service Provider (RSP) group, which has resulted in Mr Ponniah becoming a member of its leadership council.
Yet more evidence of the company’s ethical approach to business can be seen in the variety of industry accolades awarded in recent years, ranging from its Green Apple award in 2018 to collecting an ever more diverse selection of trophies in recognition of its commercial and social activities. Mr Ponniah is keen to emphasise that the company’s culture and ethics will be a central element of all its activities and offices, regardless of which area of the UK these include.
Perhaps one of the most impressive aspects of the company is its support for others, most notably its annual auction held in support of The Hygiene Bank charity. This year’s event will take place at London’s The Globe Theatre on the South Bank of the River Thames on 3 October.
Similar to the company itself, the Cleanology
auction evening has enjoyed impressive growth and the venue has been chosen to support higher numbers of attendees. “We’re very pleased to have secured The Globe Theatre for this year’s auction.
“With more people attending this should mean that The Hygiene Bank will receive more cash to help with its mission in raising awareness of hygiene poverty around the UK,” Mr Ponniah continues. “We’re also helping it bring more businesses and thought leaders into the discussion with local communities to help raise awareness of the need to tackle hygiene poverty.”
It seems that the business is continuing to enjoy the opportunities and options for more development that are resulting from all its coordinated efforts to run an ethical and socially-aware operation. While other companies cite the various supply chain, rising costs and recruitment issues impacting the market as reasons for lack of expansion, Cleanology has taken these in its stride to continue moving further ahead.
“People choose us because they can see we are a family-orientated company focused on quality, that choose not to cut corners, and we are growing and continue to expect more growth in the very near future,” Mr Ponniah concludes.
We’re fully committed to paying the Real Living Wage to all our people and supporting them in their career
Exeter’s £44m energy-efficient St Sidwell’s Point is the UK’s first Passivhaus leisure centre, designed to use up to 70% less energy than a conventional pool and leisure centre
The centre features: a main swimming pool and learners pool with moveable floors; a confidence water pool; and a 100-seat spectator seated area. In addition, there is a 150-station fitness gym and two fitness studios, a health suite and spa facility, a children’s soft play area, and a 50-seater café.
“St Sidwell’s Point officially opened one year ago, and I worked with the contractors to ensure we got everything right from an operational point of view,” says centre manager Jonathan Brown. “Since opening, footfall through the centre has exceeded all expectations, so keeping the premises clean, particularly as it is so busy, is an ongoing challenge.
“Due to the mixed nature of the site, with so many wet areas, we have the highest anti-slip tiles throughout. The flooring needs to be kept scrupulously clean for the safety of centre users, while also needing to be maintained to look good.
“From day one, we needed the best possible equipment, but the first-floor cleaning machines we tried simply were not reliable or robust enough. We were therefore pleased when our janitorial supplies contractor H D Adcock Nelson recommended floorcare machinery from Truvox International.
“At the in-house demonstration, we were impressed with the ease-of-use and efficiency of both the Orbital 1500 and the Multiwash PRO 340.”
“It’s quite unusual for a service business based in South Wales to be a preferred supplier for a site in Devon, but maybe that says a lot about us,” says H D Adcock Nelson business development manager Kirsty Wallis. “I already knew the partnership manager at Exeter Council Leisure Services, so had the opportunity to offer some advice on the particular janitorial requirement for their new St Sidwell’s Point Leisure Centre.
“One advantage we offer is that Adcock is part of the Jangro buying group, which means that all our customers receive free access to an online learning portal, and that certainly appealed to Exeter Council’s health and safety team.
“As far as our relationship with Truvox is concerned, it’s all about efficiency and reliability. One area that people always forget is the floor, and that’s where savings can be made. It’s also where all the hidden problems often are. St Sidwell’s Point Leisure Centre is an incredible looking facility with numerous different flooring types which creates huge challenges for cleaning.
Since opening, footfall through the centre has exceeded all expectations, so keeping the premises clean, particularly as it is so busy, is an ongoing challenge
“After reviewing a number of suppliers and equipment, it became clear that these were the only machines that could solve the wide range of problems at the site. The demonstration was so convincing that the order was placed only a couple of hours later.
“Truvox is a very hands-on business, and they are very supportive of us and our customers. When we recommend, specify or deliver cleaning equipment, such as Truvox’s Multiwash PRO, or Orbital machines, we also provide training for management and operatives.
Both machines are so easy to use and maintain that the training is actually fun,” says Ms Wallis.
The Orbital 1500 combines orbital and rotary motions into one, providing a constant vibration that increases cleaning efficiency.
The roto-orbital movement gives the machine great stability, which enhances the performance compared with a regular single disc machine.
It is easy to use and manoeuvre and the low vibration levels provide excellent operator comfort. The Multiwash PRO 340 is a scrubber-dryer, which gives excellent scrubbing power and pick up, leaving the floor clean and dry as well as adding a finishing touch to the floors.
“Both the machines look good and highly professional, which is extremely important as since COVID, regular cleaning has become a front of house and highly visible activity, providing reassurance for centre visitors,” says Mr Brown.
“To continue in the spirit of the Passivhaus philosophy, for floorcare, we use only environmentally friendly BioHygiene solutions. They are highly concentrated biotechnology based all-purpose cleaning products offering superior cleaning and odour control using renewable and sustainable ingredients.
“With the two machines from Truvox International we can guarantee perfect cleanliness and hygiene across the flooring throughout the site as they solve all of our complex floorcare issues,” Mr Brown concludes.
www.truvox.com/our-products/scrubber-dryers
Truvox is a very hands-on business, and they are very supportive of us and our customers
With approximately 10,000 people leaving the armed forces every year, the links between FM and veterans have significant potential to be further developed
With approximately 10,000 people leaving the armed forces every year, the links between FM and veterans have significant potential to be further developed
Links between the armed forces and the FM industry are long established in all sectors and continue to be strengthened through the efforts of charitable organisations, further supported by those of companies and individuals.
FM Director spoke to a number of industry contacts on this topic, gaining considerable levels of information about the advantages of employing ex-service personnel, while additionally hearing of the challenges experienced. It is very notable that the many advantages of including veterans on the staff of any business far outweigh any actual or perceived negatives, providing yet more reason to further strengthen the existing ties between the two parties.
This is of particular interest in the current employment market, following the experiences related by many businesses around the UK concerning the difficulty of recruiting new members of staff. These challenges increase on an exponential basis where specialist skills are required, with many recruiters and employers reporting that “good engineers are like gold dust.”
With approximately 10,000 people leaving the armed forces every year on average, this number offers hope of a solution to the recruitment concerns of many FM businesses. They forces provide a rich seam of potential recruitment opportunities to meet the requirements of companies for new staff members.
Industry experts, several of whom joined their companies after careers with the armed services, provide comment on the many benefits available from engaging with veterans, delivering greater clarity on how their businesses have benefited and further detail on the skills resulting from the exemplary training provided by the armed services.
Corps Security divisional director Nigel Horne states that the company was founded on a social mission to provide opportunities for those returning from service in the Crimean War. “One hundred and sixty-four years later, we still provide a safe harbour for veterans. Veterans have the skill set to perform in the security industry; that’s why, regardless of specific security experience, ex-service personnel are guaranteed an interview at Corps,” he says.
Veterans have highly valuable skill sets and qualities that the company knows its clients can benefit from, so it identifies individuals with the potential to perform in security and enrols them in training and development programmes to give them the opportunity to build a career, Mr Horne continues.
“Few would argue with the idea that practical and strategic thinking are assets to any FM role. In our experience, veterans often bring a strategic approach to client site dynamics that finds a natural blend with security. Being organised, the ability to read people, build reliable relationships, deal with incidents
in high-stress environments, and having to make important decisions quickly while keeping safety front of mind fit perfectly in the security business.”
Mr Horne says the company understands the challenges faced in the transition from military to civilian life. This enables it to offer a supportive and relevant pathway to employment that supports this transition, alongside mentoring and support given by former service people working within the organisation.
“In 2023, our focus remains on positively impacting mental health in the security sector. Already this year, Corps has raised money for our charity partner, Combat Stress, the UK’s leading charity for veterans’ mental health through our Tour de Corps cycle challenge. We have run the first of two mental health awareness campaign events and the next is due in October. We also offer veteran peer network training which puts nine individuals through mental health peer training to be conduits for service people to talk to.
In our experience, veterans often bring a strategic approach to client site dynamics that finds a natural blend with security
“In the coming months, Corps will launch a Veterans Association, which will establish a direct line of communication with our senior leadership team on all veteran matters. We are also soon launching a new service specifically aimed at veterans and placing them in front-of-house and concierge services roles,” says Mr Horne.
More thoughts on this topic are provided by Lorne Stewart Facilities chief executive officer Mark Sutcliffe, who says: “The term ‘veteran’ often provides a mental picture of an old, male soldier. But nothing could be further from the truth. Over 10,000 men and women leave the armed forces every year. These service leavers have served varying lengths of time, but all of them bring the skills and experience they have learnt during their service, whatever their role and their length of service.”
There is a clear alignment with the skills needed in FM and those that veterans bring from their time in the armed forces, he continues. Firstly, there are the leadership and management skills of a service leaver.
“For me, these are two very different skill sets; leadership is how an individual or team behaves and
encourages others to achieve an agreed target or goal. Management is how we manage individuals and teams to achieve specific projects, tasks or wider programmes. Ex-military staff have both of these skills in their locker and know when and how to use them. Service leavers can get the very best from their teams and people, in a time when resources are becoming scarcer, and people are more than ever our most valuable assets.
“Facilities management is also aligned in the work that FMs do. FM is an industry that delivers planned and reactive work. Service leavers are very used to an environment where plans are developed and implemented, but they are equally versed in dealing with issues when they arise. This is at the heart of the FM function.
“Many service leavers have come across FM but it’s seen by many as unglamorous and based on their experience of the state of the cleaning in their accommodation or office. The industry needs to do more to promote itself to service leavers as FM will provide a fulfilling second career for those who leave the military,” says Mr Sutcliffe.
Over 10,000 men and women leave the armed forces every year
Integral Engineering and Building Services UK operations director Gary Woods provides further input: “We find ourselves in an extremely challenging recruitment market. Service providers in the FM and building services industries are struggling to find strong candidates and bridge the significant skills gap that currently exists.
“As an armed forces veteran, I have always actively looked to recruit ex-military personnel as they have a breadth of aptitude, skills and training which are wholly transferable and can add real value to the FM industry,” he continues.
He explains that this is because the armed forces train personnel to the highest standards. Engineers and technicians work with some of the world’s most advanced systems, with specialisms in many engineering disciplines.
“What’s more, the cross-functional skills and qualifications gained by veterans during their time of active service are transferable to many sectors including engineering, FM, building services, logistics and IT,” Mr Woods continues.
Veterans are often recognised for their broad skill sets – notably, team-working, motivating others, communication, problem-solving, organisational skills and strategic thinking. They demonstrate a strong work ethic, bringing the values and ethics taught from their military training to the commercial workplace, while providing a focused attitude.
With higher levels of staff retention and lower rates
of absence, businesses can be confident when hiring veterans that their staff are loyal and resilient, as well as consistently reliable.
“Veterans are well-placed to meet critical gaps in FM because there are immediate opportunities for a second career in the FM sector. Integral has recently signed the Armed Forces Covenant and will be actively recruiting from multiple armed forces recruitment agencies in 2023 and beyond,” Mr Woods concludes.
FM Director spoke at length to OCS head of employability and apprenticeships Toni-Marie Vaughan, who explains how her company’s People into Work programme includes ex-service personnel: “We’re particularly focused on helping vulnerable people back into work and that includes ex-service people, those with disabilities and others. We take a person-centric approach and work with a number of strategic partners to help with this.”
In addition to the Royal British Legion’s Poppy Appeal, the company liaises with Walking with the Wounded and other charities with links to armed forces veterans. “The overall aim of this is to help veterans to get back into civilian life and in some cases that means helping them to deal with issues such as post-traumatic stress syndrome (PTSD) and other issues,” she continues.
The company receives the CVs of the people its strategic partners consider to be ready for employment, allowing it to identify those most suited to its list of vacancies and engage further with the organisations and individuals concerned.
I have always actively looked to recruit ex-military personnel as they have a breadth of aptitude, skills and training which are wholly transferable and can add real value to the FM industry
“OCS has to be careful in the way it deals with everyone, of course, as it does with all of its recruitment activities, to ensure they employ the right person for the role or contract they’ll be working on. There will also be conversations with everyone about wellbeing and any additional support required, along with identity checks, etc,” Ms Vaughan continues.
“We’ve established a process to provide structured feedback on all our dealings with the people we contact via our strategic charity partners, which helps everyone to deliver wraparound care that can be adapted to suit individual needs. This can be a complicated procedure and we wouldn’t be able to deliver this from a company perspective, obviously, which is why we need to work closely with our strategic partners and allow us to provide sustainable employment opportunities,” she states.
This approach is designed to be as humane as possible and includes options such as mentoring and other supportive measures where needed. Sharing its efforts with strategic partners has the benefit of assisting line managers, she continues, who typically have the needs of many other colleagues to consider and support.
Ms Vaughan is keen to explain that the majority of ex-service personnel have no problem with working in civilian roles, which allows the company to focus its efforts on helping those that require support or training.
“We have also set up the My Military strategic steering group, which helps us to work more closely with everyone on a regional basis and highlight any issues or further considerations. We have a number of veterans already employed within OCS and some of these colleagues have explained to us that they don’t want it known that they are ex-services people for a number of reasons,” she continues.
Following the merger between Atalian Servest and OCS, Ms Vaughan explains that more work is now required to rationalise all processes, including those involved in the employment of veterans. This will include setting up a new steering group and agreeing the pledges and how these will be delivered.
“We also work with partners to run workshops and they’ve been very helpful in adapting the military skills of veterans to suit their roles. This often involves taking complex sets of requirements and considering all the details of these to determine the best way to proceed.
“It helps to understand that some individuals will be damaged by their experiences in the services and this means adapting the support available to help them deal with any mental or physical health challenges,” she continues. “This may mean they have difficulties in managing their finances, suffer from alcohol or drug addiction, or loneliness and that can mean they find that Christmas can be a difficult time.
“But even if they do have these issues, these people are still very employable and with the right level of support we can avoid getting into other difficulties. This sometimes means we give more leeway to some people, and this can be very difficult to manage, which is another reason we work so closely with our external partners.”
The highly positive example of OCS provides more evidence of the need for open and honest debate and the benefits this brings. With increasing awareness of the need to provide support for all colleagues suffering from mental or physical ill health, the supporting options are also becoming more numerous and easier to access.
Employers aiming to raise their levels of engagement with ex-service personnel recruitment organisations will find they will be welcomed, especially if the example of the companies included in this feature is followed to include in-depth collaboration with all stakeholders.
The industry needs to do more to promote itself to service leavers as FM will provide a fulfilling second career for those who leave the military
In the May issue of FM Director, YorPower took the opportunity to discuss the progressive approach it takes to business in terms of investing in its workforce, working towards net zero and planning ahead to ensure its customers always have continuous power.
This has helped to position the organisation at the head of the market in which it operates. Our customers have come to rely on us completely and in this issue we describe how trust is, in effect, the currency on which we operate.
YorPower has been building trust amongst its customers since 1956 when, trading as The Progress Group, we first began delivering servicing and maintenance for back-up power equipment. While the company has changed and evolved over the decades, trust has remained the core foundation of all operations.
Back-up power sources are vital to organisations of all kinds; for some, a power outage can spell disaster. The ability to maintain continuous power through an outage can literally be the difference between life and death in the case of healthcare providers, for example. That is why customers place their complete trust in YorPower.
To consolidate our position as one of the nation’s leading providers of back-up power solutions, YorPower restructured and rebranded its business towards the end of 2022. We have three divisions which operate as a single unit from our base in Sherburn-in-Elmet, West Yorkshire.
YorPower Maintenance. Delivering generator and UPS (uninterruptible power supply) maintenance and repair solutions for over 60 years.
YorPower Projects. Manufacturing, supplying and installing generators for over 30 years. This includes exports worldwide as well as throughout the UK.
YorPower Controls. Providing controls and automation for over 20 years.
We are trusted to deliver successful solutions as we have a track record spanning several decades in each area of business. YorPower now has a client roster that comprises some of the best-known brands and companies in the UK. We also deliver one-off contracts for smaller companies, always with the same high level of workmanship.
Supporting the success of some of the nation’s upwardly mobile customers!
Whilst YorPower takes care of the back-up power needs of customers from all sectors, from large hotels and student accommodation providers to the London Eye, one area in which our services are in great demand is sports stadia.
We support several leading football clubs with their back-up power and generator needs, helping them to celebrate success on the field. Burnley Football Club and Sheffield United are two professional clubs we
currently work with – and we are delighted to have played a small part in their success as they look forward to playing in the Premiership next season following their promotion.
For football clubs coming up from the Championship into the Premier League, there is often a need for stadiums to upgrade their systems.
We have also supported Leeds United at their Elland Road stadium, Rotherham at their New York stadium (prior to the club’s promotion to the Championship), Swansea and Ross County (at their Victoria Park ground in Dingwall).
YorPower Group Managing Director Stephen Peal is preparing to visit Kenya and Bangladesh in the coming weeks to oversee some large generator export contracts. We look forward to bringing you further details – and photos – soon.
We are also making good progress on our journey to becoming carbon neutral. In mid-April we achieved Silver Accreditation from Neutral Carbon Zone – the experts on facilitating the reduction and balancing of emissions throughout an organisation’s value-chain.
This means that all scope 1, 2 and 3 of the organisational emissions at the YorPower Group have been calculated in accordance with ISO 14064 and the GHG Protocol corporate standard and have been offset using ICROA approved carbon offset credit to ensure its currently unavoidable emissions have been balanced.
All staff are excited to be on this journey and hope to complete all four phases within the next year, making YorPower the first full carbon neutral company in their industry.
One of the more complicated equations to assist with quantifying the extensive coverage and reach of the FM industry is that of the number of supply chain partners and their position and standing.
While a company may be included as a principal supply chain partner with one client, it may have a much lower level of engagement with others, making the task of identification a complex operation that is highly likely to change on a regular basis. The management of supply chains has long been regarded as an essential operation for the majority of successful businesses for some time, which has gained added importance in recent years.
Levels of communication and engagement with supply chains have increased considerably and the example provided by CBRE Global Workplace Solutions (GWS) is one of the most notable. In addition to staging events for its supply chain members, the company has introduced initiatives such as its annual UK Supplier Innovation Challenge awards. Having presented the five awards included within the event at its central London headquarters last February, it has now opened the 2023 event for entries.
The company states that innovation is one of the most important areas of consideration as it prepares to adjust its service offering to meet the expectations of clients in the future. It has therefore launched the Innovation Challenge initiative to encourage the members of its extensive supply chain to provide examples of their exemplary efforts.
Last year saw more than 140 entries submitted from CBRE supply chain members to assist the company with creating the best FM solutions for its clients in the future. Rising to this challenge, supply chain members provided submissions of innovative ideas that ranged from new ways of working to numerous examples of best practice client solutions.
It should also be noted that the impressive number of entries were received for just five categories, far exceeding the response for the majority of UK industry awards that typically include at least double the number of category options. Following an in-depth assessment process, the company notified all those included on the list of finalists.
The 2023 categories included the following five choices: Workplace experience; Digital and technology; ESG (environmental, social, and governance); Diversity and social value; and QHSE (quality, safety, health and environment).
The UK Innovation Challenge finale was held at the CBRE GWS Head Office in London earlier this year and required each finalist to present to a panel of CBRE and client judges. This resulted in the selection of the five overall winners.
UK Supplier Innovation Challenge 2022 winners:
Workplace experience - BetterShared Ltd
Digital and technology - Future Motors Ltd
ESG - Naked Energy Ltd
Diversity and social value - The Glasshouse
QHSE - Premier Technical Services Group Ltd (PTSG)
The winners received a 12-month programme of support to drive trials and implementation across CBRE’s expansive UK client portfolio.
CBRE GWS, Local UK chief operating officer Conrad Dean said:
“In today’s rapidly changing and competitive world, innovation is critical for organisations to stay relevant, agile and adapt to changing circumstances. Our annual UK Innovation Challenge is a central part of our Global Supplier Partner Programme. It enables us to bring together our suppliers, clients and CBRE employees to identify and promote the innovations that will help us to build the workplaces of the future.”
PTSG business development director Tanya Matthews said: “It was fantastic to win in the Best Safety Innovation category for our Lateral Access System. Devised and implemented by Mark Perfect, it delivers multiple benefits for customers. It is safe, lightweight and versatile, can be installed without any disturbance to an organisation’s daily practices – and it allows our operatives to carry out their work more quickly and effectively, so the cost savings are significant.”
The Glasshouse project director Kali HamertonStove said: “We enable women in prison to create a better life for themselves through training in horticulture. To receive the award for Diversity and Social Value from CBRE, and be recognised for the work we do, means the world to us.”
Future Motors commercial director Andy Sumner said: “We’re here to make a difference to the sustainability agenda by reducing carbon and helping CBRE clients to do that. An event like the CBRE UK Innovation Challenge is great in helping us get that message across and interact with more clients.’
CBRE supply chain members wishing to enter the Supplier Partner Innovation Challenge initiative can do by clicking on UK Supplier Partner Innovation Challenge 2023 Submission Form (smartsheet.com). In addition to allowing entrants to fill in their details and officially register their entry, it confirms the deadline for entries of 29 September and outlines all requirements.
Following assessment of entries throughout October and November, the names of this year’s finalists will be confirmed on 8 December. These companies will then have until 8 February 2024 to prepare their final presentations to the company’s panel of judges, with the winners announced on the day.
The Innovation Challenge includes five categories again this year: Best safety solution;
Best workplace experience solution; Best digital and technology solution; Best environmental, social and governance (ESG) solution;
Best diversity and social value solution.
The company explains how it is continuing to engage with clients and their teams to help understand the challenges they face, which adds further value and importance to the Innovation Challenge to the for CBRE supply chain submissions. Entries providing assistance in dealing with requirements such as improved recruitment and retention of staff, support for ESG programme delivery, tracking of social value impact, achieving net zero, reducing energy and overall cost control will be especially well received, the company states.
Further support for potential entrants can be obtained by emailing ukpreferredsuppliers@cbre.com
We’re here to make a difference to the sustainability agenda by reducing carbon and helping CBRE clients to do that
When sourcing specialist service provider partners, many clients prefer to deal with independent companies and frequently express the preference that these are family-owned enterprises.
Comments include appreciation for the level, quality and speed of response typically received from privately-owned companies, which are regarded as being more keen to secure and retain clients than the larger service providers. This frequently leads to highly positive relationships being formed that result in repeat business and extensions to contracts.
Electrical Test Midlands (ETM) was launched by Richard Jones in 1999 and continues to run the company with his wife Nadine Jones and ticks both
the independent and family-owned boxes, as well as having an established focus on delivering top quality customer service. “Having launched it in the late nineties, within five years it was taking off and I got Nadine involved to help with all the extra work that we saw as it expanded.
“A few years later and she became a director and we are both focused on the day-to-day running of the company now,” he says. “We have used the statement: ‘Keeping you safe is our business’ and this continues to be used and we plan to keep this as a central focus within the business.”
With fixed-wire and PAT testing accounting for the lion’s share of the company’s growing list of services, one of its earliest successes included the winning of a contract
with specialist property maintenance provider Fortem. “The first contract with Fortem was for 10 years for fixedwire testing, mostly in and around the Birmingham area and we still manage that account today, so it’s stood the test of time and we’ll do everything we can to continue that,” Mr Jones continues.
While some companies approach their operations with the ‘pile it high and sell it cheap’ approach, he says that ETM has maintained a firm focus on the delivery of quality services. “We have focused on developing and helping clients throughout our journey which has paid off over the years. We make sure all our engineers are properly equipped and qualified and provide them with any necessary in-house before sending them out to work on our contracts,” he continues.
Nadine Jones have seen their company enjoy growth and development over the last 24 years and look forward to doubling its size following more recent investment
In addition to its long-term partnerships with customers such as Fortem, the company has also enjoyed signing a growing number of contracts with mainstream universities. These operations require an estate-wide focus in many cases, providing further proof of the expertise within the business and its ability to deal with projects of any size.
An expanding area
Fixed-wire testing continues to see high levels of interest from both existing and new clients and has continued to account for a large number of ETM contracts throughout the company’s existence. It currently accounts for approximately 65% of turnover, after more fixed-wire testing business was awarded to the company earlier this year.
The second largest area of activity for the business is that of electrical repairs and remedial works, which accounts for around 20% of sales. PAT testing and more general, remedial works account for a combined total of 15% of turnover.
A quick glance at the ETM website shows an extensive list of additional services available from the company and further evidence of the potential for high levels of growth in the near future.
“As the company has grown and confidence in our service delivery has built with our ever-growing client base, our customers have asked us to deliver other services which we introduced over the years, hiring very skilled managers to deliver the services and make sure they follow our quality-first strategy,” says Mr Jones.
Client interest has also led to more geographic coverage of the UK, as ETM extended its operations to meet demand.
“We started mainly in the Midlands but again more and more clients came knocking and asked us to deliver their nationwide contracts, so that’s worked well for us, too,” says Mr Jones.
“As we have grown year on year since the
company was founded we are always on the look out for professional qualified engineers which is ever increasing difficult in today’s environment.” The company’s challenges in recruiting sufficient numbers of skilled engineers will be appreciated by many FM Director readers, with many reporting that recruiting and retaining skilled workers is an increasingly difficult task.
While ETM is not immune to market challenges, it continues to adopt a positive approach and look for additional areas of activity to support further growth. Quality of work and customer service remain the paramount aim of the business in all areas.
“Our main focus is to deliver quality fixed wire testing as this is our expert field and we continue to invest in this area. However, if our clients ask for more we will invest in these areas to keep them happy and maintain our long relationships with them,” says Mr Jones.
“We are a family run business and we would like to stay this way, as we feel keeping that as a constant will see our family values stay within the company. That means that our clients get a face when dealing with us and that will eans we continue to deliver a five-star service,” he continues.
Recent years have seen ever higher levels of investment from the company and Mr Jones feels that this has led to it being in a good position to enjoy more growth in the months and years ahead.
“Over the last few years, we have invested in more managers and office staff and have also invested in the software we use to support our business operations. The main intention behind all of this is to double our existing client base, and we are in a good position now to increase further without affecting any of our existing clients,” Mr Jones concludes.
Continued investment while maintaining the focus on delivering five-star quality and customer service has proved highly successful for ETM over the last 24 years and seems highly likely to continue in this direction for many years to come.
Our main focus is to deliver quality fixed wire testing as this is our expert field and we continue to invest in this area
Lifts are built with a wide variety of features to keep passengers safe and, importantly, prevent passengers becoming trapped in the lift car. However, if the worst happened and a lift becomes stuck, trapping passengers inside, the emergency communication system, the ‘lift alarm’, is there to allow them to call for help. It’s therefore important to understand your obligations in this area and minimise any risk to your passenger.
First off let’s start with the regulations: The Lifts Regulations 1997 (Lifts Regs) state that any lift being placed onto the UK market must be fitted with a ‘two-way means of communication allowing permanent contact with a rescue service’ and that the ‘means of communication…must be designed and constructed so as to function even without the normal power supply.’.
Great, but that doesn’t give us much to go on in terms of what we should expect from an emergency communications system and so we need to look the British Standard Institute (BSI) series on lift safety (series ‘BS EN81’) for guidance on how to comply with the Lifts Regs. We should think of British Standards as risk assessments done for us, by a panel of experts in the field, based on many years of experience.
The first lift safety standard, BS2655, was published by BSI in 1958 and the current standards series trace their lineage back through the numerous revisions and expansions of British Standards over the intervening years.
Within the current BS EN81 series of standards, Part 28 covers ‘Remote alarm on passenger and goods passenger lifts’ and it’s here that we get a detailed description of the performance characteristic expected from a lift alarm in the UK. I’ll summarise the key points which pertain to passenger safety and correct maintenance of a system, as well as the typical design of equipment you’ll find on your lifts.
Every day, all across the UK, lifts make numerous trips moving people around (well…up and down) our buildings
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Let’s start with the requirement in the Lifts Regs for the lift alarm ‘to function even without the normal power supply’. Part 28 requires a backup power supply capable of supporting the system for a minimum of one hour standby and 15 minutes of voice call time.
Furthermore, the standard states that if the remaining capacity of the supply should fall below those minimum limits the system shall be able to send an alert. Typically, this ‘back up power supply’ will be a battery built into the lift alarm. The lift alarm will monitor the state of its battery and send an alert to a software receiver in the event it detects an issue (more on this software receiver below).
Along with the alarm button inside the car the standard calls out the need for ‘visual indicators’ to aid passengers with auditory disabilities. These visual indicators, usually referred to as ‘pictograms’, allow a passenger with an auditory disability to use the lift alarm even if they are unable to hear what’s going on. The pictograms take the form of a yellow bell symbol, which illuminates once the alarm button is pressed to show a call is being placed, and a green speaking face symbol, which illuminates once the call has been answered.
In addition to their accessibility function the pictograms can also provide you with some key information on how your lift alarm is functioning. If the pictograms continue to flash on and off this is the system telling you it has a problem; specifically, that it’s most recent test call has failed…but what’s a test call?
I’m glad you asked: lift alarms in the UK are requirement to place an automatic test call at least every three days. This call is logged by a software receiver (the same receiver which logs battery faults) and shows that the lift alarm is capable of placing a call. Usually the test will also include a test of the speaker and microphone in the car, called a ‘wrap around test ’, to demonstrate that a trapped passenger would be able to communicate.
The call log of automatic test calls then becomes your audit trail to show that your lift alarm is working and in compliance. You may ask why the call has to be placed ‘at least every three days’? The answer is somewhat macabre but illustrates the very real risk behind a non-functioning alarm: three days is how long a human can survive without water.
In addition to these automatic test calls, your lift maintenance engineer will also manually test the lift alarm when they come to service your lift. My next article will cover the different types of lift alarms that you’re likely to find in the UK and the pros and cons of the various ages of equipment.
We should think of British Standards as risk assessments done for us, by a panel of experts in the field, based on many years of experience
Syed Ahmed explains how his company’s IoT-connected washroom hand dryer can assist FMs to make the best decisions about cleaning regimes and improved use of resources
Regardless of the number of times discussions about how the use of technology can create truly smart facilities that optimise efficiencies in all areas have been aired throughout the FM industry, it seems that the majority of decisions about the choice of equipment continue to be based on price and what has become accepted practice over the last few decades.
The opinion above has been shared with FM Director magazine a number of times since its launch last year, particularly from those involved in the design and introduction of innovative products. It is also one of the challenges facing Savortex chief executive officer and founder Syed Ahmed following considerable efforts to bring his company’s range of smart hand dryers and hand sanitisers to the market.
“Our journey started around 10 years ago, after we saw how buildings around the UK were increasing their reliance on technology to deliver improved service delivery,” Mr Ahmed explains. “It took nearly seven years to understand what was needed and then design and create the EcoCurve hand dryer, and the last three years have seen us working ever more closely with clients while dealing with the impact of the pandemic.”
Following his decade of commitment, Mr Ahmed has found that the aeronautical industry is proving to be the most receptive of the benefits provided by the product. He emphasises the point that it will deliver these to any facility that requires the management of washrooms.
“We designed the product to provide an energyefficient means to dry hands. Not only does it use less energy than other brands, while avoiding the need to purchase paper towels or any other consumables, but it also includes many more benefits,” he continues.
Through the inclusion of Internet of Things (IoT) connectivity, each hand dryer will automatically feed data back to clients and allow them to view this in real time. Having seen how frequently their washrooms
are used will allow FMs and service providers to make informed decisions about when these need to be cleaned by staff, with the potential to allow them to visit other areas instead and increase productivity levels.
“It’s a simple process to install the EcoCurve and start using the data, and that will help to stop the use of guesswork to manage washrooms. Not only does each dryer show how much energy it uses and how many times it’s used, it will also send an alert if any repairs or servicing is required, with all data available to be accessed in real time,” says Mr Sayed.
“This will help our clients to reduce any complaints received about their washrooms by using accurate data and allowing them to react quickly and improve their washroom management operations. Our clients can also generate income from their hand dryers by selling advertisements to appear on the display screens, or use them to share important information, depending on the building in question,” he continues.
Discussing his last comment in more detail, Mr Ahmed explains that companies can use the hand dryer screens to improve communications with colleagues for any reason. Information that is typically seen in reception areas, meeting rooms or offices can now be included within washrooms, he states.
One of the largest orders for the Savortex EcoCurve was placed by Gatwick Airport and the company is continuing to extend its services around the world. Mr Ahmed spoke to FM Director from Dubai, for example, as he continues to work with distributing agents and clients in the Middle and Far East.
“It’s also been fairly easy to show how sustainable the hand dryers are and we have data to show that each one will save 50 trees, on average, combined with both water and energy savings,” he says. “We’re also the first hand dryer manufacturer to achieve a Guinness World Record for the most energy-efficient product.”
Each hand dryer comes with a five-year guarantee, emphasising the company’s confidence that the product is designed to last.
Manufactured in Yorkshire, Mr Ahmed states that the EcoCurve is made from high quality and durable components and further states that “we will never move our manufacturing process outside of the UK”.
Similar to many businesses around the world, Savortex found the Coronavirus pandemic to be highly disruptive to its operations, but in typically determined fashion began speaking to clients about their changing needs. As a result, the company designed and launched its automatic hand sanitiser dispenser product, including the various IoT and data capturing technology benefits of its EcoCurve dryer.
“The issues around Covid made it difficult for us and many businesses at the time, but we looked at how to deal with these and found there was lots of interest in an automatic hand sanitiser dispenser. This lets you know when it needs refilling with gel and will also provide valuable data on how often it’s used, so clients can gain more understanding about their buildings,” says Mr Ahmed.
“Both products will assist customers in their net zero carbon journey, including helping them to offset emissions – if that’s part of their plan – by providing an accurate outline of energy use. Everyone is looking to increase efficiency these days, and the Savortex products are designed to help to support our clients to achieve this.”
Mr Ahmed further explains that a number of additional products are being considered for further development and states that these will be announced as soon as firm decisions are made.
Having established a method of product development that incorporates the potential to save energy, labour, resources and consumables, there seems considerable scope to incorporate this into the development of more new products to improve efficiencies in all areas of building management.
We’re also the first hand dryer manufacturer to achieve a Guinness World Record for the most energyefficient product
The number of lone workers in the UK has increased by about 2 million since 2019 (before the pandemic). It used to be the case that lone working was only prevalent in highly volatile industries such as engineering and security. But now lone working spans nearly every sector as more people choose to work from home, or in a hybrid way.
How have those sectors that are familiar with lone working adapted to new technology? And how can employers adapt to ever rising numbers of lone workers in their workforce?
In the past, regulations for lone workers were devised with more dangerous environments in mind, such as engineers in confined spaces. These lone workers would take a form of secondary device into their working environment for their own protection. It might look like a clunky walkie-talkie or a radio. It would have the ability for a constant communications check, and a man-down alert.
But these devices are unsuitable for many industries. They are not practical for customerfacing roles, in which lone working is becoming more common..
Nowadays, in the same way that most processes have migrated towards smart phones, lone working safety can be monitored through an app. Workers rarely forget to bring their phone with them. And if they do find themselves in need of assistance, they have everything they need on their phone to call or text for assistance, and video anything they think would be helpful.
If the lone worker finds themself in a situation in which discretion is sensible, then apps often provide functionality to give one-way communication. The control centre can monitor what’s going on, without alerting the perpetrators and potentially putting the worker in greater danger.
At it’s most basic functionality, the app will ask the worker to check in on a regular basis. If the worker does not respond to the request, someone in the employer’s control centre will call them to check that everything is OK.
If there’s no response to the call, the situation is escalated to a line manager, who may have an alternative means of reaching the worker.
If communication back-up options are still fruitless, then the employer may alert the blue light services.
But it’s not just the ease of communication that makes these apps successful. As it’s GPS tracked, it’s much quicker and easier to locate a lone worker in trouble. Overall, it’s a much cheaper, safer option than anything we’ve had before.
Under-reporting has long since been a problem in lone working. Workers are usually asked to contact someone when they are in need of physical help. That means that many lone workers ignore their instincts for danger and wait too long to raise an alarm for an evolving situation.
But if there’s a function on the app to alert somebody before it gets to that stage, a worker feels justified in notifying the control centre of an emerging problem. There’s no longer any risk that they are raising a false alarm and they can be reassured that reporting is expected in these situations.
Some industries are getting used to lone working for the first time. Since more workers are choosing to work from home, employers face a greater burden in lone working compliance. While they once only had to consider the health and safety of their employees in the office, now they have to consider their health and safety as they work in remote locations and while they travel between sites.
The way to deal with an increasing number of home workers is to:
Plan frequent check-ins. A quick 15 minute call once a day may be sufficient
Ask them to use an app
Ask them to install a panic button on their phone
The importance of training
In those industries where lone working has been the norm for many years (cleaning, security, engineering), most workers understand why there are special measures in place. They know that it is for their own safety, and they feel supported and looked after when they know that their employer takes their safety seriously.
However, switching to a new system can feel like a compromise to their safety if they don’t feel confident with the new process. Providing comprehensive training before you roll out a new system is paramount to it being applied correctly, and keeping your workers happy and protected.
For other industries, lone working feels like a privilege. For all those home workers that no longer have to attend the office every day since covid-19 changed the way we work, they may not feel unsafe in their own home, or remote workspace. Instead, it may feel like an intrusion on their privacy if the employer introduces lone working measures.
That could lead to pushback from employees. That’s where training becomes essential. People tend to be more amenable to change if they know why they are being asked to do something. And especially when they know that it’s for their own benefit.
Explain that it is part of the employer’s duty of care towards their employees, and the measures are in place for the worker’s own safety. That will help to placate any workers that feel like they are being ‘checked up on’.
While the nature of lone working is changing, the regulations to keep employees safe is not. One of the most effective ways to comply with the duty of care is to invest in an app for lone working that all your employees can download and use when they are working alone.
If the lone worker finds themself in a situation in which discretion is sensible, then apps often provide functionality to give one-way communication
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
Public sector service provider Serco Group Plc has announced the appointment of Gillian Duggan as chief people and culture officer Ruth McGowan to the new role of chief strategy and growth officer.
These are aligned to its focus on customers, colleagues and capabilities, reporting directly to the group CEO, Mark Irwin and both of the new appointees will join the group’s Executive Committee effective immediately.
Ms Duggan brings to Serco a depth of experience, leading people and operational teams across a range of industries including aviation, engineering and infrastructure services, design and manufacturing. Her previous roles include the public sector as well as listed and private equity-owned businesses and gives testament to strong strategic and commercial acumen, as well as a track record of driving transformational change.
Ms McGowan brings extensive experience in scaling global operations, delivering both revenue growth and cost efficiencies. She has worked in consultancy, private equity, FMCG and health businesses where she demonstrated strong commercial acumen, developed international experience, grew new business lines and used technology to transform products and services to deliver sustainable value.
The Royal Institution of Chartered Surveyors (RICS) has announced the appointment of Justin Young as chief executive officer. He will join RICS as CEO on 5 July 2023.
He was appointed by RICS Governing Council to continue to lead the transformation of RICS, including delivery of an excellent experience for staff, members, and stakeholders. Mr Young has an
impressive background in operational management and business transformation programmes, including those focussed on customer experience. He has come from the real estate sector, and has a wealth of experience within this and the professional services sector over the last 25 years. His global experience has included working and living in South-East Asia, Europe and the UK.
Most recently Mr Young was the chief operating officer at global real estate consultant Knight Frank, and has a strong track record in successfully leading and growing teams through a strong focus on culture and staff development. He has also spent time in the military, including commanding a tank troop on Operation Desert Storm in the 1990s.
Sodexo Energy and Resources has announced the appointment of Tony Brady to its leadership team.
He has global experience across the oil and gas and energy transition supply chain and joins from ASCO Group. His career has seen him set up and run offshore supply bases in Rio De Janeiro and on the Amazon River in the City of Belem, as well as running an offshore supply base for bp at Galeota Point in Trinidad.
Mr Brady will join the senior leadership team and his role will support the delivery of the company’s regional strategy to provide value added solutions for its current and existing clients.
Baler and compactor supplier phs Wastekit has appointed Teresa Gizzi as its new sales director as the company continues to expand nationwide.
She made the transition from the group’s hygiene division where she spent three years as regional sales manager.
Ms Gizzi is now heading a sales team of 20, including field sales and telesales, supporting phs Wastekit’s growth plans across the UK as it aims to engage with more businesses nationwide to help reduce the cost of their waste and support their sustainability and waste management goals.
She said: said: “I’ve really enjoyed stepping into this exciting role to drive sales nationwide and support the fantastic team at Wastekit. They are genuinely passionate about making a difference and helping businesses reduce their waste costs and work towards their sustainability goals. There are so many new opportunities in the pipeline.”
OCS Group has appointed Ketan Patel as chief information officer to support the business in the next stage of its development.
He will join the company’s executive committee, reporting directly to CEO Rob Legge, and brings a proven track record in helping companies prepare for future growth. He joins from WHSmith PLC where he held the position of group CIO and is currently also an advisor as part of Endava’s Private Equity Group, providing clients with commercially-focused technology, strategic advisory and operational improvement services across all business sectors.
Mr Ketan recently featured in the Top 100 global CIO awards 2023, selected for being the most innovative, resilient and data driven technology leaders across the globe.
Abloy UK has appointed Jason Boyce ASyl as the new commercial product manager for electronic access control, specialising in the Aperio access control solution.
The wireless devices are designed to extend the reach of an access control system or replace mechanical locks with intelligent access control. They operate wire-free, so battery-powered devices are easy and cost-effective to install and save money in operating and maintenance costs.
Mr Boyce brings a wealth of experience from his previous roles, which include being a qualified electrician, working in the IP and telecoms sector, and 15 years in the world of enterprise access control before setting up his own business as an independent security consultant. He then began his career with the company as a business development manager in the education sector, before being promoted.
Soft service provider SBFM has announced it has strengthened its senior leadership team with the appointments of head of human resources David Mountain and head of QSHE and workplace Gail Lees.
Mr Mountain will lead on the strategic development of SBFM’s human resources division and the company’s industry leading people strategy to position the business for its next phase of growth.
He has over 15 years’ experience in HR and a history of working in the FM industry. He joins from Mitie, where he was senior people business partner and a member of its senior management team.
In a further investment in its executive team SBFM has also appointed Ms Lees, who will focus on delivering ever-improving QSHE performance across the business, including best practice in health and safety and environmental management, continual improvement of quality systems, and increasing staff engagement with QSHE policies and systems.
Energy efficiency advisor Enable has appointed Paul Gratton as its new chair as it looks to accelerate growth after a successful first 12 months.
He said: “With the rapid rise in fuel prices there has never been a greater requirement for people to understand the most effective things they can do to reduce the amount of energy consumed.
“With homes responsible for over 20% of the UK’s harmful carbon emissions and around 27 million homes that need improvements if they are to meet the government’s carbon reduction and efficiency targets, the potential market opportunity is huge. The unbiased advice that Enable offers is central to tackling the need to make homes greener, more energy efficient and cheaper to run.”
300 North is a team of Facilities Management (FM) recruitment experts who source permanent, temporary and fixed term contract solutions for the UK Facilities Management, Mechanical & Electrical and Construction sectors. Marketing@300nr.co.uk
https://www.300northrecruit.co.uk
0113 336 5161
360 Sport Finance and Mentoring is dedicated to helping professional and semi-professional sporting clubs and venues with sustainable financial growth, including non-event day business. help@360accountants.co.uk www.360accountants.co.uk
01482 427360
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
When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly. info@dynopest.co.uk
www.dynopest.co.uk
0800 802 1246
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
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
A service provider for the future, Advance Facilities Solutions Ltd delivers complete building solutions to customers in the industrial, commercial, and domestic sectors.
helpdesk@advance.fm
www.advance.fm
01622 720 888
We create, maintain, and monitor healthy spaces –using pioneering online and apps-based technology. This includes working with suppliers and products in the marketplace to deliver long lasting and scientifically tested air and surface protection. info@envelo.solutions
https://envelo.solutions
020 7096 1941
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
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
Launched in 2008 following the merger of two 50-year-old companies, Magicccote provides a range of expert commercial cleaning solutions to customers across the UK.
info@magiccoteuk.com
www.magiccoteuk.co.uk 01482 211033
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
Keytracker Ltd is the most prominent provider of both mechanical and electronic key and equipment control systems for the workplace. sales@keytracker.com
https://www.keytracker.com/ +44 (0)121 559 9000
Established over 70 years ago, KCS has rapidly grown from its roots as a respected local window cleaning business, to a nationwide commercial cleaning company.
info@kingstoncleaningservices.co.uk
www.kingstoncleaningservices.co.uk
01482 648 737
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
Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals.
Lindsay@pacesecurity.co.uk
https://pacesecurity.co.uk/ 0208 529 3888
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
Working with globally recognised organisations, we are specialists in creating Online Induction Systems, Turnkey and Bespoke Software Solutions, Websites, Mobile Apps and a lot more.
hello@res.digital
https://res.digital 01724 376002
With over a decade of experience in safety solutions for working at height, we are the ideal partner for solving your roof safety problems, and we pride ourselves on having the highest level of commitment to ensuring safety at work.
info@roofsafetysupplies.co.uk
https://www.roofsafetysupplies.co.uk
07889 572315
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
At Safety Inspection Solutions Ltd (SIS Ltd) we’ve been helping companies to stay legal for over ten years. Our qualified engineers provide fair, efficient, and flexible onsite inspection services, working closely with clients to understand their needs. enquiries@sis-ltd.org.uk
https://sis-ltd.org.uk/
0800 6696 018
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
Safe Electric is an NICEIC-approved Electrical Contractor, serving Peterborough, Milton Keynes, and Cambridge. With 48 years of industry experience, our electricians and compliance experts can undertake any project.
sales@safe-electric.com
https://www.safe-electric.com/ 01487 813 600
SLM can provide all types of waste management tailored to meet the customers’ requirements. We deal in all types of recycling; electrical, hazardous, clinical. Anything you need disposing of, SLM can help.
lucy@slm-waste.com
https://slm-waste.com/ 01304 775000
