June 2024
In this issue:
Gary Seaton
Respect, integrity and encouraging colleagues to be the best version of themselves
Len Bunton Resolving conflicts in the FM sector
Ian Mace
Revealing the secrets and best practices of secure data centre management
Sponsored by
Hello everyone. I am pleased to have the opportunity to stand in temporarily, supporting the team in the development of this issue of FM Director, following the recent retirement of our founding editor, Dennis Flower. I’m very excited to welcome our new editor, Claire Middleton, who will take over the role from our next issue
With the emergence of AI and automation in recent years, it is no surprise that we are seeing the transformation of many aspects of our daily lives, both personally and professionally.
For the FM industry, this is increasingly visible. Whether through the way businesses are planning and resourcing jobs or streamlining their helpdesk processes, technology is playing a huge role in the daily life of FM professionals.
Despite this, and even though it can sometimes be difficult to recognise when we’re so heavily invested in our industry, to the outside world it remains true that facilities management is sadly often viewed as an ‘unfashionable’ career path.
Our lead feature in this issue, Linaker’s Claire Curran, is keen to dispel this misconception. In her interview, she highlights the vast opportunities available for a “blossoming career” in the sector. She discusses how the emergence of new technologies means we are reaching a critical period where for many organisations it is a case of ‘adapt or die’.
Elsewhere in the issue, we look at the expansion of the role of the front of house services within FM, explore the secrets of data centre management and speak to Samsic UK’s Gary Seaton on the values that have helped the business become one of the industry’s leading multi-site cleaning providers.
I hope you enjoy reading the insights and updates in this month’s FMDirector
cheryl.ellerington@businessdailygroup.co.uk
Championing change: redefining the perception of FM
Claire Curran, Linaker Managing Director and President of BESA, shares her journey so far, the need for improving FM’s image and her thoughts on the sector’s future
Building a better company through a happy, valued and supported workforce
Focusing on respect, integrity, and encouraging colleagues to be the best version of themselves, Gary Seaton has fully immersed himself in the FM industry through his work with Samsic UK, particularly in the context of multi-site cleaning contracts
A cleaner, greener future: How Pioneer FM is redefining the cleaning landscape
Pioneer FM’s Mary Jane Pettit explains how the company’s unique approach is challenging the cleaning industry’s status quo
Managing Editor
Dennis Flower
Chris Cassidy
Championing change: redefining the perception of FM
Good reception for expanded focus of front of house
Secrets and best practice of secure data centre management
Conflict avoidance
BGIS awarded prestigious M&E contract with GPE
Building a better company through a happy, valued and supported workforce
Grounds for the addition of value-added service
Wheels in motion for Birmingham 2027 bid
PTSG provides a winning combination of specialist services at sports venues
MRI Software FM and Energy Leaders Forum
Navigating Procurement Practices: SSIP, PAS91, CAS, and PPN 03/24
A cleaner, greener future: How Pioneer FM is redefining the cleaning landscape
Take a fresh approach to outsourcing your FM calls with Lemon Contact Centre
Integral Cradles enhances access solutions at The Knightsbridge Apartments
Providing a second chance
Olympic legacy drives expansion for East London site
Beyond
Pivotal Role in
Speaking exclusively to FM Director, Claire Curran, Linaker Managing Director and President of BESA, shares her journey so far, the need for improving FM’s image and her thoughts on the sector’s future
Growing up in in Stoke, with a breadwinner mother working in the textiles industry and a supportive stay-at-home dad, Claire Curran seems an unlikely figure to lead a £60 million turnover hard services FM business.
Unsure of her career plans, it wasn’t until Claire began working in the FM sector and discovered a skill and passion for business development and operational leadership that she realised her true calling.
Having enjoyed an illustrious career of almost 25 years, Claire is keen to highlight the opportunities available for what she calls “a blossoming career in the FM space” and says one of the biggest issues facing recruitment in the sector is that to make it more attractive, there needs to be more talk about the great possibilities available from working in the industry.
“There’s a misconception that the FM industry is a bit unglamorous and boring,” she says.
“But I’ve stood on top of buildings in central London and seen breathtaking views of the city that not many can say they have. I’ve travelled in first class and spoken on stage to 4,000 people about my work. I’ve sat in boardrooms in Canary Wharf and negotiated £253 million deals with executives from large financial institutes.”
“One of the popular phrases people have used to describe FM is ‘pale, male and stale.’ But that’s wrong. It’s not like that. People say there’s no glamour here.
“Yet, I wear a ball gown more times a year than anyone I know, I get to travel to some amazing locations and see some incredible projects.” She adds.
For future jobseekers, Claire emphasises the sheer size of the marketplace and the range of industries that are part of the space:
“What other industry do you find where you can work across every single sector of the economy? We service large international corporates, work with law practices, sitting on London Bridge in glass buildings. And we also work with amazing clients who sell chicken, we service schools and we get involved in STEM for young people. The diversity in the marketplace is incredibly rich and exposes you to so many different areas of society.”
As a strong female leader, Claire says she is a firm believer in meritocracy, as opposed to creating exclusive workplace groups to promote inclusivity: “The “in” movement isn’t helping, I don’t want to be known for being a woman in; I am good at what I do. Full stop. I believe that through recognising and promoting talent across everybody, in the right way, you can see and feel the return on investment almost immediately. You must trust your team to select the right people, teaching them how to recognise the potential for talent,” she says.
“Talent is often not about how qualified someone is, or how much experience they have, it is about having the base capability and then the will to learn, improve and overcome and then go again.”
“I get frustrated sometimes when people point at me and say, ‘Wow, she’s a woman, and she’s doing really well. Look how inspiring she is.’ When actually, it’s the FM industry that’s inspiring, and I am just doing well, being a woman has nothing to do with it,” she adds.
It’s this inspiration that has led Claire to the position she is in today, spearheading Linaker, an M&E specialist of more than 30 years. Under Claire’s leadership, the business has grown organically from £8m to £60m in Claire’s six years with the business.
Over the years she has been involved in major projects, including the construction of the Mercedes-Benz World facility in Surrey and Johnson and Johnsons’ European Headquarters, as well as recording achievements including winning FM excellence in a major project with the IWFM in 2010 with Initial, being named the youngest sales director at ISS in 2011 and a finalist in the Construction Leaders with Kier in 2014. She was also crowned champion at 2020 Leaders in the City and given a Rising Star in IWFM 2021 with Linaker and appeared in the Trade Association Top 20 Power List in 2024
Claire’s facilities management career began at George S Hall (GSH), where she worked in sales as part of a Business Development team that sold over £100m in a year before the business went for IPO.
Her career since then exposed her to the making of Shepherd Electrical Services (now Wates) and Rentokil Initials’ move into facilities services, alongside working in ISS.
She joined Kier Group in 2013 as Business Development Director with responsibility for all FM service sales, before making the most of her “near eidetic memory” and natural curiosity, moving across to operations and finally as a business unit director.
We’ve lived in the Information Age, and we’re now moving quickly into the Intelligence Age
She credits this with providing valuable experience and appreciation of the benefits of team and partnership working.
Her time at Kier came to an end after being offered a national role that would have required extensive travel soon after the birth of her third child. “Up to that point I’d always moved to jobs fairly randomly, accepting the roles I was offered, but I found I could afford to take time to think about things more for the first time,” she recalls.
“I started applying and was interviewed for 13 different jobs, plus the MD role at Linaker. I received job offers from all the others apart from Linaker, because Bill [Harrison, Linaker Founder] said my experience was too corporate.”
Bill said, “Having initially declined the opportunity to interview Claire for the role of managing director for Linaker, I later discovered this had merely motivated her more strongly to fulfilling the role.
This reaction to a challenge is an intrinsic part of Claire’s character. However, rising to a challenge and being able to overcome that challenge, requires more than determination. Claire’s indomitable drive and passion for our industry, combined with her unquenchable thirst for learning, is an irresistible combination.” Claire got her interview. The rest is history.
Having joined Linaker, Claire’s first challenge was to appoint additional key people with the strengths the business needed whilst nurturing and investing in them to maintain Linaker’s steadfast values of care, reliability and trust, thereby carefully creating belief in the purpose. With her team in place, Linaker thrived and hit £30m at better profitability a year early.
As Claire explained: “Our first mission was complete and then the challenging work began. The next three years saw us look at strategy in a more meaningful way. We took the time to further develop and expand what we stood for and what our business value proposition was going to be.”
We implemented business KPIs as well as growth targets, based on People, Customer, Support and Growth. We changed our purpose from ‘being the hard service partner of choice’, to ‘creating positive partnerships for our people, our clients and the planet.’ We started measuring lots of meaningful data points to ensure that our success continued to have purpose, not just profit.”
This has seen Linaker double again in size through organic new business growth and has created a business which is pacey, trailblazing and positive. Linaker is in constant strategy mode, with Claire explaining that anyone in the business can submit a paper to the Board on an electronic form for investment consideration.
Having positively overcome the challenges of the global pandemic, Linaker invested the money it had saved, taking the business from around £13m to now targeting an annual turnover of £60m in the next six months.
Another misconception in facilities management that should be addressed, Claire says, is the types of careers on offer in this diverse industry: “When people talk about apprenticeships in the industry, they usually think of engineering. What about apprenticeships for marketing, finance, the back of house, the help desk?”
“We might send an engineer in a van with tools to do a job. But that’s less than half of what Linaker does, the rest of our delivery involves call handling, customer service, marketing and finance, compliance, technology and innovation.
“There’s so much more to the sector than people realise, the ancillary support systems for FM are huge.”
One of the biggest challenges facing the FM sector in the coming years is resourcing. Claire acknowledges this and recognises that the companies that will survive and thrive going forward will be the ones that adapt to the environment:
“The 2.4 children model we used to talk about is no longer the same. It’s now 1.7 children.
“And if you look at industry figures around engineers, nationally we have 25% of our engineers retiring by the year 2026.
“And only 11% of people leaving school are going into STEM careers in general, so there is a real skills gap.” She says.
She believes the emergence of AI and automation need to be embraced as realistic solutions to these resourcing issues: “If you look at SFG 20, 41% is visual test and inspection. So, we need to be looking at ways in which we can automate testing which still fulfils compliance so that we can use the resource in a more intelligent way, which will create jobs that are higher-skilled, more enjoyable and higher paid.
“We need to embrace AI and automation and we need to move forward with it now,”
“We’ve just got to the point that as humans we’ve got the technology and the infrastructure to be able to make some of these things work. It is an exciting time. We’ve lived in the Information Age, and we’re now moving quickly into the Intelligence Age,” she adds.
Linaker is already moving ahead with automation to streamline its processes. Over 90% of its jobs are now billed within a month thanks to the use of AI at the front end to write quotes and send invoices out. This improvement in cashflow allows us to invest in great operational technology.
The business uses advanced power BI and full vehicle telematics to route around 200 engineers. This has led to an industry-leading first-time fix level of over 85% alongside reducing our carbon footprint, saving over 4,000 trees per annum.
We also can estimate budgets from contract specific data the moment a reactive call is placed and auto triage assets to ensure correct SLA are used producing great value.”
And what does the future look like for organisations operating in the Intelligence Age?
“You’ll be able to see very, very quickly in the next 10 years which organisations across all sectors and whether they decided to step up and embrace AI or they haven’t.
“Because if they haven’t, they’ll go into the dust, it’s as simple as that. It’ll be another age of losing the high street, you know, information technology took away the high street. Intelligent data is going to take away from information technology in the same way. It’s adapt or die,” Claire explains.
BESA and giving back
Following four years on the board of the Building Engineering Standards Association (BESA), Claire was appointed the organisation’s third female president in 120 years. In her role, she says she enjoys the privilege of being able to help and encourage other SMEs, constructors, and installers to navigate the industry and grow financially and operationally.
She says she has found BESA to be “cathartic”, especially the ability to share her hard-earned knowledge to affect industry change.
So far, she has been involved in creating occupational standards for the new building engineer apprenticeship, helped to mould the Environment Bill regarding indoor air quality in schools (the Childrens’ Bill), advised on digitising SFG20 and been part of the start of Facilities IQ, a programme set to revolutionise the application of engineering standards in the UK.
And what does the future look like for Claire and her role in the FM industry in the years to come?
“After my presidency, I will continue to actively play a role in industry wherever I can give back.
“The industry has provided for my children and made me into the person I am today. For me, a successful career in facilities management is not just about the financial reward, (although that comes with loving what you do), but the rich journey of experience, friendship and teamwork.” She concludes.
We need to embrace AI and automation and we need to move forward with it now
With noticably increased momentum occuring within all areas of the FM sector, the expansion of front of house services is serving the sector and the industry itself
Since the launch of FM Director in September 2022, the magazine has focused on including the thoughts and opinions of the industry’s most progressive thinkers to support its growth, expansion and the increasing appreciation of clients for the value it provides.
This has included reports on both the industry as a whole and its long list of contributing sectors, including that of front of house.
Similar to many others, the front of house sector experienced a major shock during the Covid-19 pandemic but has shown its strength and resilience by bouncing back to engage with its clients more effectively, while embracing the changes this has required.
Of course, there is little that can be done when customers cease trading or contract to the point when they no longer require front of house services, which was the case in many instances both during and following the pandemic.
It is, however, very noticeable that these challenges can frequently be used to show the businesses with the highest levels of determination to provide the highest levels of service, while continuing to adapt and move forward.
An example of the ways adaptation has influenced front of house businesses can be seen in the emergence of technical solutions which many regarded as offering viable alternatives to front of house personnel.
While this may have resulted in some companies around the UK, many others have recognised that visitors and staff members frequently need to be supported in such diverse ways that can only be met by front of house colleagues.
The best examples of the above can be seen by reception staff that routinely deal with staff or visitors with any special access requirements, while also – sometimes simultaneously – assisting those unable to deal with the in-house system for room booking and the many and varied additional options included within business operations. These attributes are the main reasons that professional front of house staff are frequently regarded as essential in supporting the company to maintain high levels of productivity and reputation within the businesses they represent.
For the purpose of further extending this month’s special feature on the topic of front of house services, this article has additionally been included to further extend the discussion on how the sector is continuing to develop.
One of the main developments has been the inclusion of services that include many of the established list of options delivered by professional front of house staff, offered to employees working in clearly defined areas.
These can include individual floors of the facility in question, or divisions of the client’s business. Further adaptions of the accepted, traditional ‘meet and greet’ services can include front of house staff adapting to the provision of additional services on a more mobile basis.
While some companies continue to provide the reception desk option, there is increasing acceptance that staff and visitors can be further supported by more personal assistance. These can be delivered by personnel with front of house experience stepping out from behind their desks to engage with stakeholders as required.
With the overall aim continuing to concentrate on best practice levels of support for visitors and colleagues, front of house staff can additionally be expected to include concierge services and others to meet customer expectations.
There is increasing acceptance that staff and visitors can be further supported by more personal assistance
This extension will require qualities such as adaptability and agility and frequently result in bespoke service levels provided to clients.
Perhaps the main point to appreciate in the effective delivery of front of house services is that the needs of the client have to be appreciated in as much depth as possible, which can only be achieved through working as closely as possible with the customer to gain as much understanding as possible.
While this will be second nature to some client businesses, others will need more time and support to work towards this position, which may also include regular updates and reminders about the value achieved to ensure that this continues into the future.
In addition to close working with customers, front of house service providers need to work as closely as possible with all members of staff and colleagues throughout the business to ensure that everyone appreciates the need for change and development.
It is frequently the case that the best examples of these collaborative actions are those enjoying the high levels of growth previously described.
Yet another consideration for service providers of front of house options is how their company and members of staff engage with other service providers. While this is of particular relevance to those serving the private corporate sector, it can equally apply to the residential market and also public sector clients, as well.
In addition to the dedicated provision of front of house services, this can also include providers working with, or even adding other service lines such as security, catering and other options. The benefits to the service provider are relatively obvious, in that providing additional services will increase the value of each contract.
However, the reality of increasing the options delivered by an established business is that it will take time and effort for clients to appreciate the changes and accept them. While the intentions of the company may be entirely honourable, it may have to deal with the attitude of clients with particular views about how they work with others.
For example, some may prefer to partner with providers on an individual basis for each service line. Client-side FMs will be highly influential in this area, many of whom prefer to work with SME service providers that have an established reputation in a particular area of expertise.
Those approaching these issues with the most open and approachable attitudes will invariably receive the best results from their efforts, allowing them to gauge the willingness of their clients in accepting new options and services in the future.
Regardless of the attitudes and willingness to embrace the changes occurring within the service provider in question, there should be appreciation for the fact that these efforts will make the business more attractive to a wider range of customers.
Each company will then need to address the issue of how it promotes and engages with the clientele that is likely to provide the best return on investment.
While the above can be easily applied to all businesses, it is particularly relevant to front of house service providers looking to expand into additional and complementary areas of work.
In addition to close working with existing and potential clients, the highly positive examples provided by FM service providers of all types and sizes can be used to inspire them in their efforts.
Rather than simply copying the development of competitors, high levels of attention should be devoted to appreciating the value that additional service provision lines can deliver, while adapting them to reflect the character and values of the businesses concerned.
While it is frequently stated that “imitation is the sincerest form of flattery”, this can result in cynical or negative responses when services labelled as “new” are simply regarded as copies of those already provided by other companies.
Once the decision has been made on which direction the company wishes to move in, the best method for this then needs to be addressed.
Some companies find that the merger and acquisition (M&A) route is the most effective, while others prefer to raise the levels of in-house expertise through training and employing those with the relevant areas of expertise.
It should also be appreciated that many additional numbers of businesses find that the best results are achieved by using both methods described above and adapting them accordingly.
In summary, the front of house sector is highly fortunate in that it has many opportunities available for the growth and extension of its already long list of services. Further to the advantages delivered to individual companies, another point to be appreciated is the extended value provided to both clients and the reputation of the FM sector.
The partnership enables Datum to adapt its services and deliver bespoke solutions to its clients whilst supporting its continuing expansion
One of the most notable developments affecting all areas of business and personal life in the first quarter of the 21st century has been the considerable rise in the creation and use of data.
It seems that the majority of daily actions now generate data – from the moment mobile phones or computers are used, to movements recorded by security cameras and results from the monitoring of buildings and equipment will generate data that has to be processed and stored, including all that generated by business operations.
This has understandably resulted in the storing and processing of data becoming one of the fastest areas of growth around the world.
Although a relatively new industry, the data centre sector is continuing to increase its presence in all countries around the world.
With some businesses managing their own data centre facilities, the majority prefer to outsource these activities to the specialist providers who are able to guarantee the necessary levels of security, while guaranteeing 24-hour service to maximise the effectiveness of its clients’ activities.
This is particularly relevant in the case of Datum Datacentres, which has established a reputation for the assured delivery of enterprise grade bespoke colocation services for its growing number of clients. FM Director was invited to visit the company’s main data centre facility at Cody Business Park in Farnborough, Hampshire to view its operations and hear about the long-running partnership established with Keysource, the specialist provider of a wide range of data centre services, which first began in 2013.
Those visiting the site are immediately struck by the high levels of security when arriving at the visitor centre, presenting photographic identification and then waiting to be collected and guided to their destination. Further to site security, Datum has additionally established its own multilayered high levels of secure access to its facility that includes both a manned security station and 120 CCTV cameras, multi-level access control, biometrics, intruder detection, alarm systems and key management.
Within the data centre itself, clients can choose the levels of security around their racks, ranging from an open racking system to those enclosed by electronically controlled cage systems.
Datum’s Data Centre Manager, Ian Mace, provided a detailed conducted tour of the extensive facility that, in addition to the main areas of data collection and storage, includes a highly efficient plant room, energy centre, fuel storage and a variety of sophisticated plant and equipment. In addition to high levels of security, considerable assurance is provided by the site’s ability to maintain power supplies in any event.
Although the interior of any data centre can be described as customary, it is yet another area that has appreciated the value of FM services. With each rack consuming high levels of electricity, the efficient delivery of cooling and air distribution is essential to maintain constant service.
Even a temporary interruption to service can prove extremely costly to data centre clients and Mr Mace explains how Datum has invested heavily to ensure that the centre operates at peak efficiency at all times. “We work hard to maintain an annualised Power Usage Effectiveness rating (PUE) of around 1.15. This is achieved by maintaining a lower air pressure within the building than outside, which helps the air to flow up through the racks and keep them cool without too much mechanical intervention,” he begins.
Building management systems (BMS) have become increasingly important throughout the FM sector and in addition to the more usual elements utilised throughout the Datum facility, it is also used to ensure that clients receive accurate bills based on their usage. The company also appreciates the potential damage that could result from fire, which is an ever-present consideration given the high levels of electricity used and has installed a fire extinguishant with double knock detection and VESDA early warning system that will only operate in effected areas.
The new facility in Manchester is being developed using the most up to date sustainability best practices and standards
This will keep any disruption to a minimum while also reducing potential issues caused by water ingress.
Our tour includes all areas of the facilities, including the recently completed Hall 4 – a new data hall which provides 380 rack positions, a cooling infrastructure for 1,000kW of IT load with N+1 resilience, and a power infrastructure for 1,000kW of IT load with 2N resilience.
“This space has been developed in order to keep up with our clients’ ever increasing requirements, and can be easily adapted to suit specific needs.” says Mr Mace.
“We could see a single client taking this space, but it could equally be taken by several different customers. The room is kept at a comfortable temperature in line with our focus on energy efficiency, but that will obviously change when the racking is installed and becomes operational.”
As the tour continues through the large, on-site plant room, Mr Mace explains that the 250kW air handlers produce 2MW of cooling capacity.
With resilience included throughout the facility, he further states that the cooling system can maintain its output and is designed to cope with equipment failure.
“The system will continue to work and can deal with situations such as losing two of the air handlers at the same time. Of course, it doesn’t need to work at full capacity all the time and we control the output to maintain the best balance at all times,” he continues.
“We also look at air humidification levels and have installed humidifiers to manage this. We usually find that the air needs to be dehumidified during the summer months.
“Our three main SLAs are humidity, power and cooling, all of which are strictly managed to ensure they remain within the correct limits,” says Mr Mace.
Another important part of the Datum facility is its energy centre, which includes six generators of 2MW output capacity, which are divided into two sections. Each generator is tested on a weekly basis to ensure they remain operable and efficient.
“In the unlikely event that we were to lose mains power, then the three generators in the A group would fire up. In the event that any of these failed, we would then see the generators in the B group come online, which provides us with a lot of resilience.
“Each generator can go from standby mode to full power production in around 12 seconds and is designed to provide one million hours of output, which means they will never wear out. With each generator costing around £1 million you could say that they’re a very expensive insurance policy, but essential to support our statement to customers that our services are as resilient as possible. In total, we have around 12MW of power generation capacity on site,” he says.
The energy centre also includes the site’s Uninterruptable Power System (UPS) that consists of racks, or strings, of lithium-ion batteries. The system is designed to allow any string to be isolated to allow individual batteries to be changed or maintained without adversely affecting performance levels.
“We find that batteries last for around seven to eight years and work best when the temperature is kept at 20°C,” he continues. “The way that the facility has been designed means that we’re much more likely to run out of space before we run out of power, which again supports our claims of high levels of resilience.”
He further states that the company has also secured planning permission for the construction of another facility on site.
Stage 2 carbon assessment for initial facility design
Application of computational fluid dynamics (CFD) used in the design process
Hydrotreated vegetable oil (HVO) fuel powers the back-up generators and reduces CO 2 emissions during testing or emergency power production.
BMS and power management system (PMS) sourced and installed by Keysource
The company developed its BMS specifically for data centres
Keysource designed the 2N electrical infrastructure, back-up power generation and N+1 cooling
The Keysource Data Centre FM team supports the site with 24/7 manned helpdesk, technical support and specialist engineering services
It additionally designed the 40,000 sq ft energy centre
Keysource also designed the pressurised free cooling system that delivers enhanced environmental efficiencies and supports high density computing to 30kW per rack as standard
Its contract with Datum includes proactive maintenance, remote monitoring, reactive maintenance, operational and scenario testing, and statutory compliance for the site and all critical equipment.
The site has an annualised PUE of less than 1.15*
Having been acquired by UBS Asset Management Real Estate & Private Markets (REPM) in September 2021, Datum is in the enviable position of having guaranteed access to investment that is continuing to support its growth.
This has additionally supported the company’s acquisition of another site in the Manchester area where construction is already underway to build a second major data centre in the city.
“The new facility in Manchester is being developed using the most up to date sustainability best practices and standards across all parts of the build process, from design to implementation.
It is also being developed with heat re-use capabilities as part of the company’s wider sustainability strategy.
The scheme will see the new facility harness waste heat for conditioning, reuse and delivery to local projects in the Wythenshawe area of Manchester.” Mr Mace concludes.
Although the company appears to be treading a fine line between the offering of exemplary levels of service and resilience in its data centre activities and maintaining energy efficiency and sustainability, its partnership with Keysource is keeping both aims on clearly defined tracks.
Increasing uptake sees CAP scheme introduced to FM
Behind every successful company, there is an inevitably long list of challenges that have been addressed and learned from, with these lessons proving invaluable in the growth and further development of the organisation.
One of the more frequent challenges within the construction sector, which has been closely aligned to the FM sector throughout its history, is that of conflicts and disagreements between clients and suppliers that can impact negatively on all members of the supply chain.
Despite warnings from industry experts, these frequently require intervention by legal teams, resulting in high costs that can severely hamper the future of companies and can even see them being forced out of business.
In order to assist the industry to resolve its disputes, consultant Len Bunton launched support of the Conflict Avoidance Process (CAP), which has found favour with both construction companies and industry associations. He is now aiming to introduce this to the FM sector as the industry continues its drive for more recognition.
“The CAP was introduced to help companies in the construction and engineering sectors not to get involved in costly legal disagreements,” Mr Bunton explains.
“We’ve had some excellent traction across the UK construction sector, so we’re now looking to include the FM sector in this to assist with disagreements on contracts and PFI deals, which are working towards being phased out.”
In addition to the CAP itself, Mr Bunton additionally chairs the Conflict Avoidance Coalition Steering Group, which includes organisations such as the Royal Institute of British Architects (RIBA), dispute avoidance bodies ICE, CIArb and DRBF, intergovernmental advisory organisation ICES, Transport for London, Network Rail, the Houses of Parliament Restoration & Renewal organisation and major construction companies Skanska and Balfour Beatty.
The coalition has been established to reduce disputes and find the best outcomes across the construction sector and is governed by six main guiding principles:
To champion improvements in relationships between contracting partners in construction and engineering;
Encourage organisations, businesses and individuals to sign the CAP and adhere to its principles of open exchange of information, co-operative working, adoption of practical conflict avoidance and early intervention procedures;
The production and sharing of advice, guidance and toolkits for stakeholders to learn viable methods and techniques to avoid, manage and resolve disputes.
There is no doubt that we are now seeing growing interest in CAP, and several projects are now seeing provisions embedded into building contracts so that the process will become the norm, and not the exception
Engage with key decision makers and influencers in all areas to use and promote the CAP to assist in the avoidance of disputes.
Formulate key messages and share on social media to increase awareness and encourage more businesses, individuals and organisations to use conflict avoidance measures, such as CAP.
Create and deliver an effective communications plan to explain the benefits of the conflict avoidance measures and encourage them to be included in all operational procedures.
The purpose of the Coalition has been formally announced as working towards reducing disputes across the construction and engineering sectors through the promotion and application of best dispute avoidance and mitigation practices by instilling collaborative and cultural approaches. Its vision is to gain firm commitment from organisations and businesses to adhere to the main principles of the Pledge.
Through the application of these in practice, stakeholders will benefit from positive changes to culture and practice that will reduce the number and impact of contractual disputes. This is particularly relevant to the FM sector of today, while including numerous implications to assist the industry to manage the developments of the future.
With PFI contracts continuing to be phased out, there are rising levels of concern about the implications included and the arrangements that will replace them.
Given the complicated nature of these and other FM agreements, it is highly likely that misunderstandings will occur.
However, with the FM sector aiming to raise its profile within government and throughout UK society as providing high levels of value and meaningful career opportunities, the application of accepted standards will assist it to further promote its ability to deliver best practice professional solutions.
The CAP was introduced to help companies in the construction and engineering sectors not to get involved in costly legal disagreements
The conflict avoidance process
Construction industry reports have presented a less than positive picture of the sector in the UK, following the challenges from increased costs and inflation and other issues, but a major positive note has included rapidly increasing levels of support for the Conflict Avoidance Process (CAP).
This has been established as an early intervention process in construction and engineering projects to ensure that issues that are emerging are resolved by the parties involved, without recourse to costly and time consuming disputes resolution processes, such as adjudication.
“There is no doubt that we are now seeing growing interest in CAP, and several projects are now seeing provisions embedded into building contracts so that the process will become the norm, and not the exception,” says Mr Bunton.
In Scotland especially there have been high levels of support for collaboration between construction industry main contractors and the supply chain, along with major construction organisations such as SBF, SELECT, CECA, SNIPEF, BESA, and the Finishes and Interiors Sector. These have all signed the Conflict Avoidance Pledge and have encouraged their membership to do likewise. So far, more than 430 construction organisations throughout the UK have signed the pledge and continue to encourage their industry partners and contacts to follow suit.
“The whole ethos of this is to allow the parties to work proactively to avoid conflict and to encourage collaborative working and to work together to identify potential disputes and to work to resolve these,” Mr Bunton continues.
“In most of the cases that have been carried out to date, this has involved the input of a seasoned industry consultant, drawn from any discipline, who will work with the parties and come up with a series of binding, or non-binding recommendations, and anecdotally the process has been very effective in resolving issues between the parties and in allowing them to carry on and complete the projects in a spirit of trust and mutual cooperation.”
In addition to the above, the Conflict Avoidance Coalition Steering Group, which is comprised of approximately 50 organisations, are also engaged in driving the process forward, with a particular focus on encouraging procuring authorities to have a provision for conflict avoidance measures in contracts.
“NHS Scotland has adopted the process, and it has been very encouraging to see the various SFT Hubs also signing the Pledge and endorsing CAP,” says Mr Bunton.
There have been some significant developments across the UK, including the CAP being successfully trialled by Transport for London (TfL) on 20 if its projects. The resulting outcomes included the result that a significant reduction for the extent of contractual claims and the costs that the employer had incurred in defending these with their consultants and legal representatives.
The Construction Playbook has also endorsed the use of conflict avoidance and encourages contracting parties to sign the Pledge. The Scottish Government has additionally encouraged public sector procuring authorities to use conflict avoidance processes to resolve disputes and reduce the impacts these have on public sector projects.
It has recently been announced that the UK Parliament Restoration Project will embed CAP into consultants and construction contracts. This will see significant increases in its use across the Houses of Parliament projects, which will include a significant number of agreements that are due to continue for many years in the delivery of the well-publicised project.
“It is encouraging to see the latest edition of the JCT 2024 is promoting the use of more collaborative techniques to deal with the resolution of construction disputes and projects.
“It is therefore very clear that momentum is growing across the UK, and members of all industry bodies are encouraged to sign up to the Conflict Avoidance Pledge, implement avoidance measures into their day-to-day activities and encourage the use through their supply chain,” Mr Bunton concludes.
For further information please contact len@buntonconsulting.co.uk
Those wishing for more information about the Pledge and CAP are invited to click on the following link www.rics.org/capledge
BGIS, a leading provider of technical-led integrated facility management services, has won a significant contract to provide M&E services for GPE
BGIS has been awarded the M&E services contract for another significant property portfolio in London. After a highly competitive tender, BGIS secured a 7-year contract to service GPE’s prestigious and innovative properties across London.
The 26 buildings constitute mixed use and commercial usage across the Capital, including 200 Grays Inn Road, City Tower, Hanover Square, The Hickman Building, and across their properties in Piccadilly. BGIS will also support multiple buildings as part of GPE’s further development pipeline, as well as their Fitted and Fully Managed workspaces.
Liam Kenny, Senior Technical Services Manager at GPE commented: “We are thrilled to announce our partnership with BGIS and look forward to collaborating with their team to ensure our London portfolio meets the highest standards for all our customers. Their impressive client base and experience in driving operational and energy efficiencies for commercial properties, will help us ensure we continue to deliver best-inclass sustainable workspaces across the capital.”
A key deliverable in BGIS’ service offering will be the execution of Data-Led maintenance across the portfolio. BGIS will deploy their Artificial Maintenance Intelligence (AMI) platform across a large majority of the properties in a move that demonstrates GPE’s commitment to technology adaptation in support of their customers, and their Net-Zero goals.
Managed by BGIS’ Building Performance Team from their London based Remote Command Centre (RCC), AMI will provide industry leading energy efficiency, asset analytics, novelty detection, and cutting-edge machine-learning protocols to revolutionise technical maintenance across the Capital.
Andrew Hammond, Client Solutions Director, UK & Europe at BGIS commented: “BGIS wants to work with progressive customers who are keen to push the boundaries of what Data-Led maintenance can achieve for customers and the environment alike.
The opportunity to work with GPE is special not just because of the amazing buildings we get to support, but the culture of partnership is central to both our organisations. There is no limit to what we can achieve together.”
Using our Artificial Maintenance Intelligence (AMI) platform, BGIS provides cutting edge data-led maintenance services for some of the UK’s most innovative and prestigious properties.
Creating best-in-class sustainable workplaces and helping organisations realise their net zero ambitions.
BGIS offers innovative and integrated solutions designed to create sustainable value for our clients and communities:
Facilities Management
Critical Environments
Project Delivery Services
Energy & Sustainability
Technical Services
Mobility Services
Asset Management Services
Focusing on respect, integrity, and encouraging colleagues to be the best version of themselves, Gary Seaton has fully immersed himself in the FM industry through his work with Samsic UK, particularly in the context of multi-site cleaning contracts
Having joined Samsic UK as Sales and Marketing Director in July 2023, Mr Seaton is continuing to establish sales strategies to optimise the company’s efforts.
This is being combined with a “steep learning curve” about the company and its activities that is providing additional personal development.
Samsic UK’s approach to genuine innovation, including AI and technological advances, extends to how they manage, recruit, and develop their people, enhancing their multi-site cleaning contracts’ efficiency and employee satisfaction.
While enjoying his new role, Mr Seaton refers to the pressures in the market – particularly relevant to those providing cleaning and security services – following the recent significant increases in inflation and costs. This has combined with the latest rise in the Real Living Wage, which is supported by Samsic, but is another factor in the upward spiral of cost.
“This affects every cleaning and security company, of course, but there are a lot of tenders focusing more on price at the moment. We’re trying to avoid going down that road by focusing on ESG, people and innovation and rely on our main values and working with customers that appreciate this resilient approach,” he states.
The company applies the courage of its convictions, even walking away from tenders that are difficult or impossible to profit from. He emphasises that the challenges are not of the FM industry’s making and believes that focusing on social value, ESG, and sustainability will help the industry navigate the current challenges.
“One of the things I noticed about various businesses is that they can let their values slip in tough times. When that happens, you’re left with a business that’s built on sand without firm foundations and that supports the view that values mean more in tough times,” Mr Seaton continues.
Two of the ongoing developments that need to be addressed within FM include understanding the topic of hybrid working and dealing with the continuing impact of Brexit, he states. Samsic is proactively addressing these issues, recognising their importance for employee retention and operational stability.
Growing up in a holiday village in Cornwall is credited with instilling a work ethic within Mr Seaton that has continued throughout his career, starting from the age of 11 and the peeling of potatoes for his local fish and chip shop during the summer tourist season.
“I was also an apprentice butcher and then studied at the University of Plymouth to gain a Bachelor of Science degree in Political Studies in 1985, then began working for an industrial roofing company owned by the Initial Group on the operational side,” he continues.
The recession of the early 1990s saw work drying up, and the need to support his young family resulted in Mr Seaton selling a contract, then another, then becoming the company’s leading salesperson “with no idea about sales, I just panicked and sold contracts to keep my job”. He remained with the business after it was purchased by Rentokil and credits it with being ahead of its time through its focus on its people and delivering high levels of training and support.
After becoming a trainer for the business and stepping away from sales for two years, he was able to “give something back” to the business, which is additionally credited with influencing the rest of his career.
“I found a passion for coaching, mentoring, training and developing people to be the best they can be,” he says. “Sometimes people don’t know how good they can be and that’s given me a lot of joy throughout my career by helping them to achieve their true potential.”
Following a company reorganisation, he accepted redundancy and looked around for his next challenge, which emerged with the Canadian-owned Shred-it business as its South-West England General Manager. “It was very entrepreneurial and had a great desire to invest in its people and I enjoyed working there very much.”
Following the tragic death of company owner Greg Brophy in a plane crash, Mr Seaton began working for the Birch Hill private equipment business that purchased the company, initially as Head of UK Sales before working his way up to Director of Global Sales Development.
This understandably delivered considerable experience in the formation and delivery of successful sales strategies.
“My boss was Robert Guice, who was a superb mentor and shaped my career, including encouraging me to be an avid reader of books, including Jim Collins’ Good to Great. That challenge, especially on sales and marketing careers and data, gives you new views on life and work. He also helped me to study for Neuro Linguistic Programming (NLP), which opened my eyes on how to work with people,” he continues.
The need for an improved work/life balance saw Mr Seaton accept the offer from PHS Washrooms as its Sales Director for the UK business in 2012, with a brief of introducing modern work practices.
“I worked with another great boss, Ian Osborne, who would challenge me but also allowed me to propose my own ideas and gave me the freedom to express my view on how we needed to do things.
“I had four fantastic years and built one of the best sales and leadership teams that I’d ever created at that time. There was no HR manager in the company, as all the management team were trained to manage the people, including HR.”
Monthly training courses included all HR issues, with further advice available from an external solicitor and Mr Seaton found the business to be another excellent example of an entrepreneurial and people-focused organisation that he could thrive in.
After four years a company restructure included a change of culture and he accepted an interim role. Having remained in touch with Mr Guice, his former boss, he received a call asking him to visit the UK office of Shred-it to review a job offer that included a blank space for the job description. “He’d included the salary with a blank piece of paper on which Robert had written ‘include your job description here’. I signed a contract with no job description and worked as the Vice President of International Sales as Robert’s right-hand man,” he states.
Following the acquisition of the business by Stericycle, Mr Seaton was tasked with revising the company’s International Sales division, setting the strategy and plans for the entire sales operation whilst learning about the waste sector. His two years in this role saw him establish another positive culture focused on support for all colleagues and the adoption of an entrepreneurial approach.
Although he continued to enjoy his role there and its continuing expansion, the emergence of the Coronavirus pandemic in the UK in 2020 meant that all his reorganisation plans had to be placed on hold and he was made redundant. “Stericycle were really good to me and supported me throughout that process, but there was no way we could proceed with reorganising the business in a pandemic.”
He was then contacted by Mr Guice again, who was continuing to work with Birch Hill in the running of its recently-acquired Citroen Hygiene, which was active in Canada, the US and the UK washroom supplies sectors.
Describing his two years with the company as “a lot of fun”, Mr Seaton enjoyed another opportunity to establish and restructure the entire Sales Operation, before the now familiar company restructure saw his role made redundant.
Whilst catching up with another industry contact, he enquired about job opportunities and was informed that his name had just been mentioned by Samsic UK Managing Director Ian Leeding. “We had a conversation and what immediately impressed me is that the company is entrepreneurial, and people-focused. Ian’s vision and the cultural roadmap values of responsibility, integrity and creativity resonated with me massively,” he continues.
Although successful in the UK, the company is highly active around the world and has a turnover of nearly Euro 4bn. “It’s family owned and there is a massive amount of autonomy in the UK, so it has a family feel without being a massive corporate organisation. Ian’s vision of retaining our customers by doing the right thing for our people is what brought me into the business.”
We talked about social mobility because it is the right thing to do and not because it’s going to help us win a deal
Attending a board meeting provided further endorsement that joining the company was the right thing to do, after hearing how each of the directors had worked their way up through the ranks of the business. He was further impressed by an hour-long conversation about social mobility that did not allude to any financial motivations. “We talked about social mobility because it is the right thing to do and not because it’s going to help us win a deal,” he says.
He provides the example of the company’s use of the Wagestream platform to demonstrate innovative support for colleagues, which allows all company employees to draw up to 60% of their salary from the first day of the month.
“This is intended to help our people avoid spiralling into debt, particularly in the current cost of living crisis. We utilise Wagestream to allow our people to draw on their salary interestfree.”
A helping hand
The service is monitored and individuals who are continually accessing the service are offered further support and assistance, including contact with charitable organisations that help those suffering financial difficulties. This further endorses the view that a resilient workforce will deliver the best service.
Plans for the future include continuing to focus on the Samsic specialities of cleaning and security, avoiding competing against the large FM businesses and maintaining its impressive client retention rate of more than 96%. While growth is expected, this has to be delivered by working with clients that appreciate its values.
“But we’re doing OK and winning business with a good pipeline, and our parent company in France is investing in the UK. We’re definitely looking to grow organically and you can see Samsic has grown through acquisition globally, so this might be relevant to the UK in the future, and it’s no state secret that the company is aiming to expand into new geographies, too.”
Another of Mr Seaton’s beliefs is that everyone should enjoy their time at work and have a smile on their face whenever possible. This is additionally endorsed by his trademark tagline of “happy days” which is being increasingly adopted by many of his Samsic colleagues.
“It’s also part of making people feel happy, valued and supported and Samsic has an enviable reputation for having a strong employee retention rate. We do a lot of customer surveys, which are great, but we do just as much in surveying our employees, asking them how we can make their lives easier and encouraging them to suggest improvements,” Mr Seaton concludes.
With conflicting attitudes continuing to be seen towards the most effective means to maintain grounds and estates, discussions frequently include comparison between supply of commodity or value-added services
One of the most significant occurrences to highlight the dangers of the much-publicised ‘race to the bottom’ was the failure of Carillion in January 2018, causing significant issues for its clients and also having a major impact on its supply chain.
While the damage sustained to the reputation of the FM and construction sector was extensive, the misery this caused to
thousands of individuals in both sectors has been described as ‘unprecedented’, particularly by those who were worst affected. However, this can also be regarded as the turning point for many of the worst practices in both industries.
Tendering exercises and contracts that were previously awarded to those submitted the cheapest prices began to be changed in favour of those providing more long-term and sustainable value.
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There is still some way to go before the focus on the lowest price is completely eradicated but there is considerable cause for celebrating the progress made to date.
The opening statement is entirely relevant to the grounds maintenance sector of FM, following reports that clients continue to insist on the provision of ‘mow, blow and go’ services. These frequently require the most basic levels of service delivery, with the result that those delivering the services attend sites for the minimum amount of time to ensure their profit levels and business sustainability is continued.
One of the messages emerging from these situations is that they are frequently attributed to clients following previously established and often long-running methods, which are continued with little consideration, as they are seen to be effective. While it is understandable that this is relevant for many areas of businesses and often due to the need to devote more time and effort to other activities, the need to examine grounds maintenance in more detail should also be prioritised wherever possible.
There is still some way to go before the focus on the lowest price is completely eradicated
With the emergence of environmental, social and governance (ESG) practices recognised in all areas of the business community, increasing the value attached to grounds maintenance is entirely in keeping with modern corporate activities. Regardless of whether this alludes to the creation and maintenance of green spaces within the local community, increasing and supporting biodiversity or the planting and maintenance of roof gardens and similar projects within corporate facilities, there is a long list of potential opportunities to explore.
With grounds maintenance often regarded as an activity only required during the summer months, there is a genuine need for more appreciation of all the elements required within the delivery of best practice.
With spring and summer often resulting in new growth and autumn regarded as the season for the removal of dead leaves and other vegetation, the results of climate change are resulting in changes such as milder winters that are predicted to increase in the future.
Similarly, experts are additionally warning that climate change will see higher instances of extreme weather, with the result that grounds maintenance companies could be engaged in the clearing of snow or excess water when these occur.
When comparing the business world of today with that of just a few years ago, it is very notable that there is significantly much more willingness to engage with those providing added value in all areas. For grounds maintenance, this can range from the planting of trees and plants to increase the attractiveness of open spaces to raising the levels of water retention to reduce the risk of localised flooding in times of excessive rainfall.
The latter is particularly relevant to assist in dealing with the effects of climate change, which is predicted to see increased numbers of storms and higher levels of extreme weather.
Rather than designing areas that will simply discharge water into drainage channels as soon as possible, there has been a notable shift in understanding how this can be achieved on a more gradual basis.
While some facilities now include underground cisterns to slow the adding of water to mains drainage, others have invested in the creation of ponds, lakes and waterways that have the same purpose, but also provide restful and visually attractive settings for members of staff and visitors to the site in question. These are frequently delivered by grounds maintenance service providers, the majority of which will additionally be capable of maintaining these in the future.
Delivery of the options above will obviously require significant levels of investment, but there are many more options to consider that will have little or no impact on current contractual arrangements. These can include the creation of areas to support wild flowers within existing green areas, with any costs incurred offset by the reduced requirements for the mowing of grass in the future.
It should also be appreciated that any changes to the levels of service provision should not automatically be used to reduce the charges of grounds maintenance service providers by applying the added value message of this article. Rather than demanding reduced prices, clients are encouraged to engage with those charged with maintaining their grounds with a view to receiving a wider range of services.
is an important element of the FM sector
In addition to the mowing of grass and removal of leaves and other plant-based debris, the planting and maintenance of borders combined with the creation of more diverse spaces will raise appreciation levels of each organisation’s efforts to improve the wellbeing of its staff and visitors. While a well-cared for lawn is always pleasant to see, the inclusion of rose gardens or other areas of similar diversity and attractiveness will add to this on a number of levels.
Estate owners with sufficient space have also been seen to further extend their wellbeing support efforts to include options for staff, visitors and members of the local community to become involved in a range of activities within their estate.
The creation of areas devoted to sporting activities will inevitably rely on the expertise of grounds maintenance service partners, with further implications for the growing of vegetables, flowers, shrubs and trees having similar implications.
Although city-based clients may not have sufficient green space around their facilities to consider these options, one of the more recent developments within the urban landscape is for the inclusion of roof gardens and terraces in and around commercial buildings.
In addition to ensuring that these areas are correctly maintained, there has been an increase in interest levels for including beehives and other activities that encourage insect populations.
While it is unlikely that all grounds maintenance businesses will include apiary or wildlife and insect expertise, they should nevertheless be the first point of reference for clients considering their options. If the business cannot provide the necessary level of expertise from its own resources, it is highly likely to be able to provide references for others and may even have an established list of those able to assist in the most relevant areas.
While there is considerable advice available to businesses on the benefits of ‘seeing the bigger picture’ and further similar generalised platitudes, it is important to emphasise that these considerations should lead to action as soon as practically possible, while considering the messages above and applying them wherever opportunities occur. Similar to the ‘mow, blow and grow’ example required by many clients, those looking at the benefits of adding more value to their green spaces – or car parks and other areas –have a number of highly rewarding options to consider.
All the considerations outlined above are also adding to the growing reputation of the FM sector and its ability to support clients to achieve all their ambitions and business objectives, regardless of whether this includes the raising of sustainability, achieving net zero carbon emissions, or improving the wellbeing of staff and/or local community members through the efficient allocation of resources.
Grounds maintenance is an important element of the FM sector and another that is enjoying increased levels of appreciation and interest, particularly by those practising and employing the methods outlined above.
Tendering exercises and contracts that were previously awarded to those who submitted the cheapest prices began to be changed in favour of those providing more long-term and sustainable value
On Thursday 1st August, you are invited to join FASET in Aberdeen for an exclusive afternoon session where you will hear from the leading Fall Arrest Safety Equipment Testing Association and leading industry specialists.
• Discover the benefits of using a FASET member
• Learn how to maximise the value of FASET membership for your business
• Hear from FASET representatives about the organisation’s mission and impact.
• Connect with fellow industry colleagues and expand your professional network.
• Gain insights from FASET members on their experiences and the value FASET brings.
• Get your questions answered through work at height Q&A session.
This is a valuable opportunity to meet and network with relevant industry colleagues and for you to gain insight into how FASET can benefit your business.
With fierce competition for the Invictus Games 2027, the host city is expected to be confirmed in July this year
Celebrating its 10th anniversary this year, the Invictus Games represents the growing awareness of the sacrifices made by service men and women around the world in their selfless efforts to protect society.
There are additional and considerable levels of positivity within the FM sector toward supporting ex-service personnel in a variety of ways. In addition to the many and varied social activities of FM clients and their service provider partners, including charitable activities of all types, there is considerable growth in the awareness of the advantages of engaging with organisations, government departments and armed services to offer employment to the thousands of people that leave each to return to civilian life.
One of the most recent developments in this area is the official launch of the IWFM Veterans in FM Networking Group that took place at the RAF Club in London’s Piccadilly last month (see FM Director May).
Among those in attendance was ISG Live strategic partnerships lead John Carpenter, whose company is supporting the Government bid team for Birmingham to host the Invictus Games 2027.
Speaking exclusively to FM Director after the networking group event, Mr Carpenter explains the momentum that is continuing to increase at a high level to support the UK’s bid to host the Invictus Games in 2027: “We know that we have major competition from Washington DC in the US, but we’re confident we have a compelling bid which can deliver a world class Invictus Games in 2027 and that our bid will be chosen.
“We’re expecting the decision to be made in July this year, which will give everyone three years to prepare to deliver a world-class event in Birmingham. The city has long-established links with the armed services and support for the veteran community, which is the reason it was chosen as the next potential host after the Canadian games next year.”
Initially partnering with Birmingham City Council (BCC), the backing for this is now being delivered by Central Government following the council’s well-publicised financial difficulties. Mr Carpenter explains that BCC is continuing to provide high levels of support for the bid and the removal of financial liability makes good business sense.
“The BCC CEO Deborah Cadman is very supportive of the bid for the games and they will be an important partner going forward. She’s been very helpful with everything we’ve proposed and pushed everyone to get involved.
“That means we’ll have access to visit schools and other establishments to raise support levels within the local community around Birmingham,” Mr Carpenter continues. The “other establishments” referred to includes facilities supporting disabled members of the community around Birmingham, including charities and local government organisations. These efforts will be coordinated with those aimed at all areas of the local community, he continues.
We’re expecting the decision to be made in July this year, which will give everyone three years to prepare to deliver a world-class event in Birmingham
“It’s also highly relevant that the Office of Veterans’ Affairs and the MoD are at the forefront of the games, providing another area where it supports ex-service veterans who have been wounded to recover and make positive contributions to their local communities.
“They don’t just support individuals, but also their families, friends and all those around them.
Financing for the bid has initially been led by the government’s Office for Veterans’ Affairs (OVA), and Mr Carpenter confirms that its involvement is another key factor that will continue to have a positive influence.
The Invictus Games 2027 is expected to include around 600 athletes from countries around the world. Visitor numbers are less easy to predict accurately but are likely to be in the hundreds of thousands, providing a considerable boost to the local economy.
“We’re aiming to establish a small group of founding partners for the games of between six and eight and we’re currently having very positive conversations with companies involved in car manufacturing, insurance and banking, among other sectors.
“We’ve also had some enthusiastic response from some of the large FM service providers, too,” he states.
Another factor in favour of Birmingham hosting the Invictus Games 2027 is its successful delivery of the Commonwealth Games in 2022. Many of the successful elements will be used to assist the staging of the 2027 event, should the decision go in Birmingham’s favour in 2027.
“We’re really pleased that Birmingham has been shortlisted for the 2027 games but we know that we have to continue our efforts to persuade the Invictus Games Foundation to vote in Birmingham’s favour over Washington,” says Mr Carpenter.
“That means keeping everyone informed of the next steps and maintaining high levels of communication with everyone and our most recent event to raise awareness and increase levels of support took place on 19th June.”
The total costs for hosting the 2027 games is predicted to be around £26m and the majority of this will be covered by sponsorship from the private sector.
Given the high profile of the event itself and the willingness of society to support the veteran community, this is expected to be an achievable proposition.
“There’s a lot of positivity around the games and the fact that the event was launched by Prince Harry in the UK 10 years ago is providing another feel-good factor.
“He continues to serve as the patron of the Invictus Games Foundation and his drive and commitment has seen the event grow from including 13 countries in the initial event in 2014 to more than 20 for next year’s games, which will take place in Canada,” Mr Carpenter continues.
We believe we are in a very strong position to
“We believe we are in a very strong position to win; the government has made a commitment to fund delivery and has an excellent team working to make the games and their legacy the best ever.
“The NEC at Birmingham offers a unique location with its link to the armed forces and having delivered a world class Commonwealth Games,” he says.
Birmingham facilities supporting veterans
In addition to being described as a “unique host city”, Birmingham’s National Exhibition Centre (NEC) offers an inclusive space where competitors and their friends and families will be accommodated. This will allow ex-service veterans to compete and support others, while celebrating their many achievements together all in a single venue.
The Birmingham area additionally has long-established existing ties with the armed forces and the veteran community. Staging the games in the area will also provide a valuable opportunity to build upon the strong links that have been established with the local community.
Local facilities supporting these links include the QE Hospital that received wounded men and women who had fought in Iraq and Afghanistan. Another major local facility is that of Fisher House, which provides supported accommodated families of those personnel receiving treatment.
Both facilities continue to provide high levels of valuable support, further supported by the Defence Rehabilitation Centre, which is also established in the local area.
As the UK’s leading provider of specialist services to protect people, properties and places, Premier Technical Services Group Ltd (PTSG) works for customers in all industry sectors at a dazzling array of buildings, from historic monuments to state-of-the-art skyscrapers
Sports venues, from football stadia to horse and greyhound racing courses, are host to hundreds of thousands of visitors every season.
While all eyes are focused on the sporting stars, there is a team of unsung heroes working tirelessly behind the scenes to ensure a safe, smooth experience every time.
Stadium facilities management is far more than just maintaining the integrity of these vast brick and steel structures; it encompasses a wide spectrum of services to enhance visitor safety, improve staff communications, manage the functionality of the facility and create a welcoming and enjoyable environment for both staff and visitors.
Helping to provide a safe new home for Everton F.C.
The new stadium at Bramley-Moore Dock will become the home ground for Everton F.C. The Toffees confirmed their £500million stadium plans back in July 2021 as they prepare to wave goodbye to Goodison Park, their home for the last 130 years. Building started on the site at Bramley-Moore dock the following month, with club officials outlining their aim for the stadium to be ready in time for the start of the 2024-25 campaign.
In the first half of 2023, engineers from PTSG Access & Safety Ltd created safe access to the lower flat roofs by providing almost a full kilometre of aluminium free-standing guardrail to the perimeters for general maintenance access, with the added protection of Latchways ManSafe beyond the line of the guardrail to provide safe access to areas beyond the safe protection of the guardrail.
Bolstering the defences of QPR and Sunderland A.F.C.
The new purpose-built training ground facility of Queens Park Rangers (QPR) Football Club was constructed with a hybrid modern steel frame and exposed timber, with concrete decks to both first floor and mezzanine floor levels. Engineers from PTSG Access & Safety Ltd delivered ManSafe systems to the standing seam and fabricated access units at the facility. As with all fall arrest installations provided by PTSG Access & Safety Ltd, they are guaranteed to provide complete safety for operatives accessing the building’s façade in order to carry out maintenance work.
At the other end of the country, Sunderland Association Football Club plays in the Championship at the Stadium of Light, the ninthlargest stadium in England with a 49,000-seat capacity. In a recent contract, engineers from PTSG Electrical Services Ltd completed a test and inspection of the lightning protection system in place at the football ground, in line with British Standards. Such tests determine whether the lightning protection system remains operationally sound, with the ability to protect all users in the event of an electrical storm. If any remedial work is required, PTSG’s engineers can deliver the work to maintain safety.
PTSG’s electrical engineers have carried out testing and inspection to the lightning protection systems at numerous other sports stadia throughout the UK. In 2020, during the first phase of the COVID-19 pandemic, engineers from PTSG Electrical Services Ltd performed a vital test and inspection of the lightning protection system in place at Carlisle’s historic racecourse.
Further testing and inspection has been carried out at Haydock Park Racecourse in Merseyside, Monmore Green Stadium in the West Midlands, Doncaster Racecourse in South Yorkshire and Wetherby Racecourse in North Yorkshire – to name just a few. Engineers from PTSG Fire Solutions Ltd have also delivered planned preventative maintenance (PPM) works to a range of fixed fire protection equipment at Ascot Racecourse in Berkshire, including fire alarms, smoke detectors, sprinklers, hydrants and dry risers.
Celtic Park is the home stadium of Celtic F.C, also known as Glasgow Celtic. It is the largest football stadium in Scotland and the eighth-largest stadium in the United Kingdom. Following on from a successful 2021 maintenance project on the West Stand at Celtic Park, PTSG Building Access Specialists Ltd returned during the off-season break (before the start of the 2022/23 season) to carry out the structural inspections and painting of the steel support purlins to the underside of the East stand. Using the company’s bespoke lateral access system, its engineers carried out the works within the timescale of the closed season to the delight of the club.
Hamilton Academical Football Club – also known as The Accies – compete in the Scottish Championship. They currently play their games at New Douglas Park, which has capacity for more than 6,000 people. In July 2021, engineers from PTSG Electrical Services Ltd were asked to test and inspect lightning protection systems at the club’s premises, ensuring compliance with the Electricity at Work Act 1989, BS 6651 and BS EN 62305.
During the off-season break in 2021, PTSG Building Access Specialists Ltd worked in partnership with Heart of Midlothian Football Club (HMFC) to paint the structural roof support trusses in place at the stadium. During the close-season, HMFC knew it was necessary to refurbish its playing surface. This presented the opportunity to allow cherry pickers onto the pitch to safely undertake the re-painting of the stadium’s high-level roof trusses with a 25-year life paint specification. At the same time, the club also took the opportunity to replace its existing floodlights, which were at the end of their life expectancy, being nearly 30 years old. The six-week programme was concluded within both time scale and budget.
The next important calender date for FM industry professionals will be 3 July, for the FM and Energy Leaders Forum presented by MRI Software.
Supported by FM Business Daily, the event will feature many of the FM and energy sectors leading experts, who will deliver a variety of keynote speeches and join the panel debates on important industry topics.
The event will take place at The Skyline London at Tower Suites, conveniently located in central London.
The agenda is packed with engaging discussions on topics ranging from net zero carbon emissions to the rapidly expanding use of artificial intelligence (AI), Internet of Things (IoT) and other technological advancements, along with further debate on the delivery and maintenance of low carbon buildings.
MRI Software’s industry leader James Massey will open the day with a keynote that explores the important role that technology plays in delivering the most sustainable, cost-effective and efficient workplaces.
This will be followed by the first panel debate of the day, discussing the importance of collaboration in the net zero carbon journey.
The event will include a further two panel sessions delivered by client-side facilities managers, industry service providers, energy and sustainability managers.
The increasing use of AI and technology within facilities and energy management
The delivery and maintenance of low-carbon buildings
Delegates will benefit from the extensive expertise of speakers and panel members and will be able to enjoy considerable networking opportunities throughout the day.
With a number of industry experts confirming their attendance on the day, the most recent of these is Emcor director of carbon solutions Kam Singh.
Those wishing to register or see more information on the 3 July conference can do by clicking the link below: info-emea.mrisoftware.com/fm-and-energy-leaders-forum
Panel member biographies:
Consultant and founder of Baachu Rain
Baskar Sundaram, a strategic expert in Facilities Management (FM) with over 20 years of experience, is the founder and CEO of Baachu, a leading FM consultancy. Recognised as the top advisor to investors and leaders in the business services industry, his insights are utilised by numerous FM suppliers, Government organisations, and consulting firms. His recent launch of Baachu Lens, an AI-integrated FM sales intelligence platform, underscores his commitment to AI innovation in FM.
As the host of the Baachu Talk podcast, Baskar shares his expertise with audiences in 71 countries, further solidifying his position as a thought leader in the field.
Alan Stenson
CEO and Founder, Neutral Carbon Zone
Alan has been a sustainability entrepreneur for the past 18 years. Having established a carbon management consultancy back in 2006 Alan has been lucky enough to work with many early adopters and industry leaders across a wide range of industries. In 2022 he co-founded NCZ with an exceptional team of talented colleagues to create a tech-enabled solution for managing organisational, operational and supply-chain emissions, to take motivated clients on their journey to net zero.
Alex Green is the Head of Let’s Go Zero for Ashden, a UK climate solutions charity. Let’s Go Zero is a campaign that supports UK schools working together to be zero carbon by 2030. She leads the national Let’s Go Zero Climate Advisors network and sits on the DfE User Group for their Sustainability & Climate Change Strategy and previously managed Ashden’s sustainable school awards and peer to peer LESS CO2 programme.
Alex has a Masters in Environmental Management from the University of Cape Town and has previously worked running an environmental business awards scheme for a local authority, supporting small businesses to cut carbon and regulating industry at the Environment Agency.
Mervyn Pilley
Institute Development and External Affairs Executive – Chartered Institute of Architectural Technologists
Qualified accountant and Membership Professional. SME development specialist. Established and run many businesses during his career. A charity trustee for many years and has also supported a wide range of membership and not for profit organisations.
Andrew Hulbert is a multi-award winning entrepreneur, who founded and grew Pareto FM, one of the most successful UK Facilities Management services providers of the last decade. Andrew has a core focus on social value and sustainability which was fostered as part of his MSc at UCL in Facility and Environment Management. Alongside his professional career, Andrew is a serial social enterprise entrepreneur and has founded various schemes to support the wider community. Andrew is also the Vice Chair of the Institute of Workplace and Facilities Management and has volunteered for the institute for over a decade.
Ray Burke Cyber Assurance Manager,
Toro Solutions
A Geordie at heart, with a degree in Computer Network Security, Ray is fanatical when it comes to all things technology. He has a passion to learn and an eye for detail, and is diligent in his approach to solving cybersecurity problems, applying cyber assurance frameworks and best practices at the core of everything he delivers.
Understanding the differences between pre-qualification processes ensures your organisation adheres to the correct policies and procedures. As SSIP Chair, Eleanor Eaton explained, “We’re often asked which process buyers should implement and why it’s relevant to their organisation. Understanding the difference between each is the first step in ensuring you’re going down the correct route.”
SSIP aims to eliminate the duplication of occupational health and safety assessments. It acts as an umbrella organisation, upholding safety principles (SSIP Core Criteria) across over 52 separate health and safety schemes and certification bodies in the UK. This group of assessment schemes forms the SSIP Forum, the go-to place for buyers and suppliers to select the most appropriate scheme for their business.
Once a supplier is assessed and certified by an SSIP member scheme, this certification is recognised across all SSIP member schemes through an agreement called Mutual Recognition. This means suppliers should only complete one assessment. If a buyer requires certification with a preferred scheme, a supplier can request ‘Deem to Satisfy’ certification with that preferred scheme at a reduced cost and with minimal administrative effort, eliminating the need for multiple assessments.
SSIP purely relates to health and safety compliance, helping buyers achieve efficiency savings during the pre-qualification process and ensuring contractors (and suppliers) have up-todate health and safety assessments.
Suppliers use their SSIP member scheme certificate to reduce operational and administrative costs when applying for tenders, resulting in significant savings. In 2023 alone, over £10 million can be directly attributed to savings using Deem to Satisfy by buyers and clients.
PAS91 is a prequalification questionnaire (PQQ) system comprising standardised question modules on criteria essential to prequalification for construction tendering. Developed by the British Standards Institute (BSI), the PAS91 PQQ modules provide a universally applicable system of assessing the capability of suppliers.
In April 2023, PAS91 was formally withdrawn by the British Standards Institution (BSI). Introduced in 2010, PAS91 served as a foundational PQQ but struggled to keep pace with industry demands and regulatory changes with its last update completed in 2017. Following withdrawal of PAS91 PPN03/24 encourages the adoption of CAS questions set, which offers an updated approach to pre-qualification questions within the construction industry.
Although PAS91 remains accessible, it risks becoming obsolete or inconsistent with evolving regulations. Therefore, businesses are recommended to align with the Common Assessment Standard question set. Module C4: Health and Safety of PAS91 and Section 4: Health and Safety of CAS are both aligned within the SSIP’s Core Criteria.
The Common Assessment Standard (CAS) has been created by Build UK in an attempt to standardise pre-qualification questionnaires (PQQs) in the UK construction industry. The CAS provides a uniform set of questions used by multiple clients and contractors, ensuring consistency across industries. The CAS addresses multiple aspects of supplier qualifications, aimed at making the pre-qualification process more efficient and reducing the administrative burden on suppliers who previously completed different questionnaires for each client. Developed through collaboration among major industry bodies, the CAS is adopted by large contractors and clients, enhancing its credibility and acceptance.
SSIP certification complements the CAS by providing an exemption against the health and safety section of the CAS framework. While CAS covers a wide range of criteria, SSIP provides detailed, specialised health and safety compliance across all industries helping businesses meet the comprehensive standards set by CAS more efficiently.
In March 2024, the Cabinet Office introduced Procurement Policy Note (PPN) 03/24, updating the Selection Questionnaire (SQ) and providing new statutory guidance for all contracting authorities in England, Wales and Northern Ireland for contract works above the threshold spend [£5.37m]. This new policy note replaces PPN 03/23.
This update marks a significant change in procurement practices in the public sector, removing references to PAS91 and requiring contracting authorities in the public sector to adopt the Common Assessment Standard (CAS) question set or equivalent questions from other standards in place of the standard SQ template previously in place. PPN 03/24 is intended for public sector contracting authorities in the UK.
Although PAS91 remains accessible, it risks becoming obsolete or inconsistent with evolving regulations
It provides updated procurement policies and practices that these authorities must follow, including the adoption of the CAS question set, or equivalent standards, and the removal of references to PAS91 within any questions asked during the procurement process. PPN 03/24 details the adoption of the CAS question set for works contracts in place of the SQ template previously in place, which includes health and safety as a critical component. PPN03/24 further confirms that it is the responsibility of individual contracting authorities to ensure that the questions asked are relevant and proportionate to the contract being procured.
This ensures that only the relevant questions of the CAS, or equivalent, are asked and relate to the services provided. SSIP certification ensures businesses meet these health and safety requirements efficiently, providing a recognised and trusted certification that aligns with the updated procurement policies and practices outlined in PPN 03/24. This supports all contracting authorities asking only the appropriate (and proportionate) questions of suppliers making SSIP indispensable for compliance with public sector tenders under the new regulations.
Differences between SSIP, CAS, PAS91, and PPN 03/24
SSIP: Focuses exclusively on health and safety compliance and offers mutual recognition among member schemes to reduce duplication. An SSIP assessment ensures a company is complying with local health and safety legislation.
PAS91: Now withdrawn, served as an initial standard for PQQs. This question set continues to be relevant and used by organisations seeking to with demonstrate that they possess or have access to the governance, qualifications and references, expertise, competence, health and safety/environmental/ financial and other essential capabilities to the extent necessary for them to be considered appropriate to undertake work and deliver services for potential buyers.
CAS: Provides a broader pre-qualification framework (than PAS91) covering various supplier qualifications, including health and safety. The CAS builds upon PAS91 question set with supplementary sections including Corporate Social Responsibility and Information Security & GDPR.
PPN 03/24: Mandates the use of the CAS question set, or equivalent, in public sector procurement, emphasising the relevance of SSIP for meeting health and safety standards within this broader context. PPN03/24 highlights the importance for the requirement for individual contracting authorities to ensure the questions used are relevant and proportionate which in turn supports recognition that the SSIP assessment standard. SSIP remains crucial for businesses, ensuring rigorous health and safety compliance, supporting broader pre-qualification frameworks like CAS, and aligning with updated public procurement policies such as PPN 03/24.
Eleanor Eaton further notes “As the PPN references the need for a contracting authority to ensure the questions used in their prequalification activities are relevant and proportionate to the contract being procured, this adds further value to holding a valid SSIP assessment which is fundamental to confirming compliance with health and safety legislation.”
For advice or to discuss if SSIP is right for your organisation, please contact enquiries@ssip.org.uk
As a Supporter Member, you not only align with SSIP but champion the highest standards in health and safety within your industry. Supporter membership is completely free and demonstrates your organisation’s commitment to ensuring a safer working environment for all.
Shape the future of procurement by offering sector specific guidance.
Free attendance to Full Forum Meetings and other SSIP events.
Full access to the SSIP portal, gaining access to further detail.
Exclusive use of the SSIP Supporter Member logo.
Cornwall Council uses the SSIP Portal to assist us, not only as part of our own Procurement process, but also in support of external clients, such as schools, who wish to employ suitably competent contractors. The Portal has also proved beneficial during an audit of contractors and recent incident investigations undertaken by the Council.
Pioneer FM’s Mary Jane Pettit explains how the company’s unique approach is challenging the cleaning industry’s status quo
In the facilities management sector, where pressure to deliver is high, margins are tight and the use of hazardous chemicals for cleaning sites is commonplace, most cleaning companies operate with a standard approach.
Work is hard, wages are often lower than other industries, staff turnover is high and the environmental impacts of toxic cleaning products can be damaging.
Pioneer FM, led by CEO and founder Mary-Jane (MJ) Pettit, is not your standard cleaning company.
The company is challenging the status quo of how cleaning companies take on the marketplace, bringing its values of people, partnerships and planet to the forefront of everything it does.
Facilities Management is in MJ’s DNA. Growing up in a household with a mother who worked as a cleaning contracts manager, and a father as both a plumber and school caretaker, she saw first-hand the hard work involved in working manual labour jobs.
When she formed Pioneer FM, MJ recognised the efforts her cleaning staff put into their work and vowed to make Pioneer FM a Real Living Wage employer.
“The pandemic was in some ways a positive thing for the FM industry because it was the first time the cleaning staff ever got noticed. Because before then they weren’t ever recognised or rewarded. It was a thankless task.” MJ said.
Since it began trading in 2019, Pioneer FM encountered one of its most challenging periods in March 2023, following the news that a major cleaning contract to maintain the Brexit lorry parks had been awarded as a TFM contract. Pioneer FM had mobilised the contract and was already supplying the staff to the winning tenderer since December 2020, however after securing the contract they decided to take the cleaning in house, resulting in the TUPE of the majority of its staff.
This obstacle required a change in approach for the firm, as MJ explained: “It was devastating and almost bankrupted us. But we didn’t let it define us. We dusted ourselves down, looked at how we could evolve and changed the way we worked. We changed our approach and began to target working in high-security clearance sites.”
Taking a new approach of employing highly compliant, professional and committed cleaning professionals, MJ has developed an operational structure that means her teams are given the recognition they deserve.
This has been a resounding success, resulting in the awards of prestigious cleaning contracts for some of the highest security sites in the country.
“We were the first company to do a Covid clean back in 2020 at all of the government sites for HMRC,” MJ explains.
“We also provided the government with all their hygiene stewards throughout the pandemic and supplied and mobilised all of the staff for all the Brexit lorry parks (which were built to deal with postBrexit requirements for lorries to be checked what goods they bring in or take out of the country).”
Working on protected and high security sites requires Pioneer’s operatives to be Baseline Personnel Security Standard (BPSS) clearance checked and SC Cleared, a UK background check created to help reduce the risk of illegal workers and tackle identity fraud.
All of Pioneer’s operatives receive BPSS checks as standard, which has resulted in the business winning contracts with other highsecurity clients in the sector, including financial services, pharma and security & defence to name just a few.
Pioneer established a strong presence in the finance sector and currently manages contracts for GoHenry and the pension provider Pension Insurance Corporation, which helped the firm become a total FM provider. It is also the principal sponsor at Boreham Wood Football Club and a support partner for Wates, handling cleaning at secure sites such as Meta.
“We’re geared up to work with any companies that are FCAregulated because of our background dealing with high-security sites. These clients love that they feel like they’ve got that extra layer of protection.” MJ explained.
People, partnerships & planet
In line with its company values, Pioneer FM pays at least the Real Living Wage to every one of its cleaning operatives, who are proudly referred to as ‘Pioneers’.
The Pioneers are recognised for their efforts in this manual role, with regular staff health and safety training provided alongside offering employee engagement and reward programmes: “We provide medical assessments for our staff, where they are given blood tests and if anything is flagged up they can see a private doctor at the company’s expense,” MJ said. “We want our people to feel rewarded for their hard work. It’s a people-first approach and helps us maintain high levels of staff retention, which in turn provides our clients with a stable cleaning operation.” She adds.
With Pioneer’s environmental approach, MJ has pledged to make the firm carbon neutral by 2025:
“We’ve recently transitioned to an all-electric fleet, so our area managers travel in the country in brand new EVs. We’re looking for a company to assess our emissions so that we can be confirmed as a carbon-neutral business.”
Pioneer’s cleaning approach aims to reduce the use of harsh, unnecessary chemicals, and only partner with clients who share these values, helping to reduce the impact the FM industry has on the planet.
MJ is an advocate of Lotus PRO, a powerful natural cleaning system that turns ordinary tap water into Stabilised Aqueous Ozone (SAO). SAO is a highly effective cleaning agent that breaks down dirt, grease and other contaminants, safely replacing traditional chemical cleaners, deodorisers and sanitisers.
This approach helps Pioneer maintain its pledge of a 100% chemical-free cleaning service across all its sites.
Building long-term partnerships
Looking to the future MJ says she is looking to make Pioneer more established in the sectors it operates in and to work with hard service providers to build future partnerships with.
“I think we’re seeing a real movement in the FM industry at the moment, where the bigger companies are buying up a lot of the smaller companies to secure national contracts, however, national companies are moving away from awarding Total FM contracts as they feel like they’re losing control, they prefer to split between Hard and Soft Services and have the companies work in partnership.
We can offer Total FM services but prefer to partner with established hard services providers and concentrate on soft services because that’s been our core offering since we started.”
“Ultimately, we want to keep working with companies that share our vision and build those long-term partnerships, whether that’s in the high-security environments or elsewhere.”
For more information on Pioneer FM and its services visit www.pioneer-fm.com
At Pioneer FM we provide cleaning, security, reception, waste and grounds maintenance services you can rely on. We work with our partners to create comfortable, enjoyable and secure workplaces.
That’s the Pioneer FM way.
Outsourcing customer support can be a real game-changer for forward-thinking facilities management companies, bringing a multitude of benefits that enhance efficiency,
Providing both in-hours and out-of- hours support, Lemon can ensure that your customers’ needs are met around the clock without you having to dedicate management time, energy and resource to training and recruiting internally, freeing up your valuable resources to focus on other critical areas of your business.
Moreover, outsourcing your customer support can significantly reduce operational costs.
Seamless integration into your existing CAFM system and client portals avoids unnecessary administration that can otherwise drive up your costs alongside recruitment, training and other HR headaches.
deploying new tech in-house. This financial flexibility gives you the freedom to allocate resources more effectively, investing in areas that directly contribute to your core services and strategic growth.
In a data-driven industry, Lemon also stands out by providing timely and accurate reporting. Monitor your performance in real-time, make informed decisions, and witness the effectiveness of our services directly on web-enabled dashboards.
Lemon has etched its name as a contact centre leader in the FM industry, proudly paying the Real Living Wage and boasting the highest level of ISO and industry certifications. Our commitment to 24-7-365 service, seamless communication, and insightful reporting isn’t just a promise – it’s a benchmark for others to follow.
Integral Cradles, in collaboration with our trusted maintenance partner GIND UK, has undertaken a significant project at The Knightsbridge Apartments in West London
This iconic residence, unveiled in 2005, boasts unparalleled luxury and service, offering residents a living space comparable to a 5-star hotel.
Situated on 1.7 acres of exclusive living space, The Knightsbridge Apartments feature 201 residences nestled around an exclusive Feng Shui garden, providing residents with a luxurious living environment.
The residence offers a host of amenities, including a Kinesis spa, a 20-metre pool, sauna rooms, a fitness suite, and a 24-hour concierge desk to cater to residents’ needs.
Integral Cradles was enlisted with the task of replacing three redundant building maintenance units (BMUs) for this exclusive client. The project involved inspecting the Hold Down Units, strengthening tracks to accommodate the loadings of the new equipment, decommissioning the hydraulic scissor lift, and installing support steelwork.
Despite strict house rules regarding noise, work times, and access to the complex, Integral Cradles successfully delivered the GIND, Spain façade access equipment to the satisfaction of all parties involved.
“We are honoured to have been part of the enhancement project at The Knightsbridge Apartments,” said Kevin Walton, Managing Director at Integral Cradles.
“Our team’s commitment to excellence and innovation, combined with our partnership with GIND UK, enabled us to overcome logistical challenges and deliver the tailored access solutions that meet the high standards of this prestigious residence.”
Integral Cradles’ work at The Knightsbridge Apartments underscores the company’s expertise in providing innovative access solutions for high-end residential properties.
By leveraging technical proficiency and a collaborative approach, Integral Cradles continues to set the benchmark for excellence in the building access industry.
For further news updates from Integral Cradles and its comprehensive access solutions, please visit www.i-cradles.com/latest-news
At Integral Cradles, we offer whole lifecycle solutions for permanent façade access on buildings across the UK.
• Bespoke Design • Rigorous Testing • Expert Installation • Tailored Maintenance Packages
There exists a powerful yet often overlooked opportunity for companies to address labour shortages and contribute to social good: hiring ex-offenders and care leavers, Kelly Dolphin, chief people & culture officer, SBFM explains
Just as recently as April 24th 2024, KPMG UK has emerged as the first white-collar business to take on ex-offenders after joining a new scheme led by the Ministry of Justice. Businesses are starting to see beyond the surface and recognise the value these individuals bring.
We must take into account an ex-offender’s prison experience and the impact this has on re-offending. Historically, little effort would be made with troublesome prisoners while inside to help them improve their chances of leading fulfilling lives upon release.
Thanks to various initiatives, this is changing.
New statistics show rapid progress has been made to boost employment for prison leavers, with the number of ex-offenders who have been successfully steered into jobs within six months of release more than doubling, from 14% to 30% since April 2021.
However, the recent fiscal Budget – the last before a General Election – was an opportunity for the chancellor to introduce tax credits or deductions for these businesses that hire ex-offenders or care leavers.
This could have involved providing tax breaks for each individual hired from these groups, which would help to offset the costs associated with training and integration into the workforce. These incentives not only alleviate financial burdens for employers but also serve as a powerful signal of societal support for the reintegration and rehabilitation of repeat offenders.
The government could also offer subsidies or grants to businesses that employ ex-offenders, helping to cover a portion of their wages during their probation period.
Subsidised wages could incentivise businesses to hire from these underrepresented groups. By offsetting a portion of the costs associated with employing individuals who may require additional support or training, subsidies enable businesses to bridge the gap between potential and performance.
This not only enhances the economic viability of hiring ex-offenders and care leavers but also fosters a sense of social responsibility and inclusivity within the organisation.
It is crucial to remember that the benefits of hiring ex-offenders and care leavers extend far beyond financial incentives.
Embracing diversity and inclusion in the workforce is more than just a moral imperative
Embracing diversity and inclusion in the workforce is more than just a moral imperative. Individuals who have overcome adversity often possess resilience, determination, and a unique perspective that can enrich an organisational culture and drive innovation.
By harnessing the untapped potential of these individuals, businesses can gain a competitive edge in an increasingly dynamic and ever-evolving market.
Furthermore, initiatives such as training and support programmes play a part in facilitating successful integration into the workforce. Investing in vocational training, mentorship schemes, and ongoing support not only equips ex-offenders and care leavers with the skills necessary for employment but also empowers them to fulfill their potential and contribute meaningfully to society.
By providing a supportive environment that fosters personal and professional growth, businesses can break the cycle and create pathways to long-term success for ex-offenders.
Businesses must recognise the broader social impact of their hiring practices. By offering a lifeline to individuals who may otherwise face systemic barriers to employment, businesses have the opportunity to transform lives and strengthen communities.
Giving ex-offenders and care leavers a second chance isn’t just about altruism; it’s about recognising the inherent dignity and worth of every individual and embracing the potential for positive change.
Collectively, we must believe in the power of compassion, empathy, and social responsibility.
Let’s not underestimate the transformative potential of giving exoffenders and care leavers a second chance. Businesses should seize this opportunity to unlock the potential of every individual, to break down barriers, and to build a brighter future. The scenario is a win-win for everyone.
Working with local communities, it is possible to create a shared experience between skilled employers seeking to fill labour gaps, and reformed individuals seeking either to apply their trade experience or be upskilled into these positions.
By displaying trust, confidence, and some faith, we have seen firsthand how it can change lives.
It is time for the collective industry to extend a hand and offer the security and stability that prison leavers and care leavers so often need.
Together, we are at a point of being able to both make positive societal and economic change and to take a step towards plugging labour gaps in the process.
Individuals who have overcome adversity often possess resilience, determination, and a unique perspective that can enrich an organisational culture and drive innovation
Here East has become established as a vibrant area for businesses, further education and residents on the former London Olympics estate
Following the much-vaunted London Olympics in 2012, the Here East Campus in the Queen Elizabeth Olympic Park began to take on a new identify after being created as a world-class broadcasting and press centre for the games in Hackney, East London.
Having hosted 30,000 journalists from around the world during the 2012 Olympics, the campus took the many positives emerging from the games to create a centre for innovative business, creative individuals and further education. One of the essential elements of this has been its FM operations to support the growing number of people in attendance and ensure they continue to receive first class service.
With more than 6,500 people located on site on a daily basis, Here East also welcomes approximately 30,000 visitors each year and expects to see these numbers continue to rise in line with its data-based predictions. Sustainability has – and continues to be – a major area of concentration, not least of which through the estate’s environmental, social and governance (ESG) policies.
Following the end of the London Olympics in 2012, the next four years saw considerable investment in the main buildings and infrastructure, including the installing of solar panels on the roof of the former press centre in a bold statement confirming its sustainable intentions. This has since been further endorsed in the actions of the estate and its service providers further supported by tenants, attendees and local residents and partners.
In addition to the estate’s efforts to adapt the buildings and infrastructure to the needs of its future tenants and attendees, Broadgate Estates began a major recruitment drive. This resulted in the appointment of estate director Sara Carthy in 2015 (see FM Director May front cover interview).
With its senior leadership team in place, the estate then began to appoint its service provider partners many of which continue to work with the estate today including JPC by Samsic, which provides cleaning and waste management services to Here East.
Another of the many positive developments enjoyed is the winning of industry awards, providing further proof of the successful outcomes resulting from the considerable efforts of all stakeholders.
One of the reasons for mentioning the estate’s work with JPC by Samsic is that of the waste element within the contract that includes the entire site. Industry commentators frequently refer to waste management as the starting point of a site’s focus on sustainability that leads to a more wide-ranging focus and is often the basis of entire ESG strategies.
With more than 6,000 people attending the site on a daily basis, food waste is inevitable in ensuring that easy access is provided to nutritious food and drink. Here East addresses this through the use of a biodigester that turns all food waste into water.
This topic is another of those being tackled by the FM industry and the site provides a highly relevant example of how food waste can be addressed. Following its initial investment in the biodigester, the waste that would previously have been required to be collected in plastic sacks and processed for further treatment or disposal is now no longer present on site.
Further on site sustainable actions include the use of a baler that compacts its waste cardboard, with the result that fewer collections are required. Having removed the need for food waste to be collected and reduced the need for cardboard waste collections has further assisted the site’s efforts to reduce its carbon emissions.
These considerable benefits are further extended by a growing number of clients on site that repurpose the waste they generate. Here East has additionally established reverse vending machines on site that provide discount vouchers for those depositing disposable drinks cups.
The actions outlined above have become major areas of concern for FM operations in all areas, with the site’s responsible and determined attitude proving beyond any doubt that viable solutions are often far easier to establish than many FMs and service provider partners believe.
Further evidence for the Here East sustainability efforts leading to its growing focus on the delivery of its ESG directives are provided by Ms Carthy’s interview in the May issue of FM Director. Having left her role in 2021 to adopt her daughter, then returning last year, she has found the rise in prominence of ESG one of the main changes to have occurred in the interim period.
Another major development for the Here East estate occurred in 2018, when British Land sold its third-party portion of Broadgate Estates. This resulted in ownership being transferred to Savills in an arrangement that continues to the present day.
Although tenants and visitors to the park would notice very little difference to daily operations following the estate’s change of ownership, staff and service provider partners emphasise the increased drive of Savills to deliver ever better client and visitor support through the best practice application of technology. One of the various results of this is the increased focus by Here East on delivering its ESG goals to the benefit of all stakeholders.
Integral within this is the company’s focus on its five E principles of expect, engage, environment, experience and evolve, with the overall aim of delivering best practice in all areas of operation.
Sustainable practices continue to dominate daily activities and the estate has made considerable progress to its net zero carbon emissions goals. It has already decarbonised its cooling emissions and is now focusing on emulating this for its heating.
The estate has signed 100% renewable energy electricity contracts and is connected with the local district heating network that serves the Stratford area and the former Olympic park. Additional significant progress in the reduction of carbon emissions has been delivered by the use of electric buses, managed by the GoAhead service provider partner.
The company states that it is continuing to expand its electric bus fleet and is also continuing to introduce vehicles powered by alternative fuels of zero or low carbon emissions. It also states that it is continuing to invest in newer, greener vehicles and respond to the latest ultra-low emission zones and recognises the importance of green transport.
These are additionally used to support its investments in environmentally safer Euro VI buses and electric bus technology, the company states.
All of the above are used to support the growing number of businesses and individuals on site. Here East is now home to five satellite universities, resulting in thousands of students attending the site on a daily basis, along with an eclectic mix of tenants and visitors.
Its tenant businesses range from start-ups to leading SME organisations, with technology and innovation a central theme of operations.
In addition to its innovation hub, the estate includes a range of supportive operations for those in attendance.
Hospitality is a major focus within these and includes bars, pubs, restaurants, several of which provide views of the local area including the River Lee Navigation canal.
The estate additionally includes the Plexal innovation company and workspace, which has been formed to assist in solving society’s challenges through collaboration on technology with government, startups and industry.
Further proof positive for the growing list of achievements delivered by the Here East estate is provided by its successful entry into major industry awards, with 2023 proving particularly successful.
This including the winning of the Green Apple Environmental Awards and the Partners in Sustainability trophy within the PFM Awards 2023.
The estate also became an accredited London Living Wage employer last year, as well. It has also stated it has submitted entries to the European Cleaning and Hygiene Awards and this year’s PFM Awards. There are additional plans to submit another entry to the Green Apple Awards 2024 initiative later this year.
Insight from Charlie Green, Senior Research Analyst at Comparesoft. FM, Risk Management and CAFM software are his areas of expertise. Charlie holds a masters degree, which allows him to offer data-led and empirical research-driven reports
In the face of disasters, the critical role of Facility Management (FM) often goes unnoticed. These professionals are at the forefront of protecting and maintaining our facilities against the backdrop of a world where the frequency and intensity of disasters— ranging from natural catastrophes and pandemics to technological failures—are on the rise.
Such events not only test the resilience of our society and businesses but also highlight the indispensable role of FM in ensuring preparedness, effective response, and swift recovery.
Understanding the Role of FM in Disaster Preparedness
Facility Management (FM) plays a critical role in disaster preparedness, going beyond the traditional upkeep of physical spaces to become strategic players in ensuring safety and continuity during crises.
This expanded role covers a vast array of responsibilities, including risk assessment, emergency planning, and the integration of FM into broader disaster response strategies, crucial for making disaster response more efficient and safer:
FM professionals begin their disaster preparedness process with a thorough risk assessment, focusing on identifying potential hazards and assessing the vulnerability of their facilities. This involves pinpointing essential services such as power, water, and communications, which are crucial for operational continuity during disasters. For instance, in earthquake-prone regions, FM teams reinforce buildings and infrastructure, a practice supported by research indicating that seismic retrofitting can reduce the risk of major structural damage by up to 80% according to the Earthquake Engineering Research Institute.
FM’s role extends to the seamless integration into emergency response strategies, which is vital for a coordinated approach during crises. Detailed plans for evacuation, shelter-in-place, and lockdowns are crafted, ensuring that escape routes and emergency assembly points are well-planned and communicated to all occupants. The importance of collaboration with local emergency services is underscored by studies showing that coordinated responses between facilities managers and emergency services can significantly reduce response times and improve overall disaster management efficiency.
The application of technology in FM has brought significant advancements in disaster response. Early warning systems, particularly in regions susceptible to natural disasters, and the implementation of smart building technologies allow for real-time monitoring and control of building systems. For example, the use of IoT devices in FM has shown to enhance the capacity for quick responses to changing conditions during disasters, with data indicating that smart building technologies can reduce emergency response times by up to 30%, according to the Smart Buildings Institute.
FM’s commitment to disaster preparedness also prioritises the well-being of building occupants. This includes not just physical safety measures but also considerations for mental health, such as designing spaces that offer psychological comfort during emergencies. Ensuring the inclusivity of disaster preparedness plans, especially for individuals with disabilities, is also a key focus. Research from the American Psychological Association highlights that well-designed emergency shelter areas that consider psychological factors can significantly reduce stress and anxiety levels among occupants during disasters.
The role of FM in disaster preparedness is dynamic, requiring continuous improvement and adaptation. Regular training and drills are essential to ensure that occupants are familiar with emergency procedures, and post-disaster reviews are critical for analysing the effectiveness of responses to past events. A study by the Federal Emergency Management Agency (FEMA) emphasises the importance of these reviews, revealing that continuous training can improve overall disaster preparedness effectiveness by up to 40%.
The role of FM in disaster preparedness and response is multifaceted and critical. By combining thorough risk assessment, strategic emergency planning, technological integration, a focus on occupant safety and well-being, and a commitment to continuous improvement, FM professionals significantly enhance the efficiency and safety of disaster response. The integration of data and research into their strategies further strengthens their capacity to respond effectively to crises.
The COVID-19 pandemic presented an unprecedented challenge, reshaping the role of FM significantly. Facilities, both public and private, had to be quickly repurposed to address the crisis. This included transforming hotels into quarantine zones, convention centres into makeshift hospitals, and educational institutions into remote learning hubs. Facility managers played a crucial role in these transitions, managing logistics, ensuring compliance with health guidelines, and retrofitting air filtration systems to mitigate virus spread. Their efforts highlighted not just the adaptability but also the essential role of FM in public health and safety. Below are some short examples of how FM is crucial amidst various unprecedented events:
Many hospitals worldwide had to rapidly expand their capacity, requiring quick modifications to existing facilities. FM teams implemented new ventilation systems and converted spaces to accommodate COVID-19 patients, playing a crucial role in managing the healthcare crisis.
In regions affected by wildfires, FM teams have been crucial in implementing preventive measures like creating defensible spaces, installing fire-resistant materials, and preparing evacuation routes.
Universities and schools faced the challenge of transitioning to remote learning while maintaining their facilities. FM teams had to ensure the security and maintenance of empty buildings and prepare for eventual reopening with new safety measures. Facilities management in educational organisations is already a crucial yet overlooked area in many instances, however in instances like the pandemic, the value of effective facilities management is evident.
These instances underscore the evolving nature of FM, demonstrating its essential role in not just maintaining but also transforming spaces in response to crisis situations. The lessons learned from these events continue to shape FM strategies, ensuring that facilities are better prepared for future challenges.
The intersection of FM and disaster preparedness is a critical juncture for our society. As we face an uncertain future, the role of FM in building a safer, more resilient world becomes ever more paramount. Facility managers, business leaders, and emergency responders must champion this role, continuously evolving and adapting to the challenges ahead. Preparedness today is indeed the foundation of resilience tomorrow.
The application of technology in FM has brought significant advancements in disaster response
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
Kingdom Services Group is pleased to announce the appointment of Jennifer Littlewood as the Chief Operating Officer of Kingdom Cleaning. The appointment of Jennifer marks a significant step forward for Kingdom Cleaning, encompassing Kingdom Hygiene, as they continue to drive growth and innovation in the sector.
Jennifer Littlewood brings a wealth of experience from her previous role as Managing Director, where she was responsible for the end-to-end business management of the national Facilities Solutions Division.
On her position as COO of Kingdom Cleaning, Jennifer says: “I’m thrilled by the opportunity to shape and lead on Kingdom Cleaning’s medium- and long term- business plan. I’m passionate about building strong professional relationships with customers and suppliers, founded on trust and respect. My Kingdom welcome has been fantastic – this is a great team and an exciting business to be part of!”
Anabas is pleased to announce the appointment of Melanie James as Account Director. With extensive industry experience and a proven track record of driving client success, Melanie will play an important role in further strengthening client relationships and driving growth at Anabas.
In her new role, Melanie will be responsible for overseeing some of Anabas’ key client accounts, ensuring the delivery of exceptional services, and identifying opportunities for strategic expansion.
Anabas Operations Director, Tim Hysom commented: “We are thrilled to welcome Melanie to the team. Her extensive experience and dedication to client success make her an invaluable asset to Anabas. We are confident that Melanie will play a key role in driving our continued growth and delivering exceptional value to our clients.”
Wates has announced the appointment of Brian Long as Group Health, Safety & Wellbeing Director. He will join in September and sit on the Group’s Executive Committee, reporting to Chief Executive Officer, Eoghan O’Lionaird.
Brian joins Wates from Mirvac, one of Australia’s largest development and construction companies, where he was Group General Manager for Health, Safety, and Environment.
Brian Long, Group Health, Safety & Wellbeing Director, said: “I have been very impressed with the genuine care Wates has for the wellbeing of its employees and partners, as well as its excellent track record in managing safety. I am eagerly looking forward to joining the company later this year to run its industry-leading work in this space.”
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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
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
AURA is a technology enabled security response network that enables anyone to access the closest vetted private security officer to their location, anywhere, anytime. ukteam@aura.services
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
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
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
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
Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business. Lemoncontactcentre.co.uk 0800 612 7595
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com 0845 094 5976
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
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
Mobilityways is on a mission to make zero carbon commuting a reality. Our ground-breaking climate tech helps large employers to measure, reduce and report commuter emissions. team@mobilityways.com
Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk
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
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
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
Contact Cheryl Ellerington cheryl@fmbusinessdaily.com
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
Testing and inspecting lightning protection systems is one of the vital services carried out by engineers from PTSG Electrical Services Ltd
PTSG is the UK’s leading supplier of specialist services to ensure buildings remain safe, compliant, clean and maintained – in ALL areas.
PTSG operates five independent business divisions, delivering a full portfolio of specialist services for buildings in all sectors. This ensures they remain in the same first-class condition as when they were built – from ancient monuments to iconic skyscrapers.
Ask us about what we offer in all five of our business divisions.