FM Director May 2024

Exclusively for FM industry leaders

In this issue:

Jacky So

Driving the ESG agenda forward

Gavin Skelly

Changing attitudes toward fire safety

Steven Foster

Supporting FM hospitality with robotics

Celebrating talent to achieve lifetime ambitions May

Sara Carthy

Sponsored by

Live events adding more strings to the FMBD bow

Everyone at FM Business Daily has been delighted with the response to our requests for panel members, speakers and delegates to the MRI Software conference on 3 July in central London (turn to p44 of this issue for more information), which confirms the thoughts of the majority of industry personnel on the popularity of live events

While it’s entirely understandable that there was a degree of hesitance in the initial post-Covid period, these fears seem to have been largely forgotten by all but the most severely affected by the lockdowns or those who suffered with the virus.

This has been further confirmed by the rising number of enquiries received by FM Business Daily to host or support other live events, so please feel free to make contact with if you or your colleagues or industry partners would like to attend or sponsor your own event.

In the meantime, we hope you enjoy the May issue of FM Director, which provides another in-depth and information-packed study of the FM industry and its many facets.

We have again assembled a diverse mix of interviews, case studies, features and industry event reports, all of which has been researched and written exclusively for our readers and entirely different from any other current FM industry publication.

As a result of our efforts, we have a long list of appreciative comments, proving that these are entirely justified.

Having said that, I need to inform everyone that this is my final issue as managing editor as will be retiring at the end of the month prior to reaching the grand old age of 66 in the first weekend of June.

Considering that FM Director magazine did not exist before September 2022, I think we’ve managed to achieve quite a lot in a short space of time, both with this and the FM Business Daily brand in general.

No other title carries the vast array of in-depth interviews with senior industry personnel, or the case studies, etc, previously mentioned, and this is also reflected in the rapid progress enjoyed by our company LinkedIn page that is quickly approaching the 7,000-member mark, seeming likely to undertake competitors later this year or early next.

I’ve thoroughly enjoyed my time in the FM industry and remain highly impressed with the high level of effort and devotion to duty displayed by many, which is playing an important role in carrying our sector forward to ever greater success.

I’d like to close by thanking everyone for their support while wishing everyone all the very best for the future.

fmdirector@fmbusinessdaily.com

Celebrating talented colleagues and achieving lifetime ambitions

Sara Carthy returned last year to the Here East estate which she helped to establish in 2015 and is continuing her drive and passion for one of her most notable achievements to date

Following the ESG road to its next destination

OCS ESG director Jacky So is proving to be a vital part of his company’s efforts to define its culture and values in the newly formed global business

Designing an effective breakout space: A Guide to modern workspaces

By Jeni Wilkie director of Eatock Design and Build

Managing Editor

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2024 FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

Dennis Flower

James Jackaman Managing Director

Cheryl Ellerington

Celebrating talented colleagues and achieving lifetime ambitions

Carrot and (celery) stick approach finds FM favour

Momentum grows to address fire safety

Fighting fire with new regs and best practice

Following the ESG road to its next destination

Laing O’Rourke and Southern Housing Back SSIP’s Mission to Eliminate Assessment Duplication

Excellent service results from support for employees

Accessing all areas with PTSG

Further positive progress for veterans networking group

FM Energy Leaders conference confirms central London venue and opens for registration

Industry-wide coverage delivers on promise

Celebrating 20 years of excellence in permanent façade access solutions

Freshen up your service with Lemon Contact Centre

New head office latest major development for new FM business

Energy and enthusiasm behind rise in interest at trade show

The march of the robots is delivering value and service reliability to FM clients

Demonstrating actionable change: Nanogreen recognised with sustainability award

GSH Group Implements UAS

Designing an effective breakout space: A

Celebrating talented colleagues and achieving lifetime ambitions

Sara Carthy returned last year to the Here East estate which she helped to establish in 2015 and is continuing her drive and passion for one of her most notable achievements to date

When considering the rapidly-extending number of successful and influential people in the real estate and FM industries, the name of Here East estate director Sara Carthy should be included within these.

Leaving school at the age of 16 to pursue an apprenticeship (YTS in those days) and completing a BTEC National, HNC, HND courses in business administration and the CIPD degree, her 12-year career with the NHS is credited with providing her with a “real insight into HR”. She became a fellow of the Institute of Personnel and Development during this time and remains grateful to the NHS for the support it gave her in both her work and personal development, while stating that her next role became one of the highlights of her working life.

Having made a career change from the public to the private sector when joining Sainsbury’s, people asked ‘what on earth are you doing?’, she recalls, “but I honestly believe this was the best career move I ever did. I’d had great experience in a lot of administrative functions and HR areas within the NHS, but then going to Sainsbury’s and realising I needed to predict what would be sold through the till in the next three weeks, suddenly made me become a business manager. Thinking about customers, finance, health and safety, food safety, stock levels and the team we needed to get all the stock on the shelves and serving the customers”.

Her four-year service at the supermarket accelerated the acquisition of new skills and abilities.

“It made me realise that I wasn’t just an HR person and I think that this is where my career really changed,” she continues. Further endorsement of her abilities was provided by working in further education, which included responsibilities for HR, finance, IT and the FM team in her support services director role, across three campuses.

“That was another great opportunity to give more breadth to my experience. And then the next part of my career is one of my highlights. I was fortunate enough to land a role, setting up Liverpool ONE, Europe’s largest regeneration project at the time, covering 46 acres of Liverpool city centre, transforming the city centre to what it is today.”

After joining as HR and administration director of the project in 2007, Ms Carthy progressed to the position of support services director. “I was the third person to work there behind the CEO and it was my job to build the culture and the team and be ready to deliver customer excellence.

“The best thing about working in Liverpool is the passion of the local people, which is amazing and cannot be replicated. My role was all about polishing that enthusiasm into a culture of can-do willingness, to drive excellence,” she continues. Initially known as the Paradise Project, she found engaging with the local community one of her most inspirational experiences, encouraging them to get involved with what to the community had been roadworks, noise, dirt, and the loss of the city centre for several years.

“I’m always hungry to challenge myself and learn new skills and working on one of the country’s best transformation projects was a dream job and one I loved.”

Her infectious enthusiasm for her work resulted in an invitation to join the Here East team from its chief executive officer in 2015. Although moving away from her HR roles of the past, Ms Carthy states that her main interest in any role will always be that of the people she will work with.

“I think I’d established a reputation for establishing highperformance and talented teams within Liverpool ONE and they wanted something very similar at Here East. Add to that her previous experience of working in academia, customer service and regeneration environments, made her the natural choice to deliver and build the collaborative approach that makes Here East successful. There were also a lot of shared perceptions between Liverpool and the Stratford area and coming here made me realise that that was a passion of mine, allowing me to be somewhere where I genuinely felt I could make a difference,” she states.

When approached about the role in East London, she was asked if she would consider making the move as she was “very northern”, she took this to mean she lived and worked in the north and the comment gave her the grit and determination to go for it. Initially agreeing to a two-year period, her estate director role is regarded as her first that did not lead an HR function.

Describing the taking of her Here East position as “a personal risk, but the right one”, Ms Carthy states that she initially felt out of her comfort zone, moving from retail to a technology and innovation campus, with none of her support network around her.

I always encourage everyone to share their thoughts and will support them outside of normal working hours whenever I can

Having settled into the position of estate director, once again setting up the operational team, culture, processes and structure, the initial two-year period turned into six and a half years, due to her ambition of adding further to the already long list of positive outcomes.

She left the estate in mid-2021 to adopt her daughter, taking six months adoption leave, and describes the support from her employer Savills as “amazing”. Returning to her work after six months, the company allowed her to work from home for a year on projects that utilised her skills set and continue the essential adjustment process for her family.

“Whilst being home based was essential in the early days to settle things at home, it soon became evident to me that I was itching for more.

“I now have a beautiful little girl and a wonderfully supportive husband, which is essential to provide me with the opportunity to do what I do today. I started conversations to discuss what was next, as I craved being back leading large teams and to be part of a busy operational team, with relationship management at its core. Two weeks later I had a call to say ‘we could do with some help at Kings Cross, any chance you could go tomorrow?’”, she continues.

This included the flexible working arrangement that continues to this day, allowing Ms Carthy to balance her home and work life, spending three days/two nights per week away, then returning to North Wales and her family. Leading a 480 strong team, covering 67 acres, the Kings Cross redevelopment project was her third major exercise of this type and one of the “jewels in the crown” of the Savills portfolio. “My Interim General Manager role led to nearly a year at Kings Cross, and I loved it. It had challenges, as all projects do, but I felt I made a difference during my time there and was sad to leave with still so much I wanted to achieve, and not being able to commit to five days a week away from home/on site.

“However, a phone call from my client at Here East, changed all that, when they asked me to come back and I returned in September last year,” she states.

The Here East estate:

Area: 16 acres, 1.2m sq ft

Mix of academwic and business tenants

Large facilities located within the park

This also includes a canal and both residential and business neighbours

“This is somewhere that will always be extremely important for me. It’s the only Olympic press and broadcast centre in the entire history of the games that has been repurposed and is still successful 12 years on. Located in London’s Queen Elizabeth Olympic Park it has been transformed to bring business and academia together. It encourages innovators, disruptors, visionaries, and like-minded people to come together and make a difference for the future and I have played my part in that” she says.

“Having moved on to a larger estate at Kings Cross, I was uncertain about returning at first. Having taken time to reflect and recall the support I have had personally from the senior team at Here East, it made complete sense. Many of the team are the same as when I left and have been hugely welcoming, so it’s been easy to return and with the additional support of Savills, I feel extremely grateful.

On her return to Here East, she states that it is noticeable how ESG has become an important, mainstream topic, where before it was more of a buzzword with in the industry by many. This is now combining with all the additional tools applied by Savills, much of which is supported by the use of the best technology, to increase the benefits enjoyed by colleagues and clients alike.

“I TUPE’d into Savills in 2018 when British Land sold its third-party part of Broadgate Estates, who employed me when I first came to Here East. I can understand why people feel nervous about the TUPE process but can honestly say that Savills have been a fantastic employer and I couldn’t be happier.” I think Savills are very forward thinking and we do alot to drive excellence and be best in class, through the five Es (expect, engage, environment, experience and evolve), always looking to excel at what we do,” she continues.

Comparing the Here East estate that she left three years ago to its present-day condition, Ms Carthy states it has become noticeably busier in the post-Covid era with significantly higher numbers of people attending.

“She states that there are more than 6,000 people visiting Here East daily, whether for work, study or leisure, which give it a real vibrancy. “We work with our tenants very closely and it’s good to see how busy the campus is now. There’s quite an eclectic mix of tenants, too, from the V&A, Ford, Studio Wayne McGregor to the five universities who call Here East home, which makes managing the campus exciting,” she continues.

“We work with six different service partner companies to manage the campus, but it’s often hard to see any difference because we all work as one team. That means we work together to not only manage service delivery but also support all the on-site activities and the local community to encourage, support and empower all those around us.” This includes ensuring that all team members, tenants, visitors and members of the local community are treated with genuine respect at all times at Here East. She further states that this additionally explains why Here East has such a high staff retention rate. “We encourage internal promotion, development and growth across our service partner teams which means having open and honest conversations with everyone. Her return to the campus has included the creation of a new structure for the Here East estate, which is ongoing, and is expected to allow it to develop alongside the needs of its client and owners in the years ahead.

Support and respect

Personally, I feel there’s also a very open dialogue with Savills that I’ve been very happy with. I trust Savills very much and have a lot of respect for the way they’ve supported me. I’ve felt very comfortable to work with everyone in the spirit of honesty and respect and that’s also allowed me to avoid micromanaging people and provide an environment of empowerment and growth.” The conversation continues around the topic of well-known sayings describing the benefits achieved when working with “talented and amazing people”. In addition to the open and honest conversations previously discussed, she states that these also include responsibility, integrity, and authenticity.

“I’ve done a lot of soul searching recently and that’s helped me deal with the guilt I’ve felt about not committing to both my home life and professional career, add into that a long-distance commute. That can be a no-win situation, but I’m a lot happier with everything after realising that both are important and it’s about finding the best balance that works for you and your circumstances. A wise man once told me, if you are not happy as you, you will not be a good mum, find you and I will support you! I now feel I have the balance I craved and deserved, alongside a happy and content family life too.”

“I always encourage everyone to share their thoughts and will support them outside of normal working hours whenever I can.”

Considering the wider industry, she states that FM sites should all concentrate on establishing mutual respect for stakeholders and service partners, with the aim of working more closely and raising service delivery standards. She also describes the many influential topics established and emerging within the industry as “fascinating.”

“Smart buildings, ESG, net zero and the increasing use of technology are all massively important and shows just how the industry is moving forward at a rapid pace. But it’s important not to lose the personal touch, working closely with everyone around us and supporting them with whatever they need to move forward and be their best self, will drive excellence.” Ms Carthy concludes.

Carrot and (celery) stick approach finds FM favour

Healthy menu options assist companies in encouraging more workers to attend their office to make effective use of real estate investment

When considering the range of in-house catering options provided around the UK by companies for staff and visitors, it is notable that a significant number of businesses regard these as essential.

This is confirmed by the high levels of investment by companies in their catering facilities to ensure that they provide the best options in terms of food quality and comfort. The value of on-site cafes, canteens and restaurants is frequently described as supporting staff productivity by avoiding the need to leave the premises, with health benefits increasingly included in this through the inclusion of more varied menus.

Compared with the typical work canteen of the previous century, in-house catering facilities of today are a world away from their predecessors. In addition to significant increases in food hygiene, contemporary menus are now far more diverse and more likely to provide attractive options for all tastes and requirements.

Diners are now provided with healthy, gluten- and meat-free options in the majority of workplace restaurants and canteens, further supported by awareness of the need to allow for personal allergies.

Regardless of whether they are vegetarian, vegan, gluten or lactose intolerant, modern in-house catering facilities are increasingly capable of meeting individual requirements.

Having made the major adjustments necessary to deliver the above, companies are now using their investments to encourage more workers to attend their office.

In-house catering facilities of today are a world away from their predecessors

The application of increased subsidies and offering of free food has increased in the post-pandemic period, with the best examples additionally including more imaginative options within menus.

These have combined with additional incentives that range from the staging of live events, either during or outside of normal working hours, to the inclusion of pop-up shops and sports and leisure activities.

Job satisfaction and increase worker retention

Allowing staff to benefit from healthy, nutritional food at the same time as they work or take part in extracurricular activities is seen as another means of delivering job satisfaction and increase worker retention.

There has additionally been considerable publicity devoted to the difficulties faced by workers in recent years, with the recent ‘cost of living crisis’ providing one of the most notable instances. Businesses offering any of the options above have justifiably used these to support their claims of supporting staff members during times of increasing inflation.

How successful these methods are in tempting staff members to make more frequent use of their office frequently depends on the demographics of the workforce and the percentage of parents with young children within these.

While companies devote considerable effort to avoid their offices appearing to be sparsely populated on Mondays and Fridays, employees may find that they can only afford childcare for a few days per week.

This may mean that regardless of the incentives available, staff members caring for young families – and increasingly those responsible for elderly relatives – are unable to commit to attending offices five days per week.

While some employers use this to justify investment in further support measures such as childcare vouchers, others find that their business model is unable to include these without impacting profit margins unfavourably.

Within all scenarios there should always be scope for continued discussion to ensure that all stakeholders are considered and are also able to understand the reasons for policies and how they are formed to provide the best outcomes for the majority of the workforce and company interests.

Catering study shows rising interest in plant-based meals

The benefits of a Veganuary campaign in workplace restaurants can last well beyond January – with sales of plant-based items remaining higher even a year later, according to a recent industry survey.

Sponsored by catering provider Eurest, the study was conducted by Kantar Public and took place in 36 workplace restaurants run the company, which is part of Compass Group UK & Ireland, and was spread across five major client sites in England, Scotland and Northern Ireland and spanned office and industrial settings.

Across the time series, 2,255,404 meals were sold, spanning 1,838 distinct products, and the study aimed to determine whether an annual plant-based meal campaign, supported by promotional materials and by increasing the availability of plant-based meals, influenced people’s meal purchases for the long term.

The results showed an increase in uptake of vegan meals during Veganuary, of between 86% and 113% (compared to a modelled baseline if the campaign had not run), when it came to the proportion of total weekly sales, and from 23% to 79% for vegetarian meals.

There was then a gradual drop in the ensuing months – but with positive impacts still around one third of the initial rise by the end of the year in the years 2020 and 2021.

It is estimated that approximately 60% of food-related greenhouse gases are a direct result of meat-based product production. So, encouraging employees to choose a plant-based menu could have benefits for the planet as well as for health.

The marketing team used subtle tactics to complement culinary and nutritional expertise for best impact, and to position plant-based meals as exciting and aspirational. This included the use of methods such as placing plant-based options before meat dishes on menus and counters and avoiding labels, like ‘vegetarian’ and ‘vegan’, focusing on the key ingredients instead to tap into the flexitarian trend. The availability of plant-based meals was also increased.

The initiative is the latest in a long list of innovative projects which have explored the science of ‘nudging’ to help influence healthier and more sustainable food choices in the workplace restaurant. The contract caterer reports that it has already worked with the University of Oxford and University of Cambridge on projects related to nudging, including launching the sector’s first eco food labelling system.

“We have also substituted a percentage of the meat content in 12 of our best-selling dishes with plant-based protein, such as lentils, to make a healthier hybrid meal with a lower carbon footprint,” says Mr Branwell.

The study analysed Compass B&I’s sales dataset for the period of 2016 to 2022, encompassing 2,255,404 meals and 1,838 distinct products. Analysis was conducted using autoregressive integrated moving average (ARIMA) models to estimate the effects of annual promotional activity on consumption.

Eurest head of nutrition and sustainability Rees Bramwell says: “These results are exciting because they indicate that Veganuary, and increasing the availability of plant-based options, can nudge people’s behaviour way beyond January. As far as we are aware it is the first study to look at both the immediate and long-term effects of such a campaign in a workplace restaurant setting, and the findings are important for how we tackle health and sustainability in future.

“A plant-based diet, or a plant-forward diet which dials up plant content and reduces meat content, can be beneficial for the planet and for overall health. It can also bring many benefits for businesses, including a reduction to their carbon footprint, higher productivity from employees and fewer days lost to sickness.

“For these reasons, 52% of our workplace menus are now plantbased, with a goal to reach 60% by the end of 2024.

Mr Bramwell says: “These are impressive statistics, ones that tells us we are on the right track when it comes to nudging behaviour in the food and sustainability space. The study could have a big impact on the tactics used by businesses, charities and even government campaigns in future as we look to meet net zero goals and improve public health.”

This trial was one of five behavioural trials that the Food Standards Agency (FSA) conducted with Kantar Public to understand how and which interventions can change behaviour in the areas of food safety and food choices.

The survey showed:

An 86% to 113% increase in the uptake of vegan meals during Veganuary

A 23% to 79% increase in the uptake of vegetarian meals

Approximately one third of the initial rise in sales of vegan meals lasted until the end of the year in both 2020 and 2021.

Momentum grows to address fire safety

Fire Aware is driving change in fire safety awareness and encouraging its members to celebrate their achievements in adopting best practice and working responsibly

Long-running debate about the need to avoid the ‘race to the bottom’ seen in many areas of FM, construction and several other industries is a major factor in the efforts of Fire Aware to recognise the businesses that stand apart from their competitors by the application of responsible ethics and best practice work methods.

Founder Gavin Skelly speaks exclusively to FM Director to explain how the business was formed and its aims to support and recognise those with the courage to stand apart from price-driven procurement actions.

“Fire Aware is a post-Grenfell reaction. My background is contracting and I’m not a fire expert but I’ve learned a lot by osmosis and I’ve seen a lot of soul-searching in the industry following the Grenfell Tower disaster. The statement by Dame Judith Hackitt (see FM Director April 2023) that the industry has to change has been another big driver,” he continues.

“My experiences in the construction industry brought me to think that it’s all about the procurement processes and poor standards and behaviours within them. I’ve witnessed the race to the bottom, but I’ve also seen those companies that would not take part in that and only use the rules and regulations in the spirit that they’ve been written in.”

He then began to consider how businesses working to the most responsible standards could differentiate themselves from others that do not. “A lot of companies look the same on paper and have the same corporate image, but there’s very little focus on how they behave in practice.”

Mr Skelly states that one of the many revelations emerging from the Grenfell Tower inquiry was how the behaviours of the companies involved had contributed to the disaster, including manufacturers of products, contractors and consultants. One of the issues to address in identifying businesses that operate most responsibly is that this is often an intangible aspect that is not obvious to casual observers.

“Good behaviour can be manipulated by setting obligations and tasks to achieve the best outcomes and that, in a nutshell, is what Fire Aware does. It asks its members to sign up to a set of charter obligations that are focused more on their behaviours than their technical abilities and competencies,” he continues.

In addition to working in the most responsible manner, Fire Aware members are asked to consider the safety of the end user as a main priority. Looking around the construction sector for something similar in 2019, Mr Skelly found the most relevant example to be provided by the Considerate Constructors Scheme (CCS).

The image of the Grenfell Tower fire is now ingrained in everyone’s head

“My thought was that is it not just as, or even more important, to ask contractors with fire safety obligations to work in a certain way, similar to how the CCS operates? And in return for that, give them a USP and help them to promote their business to show that they’re not in that race to the bottom.”

Further consideration led to the appreciation of the entire supply chain in delivering the highest levels of fire safety, from architects and manufacturers to contractors and maintenance businesses, then to the end client and residents of buildings. Fire Aware is therefore established to include all companies, organisations and individuals with an obligation to deliver fire safety.

“There are so many businesses that feed into the fire safety chain, including the clients, and we’ve found that no other organisation is doing what we’re doing. That’s why we’re giving clients the same USP that we’re giving the specialists in following the code and adopting the best behaviours,” he continues.

I now have a multitude of companies and organisations standing alongside me and that’s a very difficult thing to argue against

“The image of the Grenfell Tower fire is now ingrained in everyone’s head and we’re trying to help the public to identify responsible contractors, clients and all those involved to receive the reassurance they need. When the public see the Fire Aware logo on the side of vans, in facilities and on the websites of their service providers, it will become a condition of sale because more people will start to demand it,” he says.

“That will then feed down throughout the supply chain and the PQQs requiring everyone to meet these standards and behaviours. That will also exclude the companies that cut corners and as the clients continue to invest in this, it will help to raise standards.”

When companies realise they are losing business, they will then have the choice of improving their standards and this will see the continuing improvement essential to comply with the new regulations and reassure end users.

“It’s a panacea of improvement and not just about the construction sector, but about improving the standards of the entire supply chain, which is now essential in complying with legislation such as last year’s updates to the Building Regulations,” says Mr Skelly.

With more than 200 members now included in the Fire Aware movement, there is considerable additional interest on an international level. This has originated in the United States and Germany especially.

Companies joining the organisation are presented with a charter most relevant to the sector they work in with which to comply. Each applicant is then assessed to identify their level of compliance, with advice offered to help the company improve its position in the market.

“Good behaviour can be manipulated by setting obligations and tasks to achieve the best outcomes and that, in a nutshell, is what Fire Aware does

“We don’t expect companies to change overnight but while the charters are broadbrush in nature, the conditions of membership are specific to each application. We then check them typically on three, six and nine months into their membership to see how they’re getting on. It’s a much more progressive way of working with everyone than some of the other bureaucratic options around.”

If there is no response or any sign that a member is working towards better standards, Mr Skelly states that they are then advised to withdraw from Fire Aware. This is to stop any company that is seeking to use the Fire Aware logo to improve its standing in the industry without making the necessary effort.

Each member of the organisation signs up as an agent, agreeing to look at new applicants in their area to assess their behaviours. “We ask them to look through the eyes of Fire Aware, not as a competitor, and to report back on their findings. We simply use our members in the place of inspectors, who we would need to employ, and every Fire Aware member will be able to behave in a responsible manner in assessing other applicants.

“I think we’re heading toward the forming of councils for each sector and they will assess the condition of membership and adjust them for the following year where necessary. The intention is to use industry knowledge to make other companies adopt best practices, which is how you change the race to the bottom into a race to get better,” says Mr Skelly.

He states that he has received “positive support” from the UK government towards Fire Aware and has been advised to align his efforts with the United Kingdom Accreditation Service (UKAS).

Mr Skelly also explains how efforts are continuing to forge closer links with other industry bodies, with those in the landlords and lettings sector providing the most recent example.

He describes how despite being convinced that Fire Aware was needed in the industry and that it would help to deliver the changes needed, at the time of its launch toward the end of 2019 it was just a website and a long list of good intentions.

“I’d invested a lot of money in the website, its content and functionality and had all the great support provided by my wife, who’s been with me at every stage of the journey, but we still didn’t have a clue whether it would be successful. About an hour and a half after the website went live, I received an application.”

He describes his reaction as similar to that of the Ghostbusters’ film, where the receptionist leaps to her feet and screams: “We’ve got one!”, after receiving the company’s first customer enquiry.

“It still took a great deal of effort to gain more members and there’s been some scepticism, especially in the early days, but because we’ve got such a high degree of credibility we never see any negative response. And I now have a multitude of companies and organisations standing alongside me and that’s a very difficult thing to argue against.

“No one can object to being a part of Fire Aware because ultimately it’s about keeping people safe and fixing the problems across industry that have not been dealt with at all,” Mr Skelly concludes.

Fighting fire with new regs and best practice

Adapting to the updated fire safety requirements launched last year requires all professionals to understand the correct procedures to follow while maintaining focus on high standards

There are numerous pearls of wisdom attributed to influential individuals from recent history, one of the most relevant to the adoption of new rules and regulations is from Albert Einstein: “If you want different results, do not do the same things.”

No doubt readers have also heard, or shared, the “definition of stupidity” which is credited with emerging from Professor Einstein’s original statement and is known throughout the world of business.

The main point to understand is that significant change does not occur without major effort from the majority of stakeholders.

There has been a dramatic shift in attitudes toward fire safety since the Grenfell Tower disaster in June 2017, resulting in the subsequent, in-depth review by Dame Judith Hackitt and exposure of the numerous examples of poor practice accepted across the construction sector, despite the good intentions of the majority.

Finding the best way to navigate the new ways of working demanded by the Fire Safety Regulations is requiring significant change in attitudes and work practices.

In many cases this will require companies and individuals to work outside their comfort zone, at least until the new procedures have become standard practice throughout.

How long this will take will be decided by the collective actions of fire safety practitioners, according to numerous statements at industry events made by Dame Judith since the new regulations were announced last year.

It is often the case in these situations that the approach adopted is governed by the “side of the fence” that fire safety individuals sit on.

A more apologist attitude is often seen from main contractors and consultants, with some recognising and accepting their complicit involvement in the “race to the bottom” and other contributory factors identified in the post Grenfell Tower investigation.

More aggressive statements have emerged from businesses and individuals lower down the supply chain, many of whom have been forced to accept the demands of clients to ensure the survival of their companies.

Regardless which of these descriptions apply to readers, it is important to understand the need to avoid the finger-pointing and accusatory stance adopted by practitioners throughout the world of business that serve to create deeper divisions when this occurs.

Rather than attempting to justify the outcomes that led to the Grenfell Tower disaster and the many and varied connotations these have for property owners, service providers, clients and both the FM and construction sectors in general, it is now imperative for all involved to focus on working towards achieving the necessary outcomes required to address the wrongs of the past.

The topic of fire safety is recognised as applying to all areas of work and personal life and is therefore a highly diverse subject that has a high number of potential discussion points. Further emphasis of this is provided by a recent survey on emergency calls. The study collected data under the Freedom of Information Act has revealed that a total of 4,634 fire and rescue callouts have been made to businesses over a three-year period. This shows that of all the fires caused by electrical equipment in the UK, 14% of them occur in a business.

The topic of fire safety is recognised as applying to all areas of work and personal life and is therefore a highly diverse subject

While workplace electrical fires do not occur as frequently as in the home, this is likely due to the Health and Safety at Work act that states that all workplace electrical installations and equipment must be safe to use. This further proves the positive benefits received by the carrying out of regular PAT and fixed wire testing.

The survey, published to highlight the World Day of Safety & Health at Work last month, which is designed to raise awareness of and promote the prevention of occupational accidents and diseases globally.

Workers have the right to a safe working environment through a system of defined rights, responsibilities and duties. In the UK, this includes complying with Health and Safety at Work regulations to ensure that employees are protected from any potential hazards.

Faulty equipment and appliances account for the majority (59%) of electrical fire related incidents in businesses. This is unsurprising considering the typical business will have a host of IT equipment, kitchen appliances and machinery that can often be unmanned for hours at a time.

Additionally, 455 callouts were made to businesses for fires related to heating equipment over the past three years, with these callouts spiking over the winter months.

Although amounting to just 7% of fires in businesses, it is worth noting that although many businesses do not have substantial kitchen facilities, 306 callouts were a result of cooking. This includes use of appliances such as microwaves, kettles and coffee machines.

It is apparent from the data provided by Fire and Safety departments across the UK that more must be done to stop electrical fires from occurring.

While it is advised that regular testing of electrics is taken to ensure maximum safety, Direct365 head of digital Karl Bantleman, whose company conducted the survey in question, provides advice to further protect businesses from potential electrical hazards:

Faulty equipment and appliances account for the majority (59%) of electrical fire related incidents in businesses

1. Delegate responsibility to key members of staff to check electrics are switched off

Three quarters of all employers now offer hybrid working to their staff, meaning that offices are generally less busy on certain days of the week. Therefore, with no guarantee that someone will always be in the office each day of the week, it is crucial that all necessary electrics are turned off at the end of each day.

By delegating responsibility to a group of employees to ensure that this task is complete at the end of each day they are working from the office, this will reduce the likelihood of electrics remaining on for a prolonged period.

2. Ensure that extension cables are not overcrowded While plug sockets are usually safety compliant, extension cables are often not. If using an extension cable, never overcrowd it. Extension cables plugged into other extension cables are likely to cause overheating. If you require one, make sure to use a fused ‘inline’ cable, rather than an extension cube and if you spot any damage to cables or general wear and tear, replace it immediately.

Additionally, check that your plugs have the BSI Kitemark, as this will show that they meet the highest requirements in terms of safety and performance and are unlikely to overheat.

3. Ensure portable heaters are a safe distance away from anything

As well as being costly to power, portable heaters are the cause of over 800 fires in commercial buildings each year. Typically fires start when flammable items are placed too close to the heater.

When using a portable heater, make sure that it is kept at least three feet away from all flammable items. Never leave the heater unattended and unplug from the power source when not in use.

If you’re in the market for portable heaters to provide additional warmth in your office, an oil filled electric heater, with an automatic shut-off is the safest.

4. Unplug all electrical appliances during extended breaks

Although we tend to keep electrical appliances plugged in most of the time, we are usually able to recognise and report any potential hazards in the workplace before they become dangerous.

However, whether your business is closed for just the bank holidays or an extended period over Christmas, it is crucial that as many smaller electrical appliances as possible are switched off and unplugged and if your business is closed for over a week, larger appliances such as fridges, dishwashers and printers should also be turned off.

Mr Bantleman says: “Data from Fire and Rescue services throughout the UK has identified the scale of electrical related fires and common underlying dangers that could be present within our homes and business premises. Ensuring that electrics are functioning safely in the workplace isn’t just for efficiency, it’s a key factor in safeguarding a risk-free environment. Our Fire and Rescue teams do a great job in attending to callouts. However, the regular servicing and maintenance of electrics could reduce the callouts related to electrical fires, as more faults will be identified before it is too late.”

The advice provided by Mr Bantleman is highly relevant to the issues relating to fire safety seen throughout FM, further highlighting the need for action, vigilance and application of best practice to improve the health and wellbeing of building users around the UK.

When using a portable heater, make sure that it is kept at least three feet away from all flammable items

Following the ESG road to its next destination

OCS ESG director Jacky So is proving to be a vital part of his company’s efforts to define its culture and values in the newly formed global business

When considering the question of why talented people should look to work in the FM industry, the example provided by OCS ESG director Jacky So will go a long way to providing the best response and offering the most comprehensive replies.

Having initially studied biology and progressed to a Master’s degree in environmental strategy at the University of Surrey by 2014, he had amassed a considerable understanding of the various academic topics and began to seek how to apply this to a meaningful career.

While the terms CSR (Corporate social responsibility) and sustainability were relatively widely understood 12 years ago, there was less understanding around environmental, social and governance (ESG).

Finding more acceptance around the benefits of CSR and sustainability initiatives, Mr So began to look for intern roles in the field. “I sent around 100 emails to companies around the UK, looking to gain more experience on sustainability, and received replies from just two, one being Network Rail,” he recalls, which reflects the infancy of corporate sustainability and ESG at that time, when there were little to no dedicated ESG roles in companies.

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This saw him relocate to the Milton Keynes area and begin working for Network Rail and began learning about its extensive estate.

“I got to learn all about how they manage the environmental performance of their buildings and rail network, which then led to a permanent position at the company’s Swindon office,” he continues.

“This was really well matched to my environmental and sustainability studies, looking at auditing all the sites and depots and working with the teams. We looked at everything from badger setts to oil spills and all aspects of the buildings, covering the area from Wales to Portsmouth.”

This led to him taking a position with Siemens on its ThamesLink contract and learning more about the practical side of sustainable business operations. Having gained experience within the rail industry by 2017, Mr So then joined British Airways in June of that year to explore the world of air travel in his role as environment executive.

We can make a big difference in helping our customers to reduce their emissions

“I looked at the carbon emissions side of the company, which is obviously huge, both for their planes or for the energy used on site. BA has a large fleet of planes -which means they have quite a large carbon footprint, so one of the things the company looked at was phasing out the large, four-engined 747 planes to use two-engined planes such as the Boeing 787.

“I then started to move more into the corporate strategy and reporting side of ESG and took to a job with Reckitt, moving away from transport completely and into manufacturing. They were another company with quite large carbon emissions.

Having focused on scope 1 and 2 carbon emissions in his previous roles, Mr So extended this to scope 3 and the social elements of ESG in his work for Reckitt by assessing how consumers accessed and used the products. His understanding of all aspects of ESG continued to develop, as well, including its increasingly important influence on contractual dealings and all elements of business activities.

“I think a lot of people struggle with all the methodologies behind ESG ratings because there is so much detail within them and some of the scoring can be opaque although the ratings providers are trying to be more transparent,” he continues. “There are more regulations coming into play, but that’s just one small part of the overall picture.

“Five or six years ago there were just a handful of regulations around ESG and that’s gradually changing, which I believe is a good thing, because you need structure to make things clear and understandable,” he says.

“I think most people understand scopes 1 and 2 now, but the detail around scope 3 can be more tricky to determine.”

Greater understanding and clearer detail around ESG will also help investors to see the value of their efforts, he continues, and part of the improving focus on sustainability in all areas of the corporate world.

“There’s a lot of legislation coming into play which will increase costs as businesses have to collect and report on more ESG information, but in the longer term it’s better for the company concerned, the investors and also for everyone in the community, so I see that as a positive. That will help to not only regulate but also push everyone in the right direction and that will help companies to conduct business in the best way and help them to make money while also making a positive impact,” he says.

His work at Reckitt was followed by 18 months at The Hut Group, as its Head of sustainability reporting, and that led to him joining OCS last September. Having just celebrated his first six months with the business at the time of the FM Director interview, Mr So describes the FM industry as a “key part of the backbone of the UK economy” that continues to be unrecognised by many.

“I see FM as a business enabler and while we’re not the heaviest of carbon emitters, we can make a big difference in helping our customers to reduce their emissions. We can help our supply chain industry partners, too, and make them accountable, and everyone can help each other achieve their net zero goals,” he continues.

“And if we don’t help everyone upstream and downstream, then we’re not going to reach the net zero carbon emissions target. FM companies are in the best position to help clients decarbonise their buildings, especially with energy management and hard service divisions that have the expertise to install all the zero carbon or low carbon emitting equipment to reduce reliance on fossil fuels.”

Demand for ESG within contracts is continuing to grow and it’s really exciting for the company

Having worked for large, global businesses, Mr So expresses the view that companies such as OCS are increasingly important for enabling them to continue to operate profitably while meeting all their sustainable objectives. He describes his employer’s success in mapping its carbon emissions in the UK and Ireland so soon after it merged with Atalian Servest last year as a major achievement.

“We’re now in a great position to map out how we reach our net zero goal by 2040, so that’s what we’re doing and we’ve had our scopes 1 to 3 emissions independently verified in the last few months, which has allowed us to see the areas we really need to focus on.”

The two main areas of focus for Mr So and his colleagues will be assisting the company’s supply chain in reducing the emissions included in the company’s scope 3 details, which includes the procurement of products and services.

Further to this is the recognition of the considerable opportunities for the inclusion of social value in all activities, particularly in regions of deprivation where FM businesses are able to offer numerous opportunities for employment and community support.

“We have a very ambitious target of recruiting 1,000 apprentices every year, which means we’re going to be really pushing to achieve that. I think it’s really important to have that ambition and make the statement, which matches the raising of awareness around apprenticeship opportunities within the community.”

He follows this by referring to a recent signing of an apprentice junior energy manager on one of the company’s London contracts and also its numerous apprenticeship and post-graduate positions, including within Mr So’s ESG team. “It’s really positive that companies are now offering more entry level positions for those interested in sustainability and ESG, and it’s really good to see the social value side at OCS continuing to develop further.

“We’re seeing much more demand for sustainability-related commitments from customers and most public sector contracts have sustainability requirements. That’s why we need to have contractspecific ESG staff to help deliver all the social value, energy management and other requirements, so we have to match that demand.

“With a minimum of 10% scoring in public sector contract bid focused on social value and ESG, it makes commercial sense to have a really good focus on this area and that’s why we’re building our teams to take advantage of the opportunities that are opening up,” he continues.

With the public sector particularly focused on the social side and the private sector especially strong on environmental aspects, Mr So finds that ESG is increasingly bringing both sides together and assisting businesses to adopt best practice for the benefit of all stakeholders.

This can be seen in conversations with clients about policies to counteract modern slavery and meet diversity and inclusion targets, in addition to environmental and net zero aims.

“The skills sets that ESG professionals have to have is expanding, not just to meet regulations but also to meet the expectations of customers. There’s a lot coming at us but that’s why I was brought in six months ago to bring everything together across all our UK and Ireland divisions,” he says.

This brings our conversation back to the topic of apprenticeships and training, which for the ESG team will allow them to understand the culture of the OCS business as well as the important details of their role.

With the current central team numbering six personnel at present, this will increase to eight in the near future and also include dedicated ESG staff members serving on specific contracts.

“Demand for ESG within contracts is continuing to grow and it’s really exciting for the company,” he continues. “We’re now in the process of developing our ESG strategy for the UK and Ireland, aiming to launch in the next two months, making our ESG targets publicly accountable, as well.

“This will be as simple and straightforward as possible. You can make an ESG strategy as complicated and in-depth as you want, but to make it effective you have to keep to a simple concept so that everyone can understand it easily, while ensuring the targets are as responsible and accountable as possible.”

Mr So also explains how the merging of two major companies to create the current OCS business has allowed it to reaffirm its “TRUE values” and establish a clearly defined company culture. “The great thing is that our TRUE values came from our colleagues, and now they’re established they can be instilled into all the businesses that will be acquired in the future, too, as the company looks to double in size.

“And that will help all the companies we acquire, as they will mostly be the smaller businesses that are unlikely to have ESG dedicated staff, so the consolidation will be good for everyone, including our customers as we can share our ESG resources and best practices” Mr So concludes.

Laing O’Rourke and Southern Housing Back SSIP’s Mission to Eliminate Assessment Duplication

In a recent webinar titled “Maximising Efficiency Across Your Supply Chain,” representatives from Southern Housing and Laing O’Rourke shared insights on how SSIP (Safety Schemes in Procurement) has been pivotal in streamlining operations and achieving significant savings within their organisations

This article explores how these organisations benefit from SSIP, and how businesses across the procurement environment can improve supply chain efficiency.

Eliminating assessment duplication

SSIP acts as an umbrella organisation with an aim to eliminate occupational health and safety assessment duplication, leading enhanced efficiency and cost savings across industries. The SSIP portal plays a crucial role in this mission, holding details of all valid assessments completed by member schemes and facilitating mutual recognition.

As of recent reports, industry savings validated through the SSIP portal exceed £460 million since 2016.

SSIP membership is categorised into three types: registered members, certification body members and supporter members. Registered members conduct desktop health and safety assessments, contributing to over 77,000 certified suppliers visible on the SSIP portal.

Certification body members perform certifications against international standards, such as ISO 45001, adding to the robust data pool.

Supporter members, including significant players like Southern Housing and Laing O’Rourke, are instrumental in promoting SSIP’s mission and recognising its benefits.

Assessments are conducted against the SSIP Core criteria, providing Health and Safety Executive (HSE) backed standards. This framework instils confidence among stakeholders, ensuring that all suppliers meet stringent health and safety requirements. As Kevin Horner from Laing O’Rourke noted, “SSIP gives us informative competent verification directives and options via third-party certification bodies, allowing us to manage the supply chain effectively.”

Maximising efficiency with Laing O’Rourke and southern housing

Both Southern Housing and Laing O’Rourke have witnessed substantial benefits from SSIP supporter membership. Katie Williams from Southern Housing highlighted the organisation’s vast supply chain, consisting of over 3,500 suppliers. SSIP’s role in vetting and maintaining these suppliers is crucial. Williams stated, “SSIP complements our strategic goals by ensuring efficiency and giving us the assurance that minimum standards have been attained.”

Williams also discussed how SSIP supports their procurement processes, especially after their recent merger, which involved consolidating two different systems. “Having SSIP to support that process was critical,” she explained. SSIP’s flexibility allows Southern Housing to manage a diverse range of suppliers efficiently, even those unfamiliar with SSIP standards initially.

For Laing O’Rourke, SSIP’s contribution to operational efficiencies and cost savings has been significant. Kevin outlined four key areas where SSIP has made an impact: risk mitigation, compliance with standards, improved supply chain management, and enhanced health and safety confidence.

He emphasised, “Integrating safety schemes in procurement practices not only provides certainty on our supply chain’s organisational capabilities but also contributes to operational efficiencies and cost savings.”

SSIP is set to play a central role in shaping future procurement activities and supply chain management. With upcoming regulations such as the Building Safety Act and the Procurement Act, the SSIP core criteria will be increasingly vital in ensuring due diligence and mapping key supply chain capabilities. Kevin mentioned, “SSIP will be instrumental in addressing priorities like risk management, compliance, supplier performance, and sustainability.”

How requesting SSIP impacts efficiency

As highlighted by Katie Williams, managing a large supply chain requires substantial administrative effort.

Undertaking individual health and safety assessments for each supplier would be an unfeasible task.

However, using the SSIP Portal, Katie can quickly verify that a supplier has achieved the necessary certification to perform the duties they are bidding to carry out.

Stipulating SSIP-approved certification allows for this to be done through a simple search on the SSIP Portal. As Katie pointed out, “The portal is our first stop. It’s verified and validated, giving us clarity over what assessment scheme it relates to.”

Supporter membership is completely free and is offered to organisations that support SSIP’s aims and objectives. It signals to your stakeholders that you are committed not only to the highest safety standards but also to reducing the financial and administrative burden upon them. Furthermore, Supporter Members gain a seat at the table and can contribute to discussions around industry-specific best practices.

All supporter members are aligned with the mission and values of the organisation, fostering a collaborative environment aimed at enhancing health and safety standards across industries.

If you are interested in becoming a supporter member, please get in touch with SSIP, enquiries@ssip.org.uk.

The significance of mutual recognition

Mutual Recognition, the commitment from all assessment schemes that all schemes are equal, is the driving initiative behind the record-breaking savings over the past few years.

Notably, with £10 million worth of savings being directly attributed to Deem to Satisfy, the certification process allows suppliers who currently hold SSIP certification to apply with another member scheme, should a client request this.

This process allows for significant savings due to the reduced administrative procedure of undergoing another assessment and comes at a greatly reduced cost, with an average saving of 45%.

For organisations looking to enhance their supply chain management and realise substantial savings, joining SSIP as a supporter member provides an excellent way to do this.

As the experiences of Southern Housing and Laing O’Rourke demonstrate, the benefits are substantial and far-reaching, making SSIP an essential partner in streamlining pre-vetting procedures.

If you have any questions, or would like to learn more, please contact SSIP, enquiries@ssip.org.uk

Integrating safety schemes in procurement practices not only provides certainty on our supply chain’s organisational capabilities but also contributes to operational efficiencies and cost savings

ARE YOU REQUESTING SSIP THROUGHOUT YOUR SUPPLY CHAIN?

Join as a Supporter Member!

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.

WHAT OUR SUPPORTER MEMBERS HAVE TO SAY:

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.

Excellent service results from support for employees

Cleaning company finds ‘sweet spot’ between meeting customer expectations and running a successful business operation

When discussing the preferred method of managing facilities with client-side FMs, one of the most popular includes engaging the services of SME service provider partners, which invariably results in the provision of the best outcomes.

Rather than being “a small fish in a very large pond” when working with the larger FM service providers, the advantages of working with smaller businesses are many.

They include higher levels of responsiveness from all members of the business, including the senior management team. FMs find they can frequently speak with a director or senior manager and find it far easier to agree on successful outcomes to emerging issues, with smaller companies deemed to be much more agile and quicker to react than their larger contemporaries. Another advantage of working with locally based SMEs is they frequently have a much smaller carbon footprint and are more efficient in their service delivery actions, ticking many boxes within sustainability and environmental areas.

All the above and more apply to Lion Commercial Cleaning and its operations on the South Coast of England. Founded by managing director Nik Shore in 2007, the family business also employs Max Shore as account manager.

The father and son team recently explained their operations to FM Director magazine.

“I grew up in Southeast London and then moved to Eastleigh, Hampshire and ran pubs, clubs and restaurants for 15 years. However in 2000 I had decided it was time for a change and began to look for other areas of work.

During my time in the hospitality sector, I realised no one really offered the type of service I had in mind and there were a lot of changes throughout the 1990s,” Mr Shore senior continues.

“My father had run his own office cleaning business in London and I’d helped him a few times so had a good idea of how it worked.

Initially, I bought some local contracts from a company based in Sutton, Surrey. I would service these early mornings and late evenings and spend the day knocking on doors and on the telephone looking for more contracts in my own company name, which was Shoreclean.

It was then I discovered networking events which were at an early stage but a great opportunity to meet 20, 30 or 40 business owners in one place and to develop relationships and spread the word.

“That really helped me to win more business and I started winning contracts and employing staff to help with the extra work. We now employ 42 staff and many of them have been with us from the start,” he says.

Staff loyalty is one of the most important aspects of the business, he explains and outlines the lengths the company goes to in supporting its people: “We support them at all times firstly with their initial ‘Lion Way’ training when they come into the business, even if they have gained experience with other contractors in the industry but also continue that by providing them with help, support and on-going training whenever they need it, or when some new technology methods hit the market.

“We regularly acknowledge their efforts with certificates, awards and financially especially when they’ve gone above and beyond whatever their job role requires. We introduce them to the customer and also try to integrate them where possible. This allows them to partake in any of the events on the premises they service.”

He further states that this may include staff members attending sporting events, charity events and entertainment along with the benefits that are shared with employees, including when eating at restaurants serviced by the business.

We always do as much as we can to protect and ensure our all our staff are safe at all times

“They get to enjoy some great perks working with us and why shouldn’t they?” Mr Shore continues. “They are working hard for the customer and it’s great to see them appreciated and rewarded. We never allow our people to describe themselves as ‘I’m only the cleaner’ and continually remind them how important their work is and everyone works in the belief that the first impression you have of any place is often down to how clean it is. Everyone in the company strongly believes that you only get one chance to make a first impression.

“We pay them well and encourage all team members to take responsibility for their work. There’s a lot of ‘out of hours’ work required and that can be a problem at some sites, however we have accounts with local taxi companies, too, and we always do as much as we can to protect and ensure our all our staff are safe at all times,” he states.

Adapting to customer needs

The wide range of clients on the company’s books provides further evidence of the ease with which it adapts its service offering. Having gone to considerable lengths to understand its customers’ businesses, this has also helped Lion Commercial Cleaning to increase its focus on environmentally friendly cleaning practices and products.

“That’s become another important part of our business and is also helping us to stand apart from the competition. There’s a lot more understanding and acceptance of eco-friendly products and chemical-free cleaning than there was when we formed the company, however, we still need to explain all the benefits to some of our new clients and industry partners.”

He further states that one of the initial reactions to address is that environmentally friendly products are more expensive to purchase. This was often found to be the case initially, when comparing prices for traditional versus eco-friendly products, but is no longer the case in today’s market and the conversation then moves to the delivery of long-term value and how much better these products are for the planet.

“It may be more expensive to use Eco microfibre cloths initially, but the benefits and the long-term value are much better and longlasting than using the usual, traditional products. We also make sure the products are used correctly and as recommended by the manufacturer and this then makes them even more cost effective,” says Mr Shore.

Lion Commercial Cleaning is making several changes to reduce its carbon footprint, including using local suppliers and recyclable containers, along with its use of bio-degradable products and vessels they are supplied within. He further states that the company has decided to reduce the number of company vehicles it operates and these efforts have significantly helped to make further major reductions in its emissions.

“We always encourage our staff to use public transport wherever possible or practical and we have also supported them by driving them to work on some occasions.

“We also schedule work to make it easier for our people, so that they can travel to the site and then walk round the corner to the next client,” he continues.

The company has additionally adopted the PRIDE acronym, which not only aligns with its culture and identity but also stands for the ‘Personal Responsibility In Delivering Excellence’ approach to work that is followed by all staff members.

Further evidence of its responsible attitude is seen in its use of the “unbeatable value for money guaranteed” motto, which is applied to emphasise its extensive efforts in ensuring that all work practices assist the business in supporting the aims of its clients.

“We don’t worry about our competitors and let them do the worrying. It’s up to us not to lose the job and that’s why we make sure we deliver the highest levels of service. We always make sure our customers are satisfied and part of that is making sure that they can contact us at any time,” Mr Shore concludes.

Finding the most effective service partners is one of the most significant parts of any client-side FM and the many attributes delivered by Lion Commercial Cleaning explain why so many FMs prefer to work with companies of this company’s size and ability.

We always encourage our staff to use public transport wherever possible or practical and we have also supported them by driving them to work on some occasions

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Accessing all areas with PTSG

The PTSG Building Access Specialists division recently delivered a complex redecoration project for the popular John Lewis retail location in Oxford Street, London

Both client-side FMs and service provider businesses regularly state their appreciation of the FM industry’s high number of specialist service providers such as those provided by Premier Technical Services Group (PTSG).

Contracting those with specialist skills and abilities is considered to make good business sense and allowing them to focus on their core operational activities while benefiting from the expertise of their trusted industry partners. One of the most relevant recent examples of this is provided by Edinburgh-based Pendrich, part of the group of companies that comprises PTSG Building Access Specialists Ltd. The company’s most recent project completion is that of the redecoration of the John Lewis store London’s Oxford Street.

While many facilities have established in-house teams to provide decoration and minor building repairs, these services are additionally provided by an extensive number of service providers, as well. There are considerably fewer companies that are capable of carrying out work in areas that are difficult to access, however, and especially when this involves working at height.

Health and safety factors are the main considerations to be aware of, with the Health and Safety Executive (HSE) listing working at height as one of its main areas of concern for UK businesses. It continues to account for large numbers of fatalities and serious injuries in the workplace, providing further emphasis on the need to use partners that have a proven track record in completing these difficult operations on a regular basis.

The contract completed by Pendrich involved the preparation and decoration of the cavernous interior area of the John Lewis escalator area in its Oxford Street store. Pendrich managing Mark Perfect describes how this was completed safely and to a high standard through his company’s use of rope access and its lateral access system (LAS).

Lateral Access System

Mr Perfect devised the LAS for his company’s rope access and steeplejack operations after witnessing it in action in America while on holiday. He assembled a team of his own IRATA-trained Level 3 rope access engineers, initially using two nylon ropes and weights to test the strength and effectiveness. The nylon ropes were then upgraded to steel ropes for optimum strength for all applications.

For each application of the system, the team conducts a detailed survey of the building’s structure, ensuring its compatibility.

When the LAS is installed, it is tested with weights (sand bags) to find the optimum tension for the users, to ensure it is safe and, if any revisions are made, it is tested again before being signed off by the company’s qualified and experienced engineers.

Mr Perfect states: “The lateral access system has been configured to enable operatives to work at any height and can be installed to the underside of roof canopies, fragile roofs and attic spaces. It can be installed safely above plant and machinery.

“It can be safely and easily used to avoid any disturbance to maintenance tasks such as painting, cleaning and repairs at ground level. It is also ideal for use in environments where access is restricted.”

In addition to reducing the time and disruption to sites caused by other methods, such as scaffolding and mobile elevating work platforms (MEWPs), the system avoids the cost of hiring expensive equipment or the installation of scaffolding.

With regard to the completion of the John Lewis Oxford Road project, Mr Perfect states: “Our five-man team of rope access engineers installed all our rope rigging from the internal roof structure, which allowed our engineers to access all areas of the scaling escalators. Working on shift patterns to suit the operational periods of the store opening, our engineers set up encapsulation areas to allow the scaling paintwork to be removed without harming any of the shop produce.

“The entire escalators were prepared and painted to protect and enhance the visual impact of the escalator structures. This project required immense attention to detail to avoid any interruptions to business over the 20-nightshift period. We completed the work within the timescale and the quality of workmanship was commended by the client,” Mr Perfect continues.

No interruption to client operations

His comments help to highlight another important aspect of service delivery in that the company went to considerable lengths to allow the client’s business to remain operational and uninterrupted throughout the course of the project. When compared to the options provided by in-house teams, it is unlikely that large-scale projects could be completed by working entirely at night, even if it was capable of achieving high standards while working in challenging conditions.

In the case of the John Lewis redecoration project, it was decided that rope access provided the best option for completing the works required in the most efficient manner.

This technique is widely accepted throughout the FM industry and is frequently used by PTSG’s rope access (abseil) engineers to allow them to access every part of a building quickly, easily and safely.

As previously mentioned, Pendrich’s technicians are IRATA (Industrial Rope Access Trade Association) trained. IRATA is recognised as the world’s leading authority on industrial rope access and is therefore the ‘go to’ association that provides the skills and knowledge required to work at height where ropes and associated equipment are used to gain access to and from the work position, and to be supported there.

Rope access techniques are used in a wide range of repair, maintenance, inspection and installation roles in a wide range of contractual operations, and are used extensively throughout the construction and FM.

The most common areas of use for rope access includes the interior and exterior cleaning of windows and completion of glazing services, along with specialist façade cleaning. Building fabric decoration, maintenance and surveys are also included, complemented by roof and gutter repairs and maintenance.

Highly skilled PTSG Building Access Specialist surveyors will visit each site to ensure that the most suitable technique is applied correctly for each operation.

As in the recent John Lewis project, rope access is frequently found to be the safest and most cost-effective means for completing work at height operations.

Further positive progress for veterans networking group

Official launch confirms high levels of interest for more interaction with those leaving the armed services and seeking employment within the FM sector

There have been many statements from senior managers in all areas of the FM industry over the years stating their preference for employing ex-service team members, with the majority of these justified by those employed continuing to rise in seniority and increase the value provided to their employer.

This message has continued to be shared by industry personnel and spread throughout the sector, further promoted by veterans who have joined and continue to enjoy rewarding careers in FM roles.

Additional factors including the skills gap and recruitment crisis within the UK in recent years have also contributed to the realisation of the rich potential provided by ex-service veterans.

The points above and several more were included in the presentations to announce the official launch of the IWFM Veterans in FM Networking Group. This has been widely publicised by both FM Director magazine and various other channels around the industry, following the launch of its LinkedIn page earlier this year.

Held at the iconic and highly relevant RAF Club in London’s Piccadilly, the event included presentations from leading FM industry experts, all of whom highlighted the many benefits increasing contact and understanding within the armed services of the FM sector.

Several speakers had enjoyed distinguished careers in both their military roles and their FM appointments, further emphasising the already close links between the two.

One of the main points referred to are the many similarities of working within the armed services and the FM industry.

Despite the obvious differences, ex-service veterans state that their military training had proved essential in dealing with the daily demands of their FM roles, ranging from problem solving and conflict resolution to adapting to the constantly varying requirements seen throughout the sector.

The Veterans in FM Networking Group includes a central committee of FM service providers, several of whom have been featured within FM Director since its launch in September 2022.

The most recent of these is our interview with IEM director Alistair Scott (see FM Director April, page 36), along with Lorne Stewart chief executive officer Mark Sutcliffe (see FM Director June 2023) and 300 North director Michelle Connolly (see FM Director March 2023).

Committee members addressing the audience on the evening of 15 May included executive coach and Veterans in FM Networking Group chair and military veteran Louisa Clarke, whose considerable efforts have been recognised by many of her fellow committee members.

One of the main points referred to are the many similarities of working within the armed services and the FM industry

“There are so many opportunities for veterans in the FM industry with a lot of similarities and skillsets shared with the military.

“We’re also seeing more people change jobs at a faster pace, increasing demand for good people in all areas of FM, which is the only industry that touches all the others. There is so much choice available throughout FM, providing more opportunities for veterans who are already experts in these areas,” she said.

Ms Clarke was followed by Mr Scott, whose company was the headline sponsor of the event, and another veteran. Similar to many of the FM industry’s senior personnel, he described his post-military career and introduction to the sector as happening more by chance than design.

Having enjoyed a “soft landing” into FM, due to its many similarities that allowed Mr Scott to both use and further develop the skills he had learned in his military career, he explained how the Veterans in FM Networking Group is seeking to increase contact with veterans with aim of allowing them to enjoy the same opportunities.

“We plan to hold regular networking events to bring everyone together and our company, IEM, is proud to be the founding sponsor of the group and allow us to give something back,” he said.

Mr Scott introduced his colleague, IEM managing director Joe Benitez, who explained how his considerable experience within the retail sector and business development had brought him to the FM industry. He had come to appreciate both the sector itself and the many opportunities that it continues to offer to those seeking employment after leaving their military careers.

He was followed by Pestgone Environmental director Mark Moseley, a veteran of the Royal Engineers, who began his presentation with a video of his time on The Apprentice television programme.

Describing how his military experience had provided highly transferrable skills that ideally suited his various FM roles, Mr Moseley then shared how these had led to his current role and the delivery of pest control services around the UK.

There are so many opportunities for veterans in the FM industry with a lot of similarities and skillsets shared with the military

FM and military veterans

There has been a noticeable growing momentum in the recognition of the value of raising levels of interaction with all areas of the armed services and government departments, with a view to attracting individuals leaving their service careers to seek work within the FM industry.

As stated in the article above, this is not a new development but one that has continued to gain momentum in recent years and particularly within the last 18 months. Readers of FM Director magazine will have seen regular references to the value of the training received within all sectors of the armed services and how this has greatly assisted the careers of senior personnel in our industry.

While the Veterans in FM Networking Group is not focused solely on those seeking senior roles, it is notable that the leadership training provided by the military frequently resulting in ex-services personnel being appointed to the management teams of service providers. Independent FMs are also frequently seen to have benefited from time spent in the military, perhaps even more than their service provider partners.

Managers of estates and facilities of all types frequently refer to the variety of their roles and how these demands match those of their former careers within the armed services. In addition to the obvious point of reference within the long list of interviews with senior industry personnel published by FM Director magazine, the official launch of the Veterans in FM Networking Group is both further promoting and publicising the efforts of numerous partner organisations, companies and charities in raising awareness of the long list of beneficial outcomes that can result from forming ever closer ties between the military, government departments and our industry.

Another of the Veterans in FM Networking Group’s committee members, his presence added further proof of the attractiveness of the FM industry for ex-armed service veterans. Having worked in several roles in and around the FM sector, his comments contributed more valuable evidence of the long list of opportunities available, which provides considerable potential to assist those leaving the military to find the best roles that match their training and expectations.

Following more presentations from those enjoying FM careers after their military service ended, Mission Motorsport founder and chief executive officer James Cameron delivered one of the most notable speeches of the evening. Among his many engaging comments, he stated that there are currently 2.2m military veterans living in the UK, 1.3m of whom are of working age.

He used this figure to further emphasise the considerable value of engaging with all areas of the military and the veteran community. Mr Cameron additionally stated his distrust of politicians in general, but then used this to emphasise his praise for the Right Honourable Johnny Mercer MP and his efforts for supporting the veteran community within the UK government.

With more than 200 senior FM industry professionals and armed services veterans attending the event, the current support and future potential for the Veterans in FM Networking Group to deliver high levels of value to both the industry and ex-services personnel is extremely apparent. The industry’s reputation “being all about the people” is another factor that resonates with ex-services veterans at all levels and is another important factor to include in conversations on all sides.

Perhaps one of the less discussed elements included within this topic is how the FM sector is increasingly able to support workers of all backgrounds and support their needs, both professional and personal. This will resonate with many ex-service personnel already working within FM, a small percentage of whom have successfully made the transition to their civilian roles while overcoming issues such as post traumatic stress disorder (PTSD) that have resulted from their military roles.

Another supportive factor in the equation of attracting veterans into the FM sector is the increasing levels of social value being delivered throughout the industry. Thousands of companies and organisations have found the signing of the Armed Forces Covenant to be a central element of their policies.

The central aim of the covenant is to ensure that all those who have served within the armed forces and their families receive fair treatment, which provides another supportive factor for FM companies to sign this and increase their interaction with veterans.

Those wishing to see more information about the Veterans Networking in FM Group or the Armed Forces Covenant are invited to click on the links below.

Veterans in FM

iwfm.org.uk/community/veterans-in-fm.html

Armed Forces Covenant: guidance and support gov.uk/government/collections/armed-forces-covenantsupporting-information

FM Energy Leaders conference confirms central London venue and opens for registration

MRI Software is partnering with FM Director to present a conference with industry leaders providing keynote speeches and serving as panel members to deliver high level debate

On July 3, MRI Software will lead the forum tackling the growing number of national and international topics within the FM sector and provide answers to many of the industry’s most important questions.

Taking place at The Skyline London at Tower Suites, the day will include keynote speeches and discussion 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 speech that will explore 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 and industry service providers:

The increasing use of AI and technology in general in 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.

Confirmed panel members include Pareto FM founder and vice chair Andrew Hulbert, Ashden environmental charity head of Let’s Go Zero for 2030 Alex Green, FM Consultant and Baachu Rain founder Basker Sundaram and Neutral Carbon Zone chief executive officer Alan Stenson.

To receive further information or register for the one-day conference, visit mrisoftware.com/uk/event/fm-energyleaders-forum/

Panel member biographies:

Baskar Sundaram

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.

Baskar’s diverse background enables him to craft comprehensive AI strategies for the built environment, focusing on key areas such as energy management, building sustainability, workplace experience, talent attraction, contract retention, and information security. He has enabled over 850 professionals and 18 organisations to optimise their sales operations using Generative AI, equipping them with a comprehensive toolkit and training for successful AI implementation.

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.

Alex Green

Alex Green is the Head of Let’s Go Zero for Ashden, a climate solutions charity based in London. She leads on Let’s Go Zero 2030, a campaign that supports UK schools working together to be zero carbon. 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.

Ms Green 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.

Andrew Hulbert

Founder of Pareto Facilities Management, Andrew Hulbert is a multi-award winning entrepreneur, who founded and grew Pareto FM, one of the most successful UK FM services providers of the last decade.

He 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, Mr Hulbert is a serial social enterprise entrepreneur and has founded various schemes to support the wider community. He is also the vice chair of the Institute of Workplace and Facilities Management and has volunteered for the institute for over a decade.

Industry-wide coverage delivers on promise

MRI Ascend conference enjoys high levels of attendance in the coverage of major real estate and FM topics

Held at the Intercontinental O2 Hotel in Greenwich, the MRI Software Ascend conference began with a spectacular display by the London Military Drumming Band, followed by a warm welcome from the company’s chief executive officer Patrick Delaney.

Within his welcoming address he explained the company’s continuing growth around the world, having reached the number of 5,000 clients and 35,000 industry partners. He also emphasised the importance of the UK and Ireland to MRI Software in the EMEA region, which currently contributes 30% of its total business revenue.

In addition to sharing more statistics and company updates with delegates, Mr Delaney also introduced a number of his senior colleagues to continue the provision of an in-depth overview of the business and its most recent developments.

The majority of these focused on the effective use and accurate analysis of data, which increasingly involves the application of artificial intelligence (AI) in a number of areas.

One of the most relevant outcomes for delegates to appreciate is the high number of common areas of interest between the managing of real estate and delivery of FM services.

Although this has been discussed for a number of years, the MRI Ascend conference proved how the ever-closer alignment between the two sectors is continuing to progress.

The opening presentation also included presentations of trophies to the winners of the company’s Re:Visionary Awards, which were won by:

Amey: Connected Workplace;

JLL: Operational Excellence;

Northern Ireland Housing Executive (NIHE): Community Impact;

Proactis: Partner Award;

Growthpoint Properties: Data Visionary.

The use of sensors has increased considerably to capture a wide range of data from footfall to indoor air quality (IAQ) and from lighting to HVAC equipment performance levels.

One of the most impressive results within this is the ability of software to drill down to show detailed performance statistics and monitor all aspects of the facility and its service desk functionality.

Further discussion of major topics, including those included within the environmental and social governance (ESG) concept, added further emphasis on the increasingly responsible attitudes being adopted throughout the business community.

It also showed how successful businesses like MRI Software are continuing their expansion while engaging with their social agenda, through initiatives such as supporting charitable causes and encouraging staff to engage in voluntary work.

The company is actively involved in providing support for a number of charitable causes around the world that ranges from improving literacy to addressing homeless issues, while also supporting disaster relief initiatives, food banks and the health and safety of all those within local communities.

Having set the scene and whetted the appetite of the more than 500 delegates attending the conference on the day, the focus moved to the first floor of the venue and large, central atrium.

Attendees were encouraged to identify the presentation sessions of most interest to them, which were held in the rooms surrounding the central exhibition area.

Beginning around midday, the sessions were arranged from time slots of 30 minutes, 45 minutes and one hour, with each one including an MRI representative to coordinate the discussion, which included introductions to panel members and chairing discussions in many cases.

The company had carefully organised the inclusion of more than 70 sessions, providing delegates with a wealth of choice and information.

Given the nature of the MRI Software business, it was entirely understandable that the topic of proptech was a prominent feature within many of the afternoon sessions at the conference. The fact that technology use and engagement is continuing to reach ever higher levels in both the real estate and FM sectors made this highly relevant and proved to be of major interest to many delegates.

Further to the sessions covering areas such as the management of social housing facilities, property management in general and sales and lettings. These were further complemented by discussions on energy management within facilities and estates, FM service delivery and footfall analysis.

Working alongside industry experts, MRI colleagues emphasised their expertise and knowledge of their specialist areas of work, encouraging delegates to engage with questions and comment to further enhance the value of the discussions.

Among the long list of advantages enjoyed on the day by delegates was that of numerous networking opportunities, particularly in the lunch and coffee breaks but also in the times between presentations and viewing the presentations of MRI Software partners in the main hall and other areas. Interaction between industry personnel was also significantly enhanced by the drinks party at the end of the day’s official activities.

Possibly one of the most important messages came from the enthusiastic response to everyone present and their appreciation of gathering together a live event. With the popularity of online meetings and conference calls continuing, there is an undoubted willingness among the majority of industry personnel to attend face-to-face and live meetings.

One of the most relevant outcomes for delegates to appreciate is the high number of common areas of interest between the managing of real estate and delivery of FM services

Celebrating 20 years of excellence in permanent façade access solutions

Founded by Managing Director Kevin Walton, Integral Cradles marks its 20th anniversary this May

Since 2004, Integral Cradles has become synonymous with trust and excellence, delivering advanced and complex façade access solutions for the UK’s most iconic buildings.

Identifying an opportunity in the market

Kevin Walton’s journey into the realm of building access began during his tenure as a project manager for tower projects in Canary Wharf, following experience working overseas on building projects in Hong Kong.

“I was a project manager working on tower projects for Canary Wharf, including managed access companies,” Kevin explained.

“I quickly recognised that there were improvements that could be made to the access systems which I was managing in the UK, the large manufacturing suppliers in Europe were high quality and I believed we needed to introduce this engineering quality to the UK market, so I set up Integral Cradles with a vision to achieve this.”

Starting small, Kevin’s dedication and hard work quickly led to significant project awards.

“In the early days, we faced numerous challenges, from operating as a team of just two people to proving ourselves in a competitive market,” Kevin recalled.

“I remember printing out tenders on my home HP LaserJet during the night to get copies in that ended up being our first significant projects – 20 Palace Street for MACE and 70 Brompton Road for Laing O’Rourke.” He said.

“I also vividly remember on one of our early projects having a guy turning up at my house with the machine on the back of a lorry instead of at the site, so there were certainly some teething problems! But with perseverance and a commitment to quality delivery, we established Integral Cradles as a trusted name in the industry.”

World-class building maintenance solutions

Over the past two decades, Integral Cradles has been involved in numerous landmark projects, spanning London’s iconic skyline. Buildings Integral Cradles has worked on include The Leadenhall Building, 30 St. Mary’s Axe, One Blackfriars Tower, and 52 Lime Street, famously known as The Scalpel.

The Scalpel, a commercial skyscraper in the City of London and the European headquarters of insurance company W.R. Berkley stands at an impressive 190 metres tall, with 35 levels of office space, over 500,000 square feet of commercial space and over 12,000 square feet of retail and restaurant space, an iconic building towering over London’s skyline.

The project has been recognised in numerous industry awards, including Integral Cradles’ being shortlisted as a finalist in Project of the Year by a Specialist Contractor (sub-contract £2m-£5m) in the 2020 CN Specialist Awards and the Technology category of the IWFM Awards in 2022.

Collaboration and a whole lifecycle solution

Collaboration has been a key driver of Integral Cradles’ success during its 20-year history. Kevin emphasises the importance of working closely with architects, contractors, and facilities management teams from the project’s inception to its completion and beyond. “It’s about wrapping it all together, from concept to the end of life,” he explained.

“We believe great things happen when all parts of the supply chain work together. Wherever possible, we get involved as early as possible, working with architects on new-build projects, so that a façade access solution becomes a seamless part of the building’s operation.”

Integral Cradles also collaborates with its manufacturing partner, GIND of Madrid, Spain to design and build bespoke access solutions. With rigorous testing and attention to detail, each system is installed and maintained to the highest standards. GIND UK was subsequently formed in 2016 as a strategic maintenance and aftercare provider for the access solutions installed by Integral Cradles. Together the two organisations can deliver a complete design, manufacture, installation, service and maintenance solution.

“We employ a team that works with the architects, and access consultants and helps them develop a scheme, deliver it with the main contractor and look after it while they finish their buildings. We’ll then work with the FM companies to maintain it and then eventually when they look to replace or update it in years to come, we’ll return to deliver that. It’s a truly whole lifecycle solution for building access.” Kevin explained.

Navigating a changing landscape

As technology evolves, Kevin says the changes in the construction industry continue to develop.

We believe great things happen when all parts of the supply chain work together

“The main change is to do with governance and control. The levels of requirement from BIM, ISO and more recently the ‘model first’ approach are a given now rather than an option. This is a good thing for us as it helps us - having things like clash detection and model design deliverables as requirements on every job means we can work alongside our clients more collaboratively to achieve these.”

3D collaboration tools are also developments Kevin sees as positives:

“In Europe, the supply chain is already looking at reducing the number of design drawings through 3D collaboration, efficiencies of design and saving time. If the full industry uses these models and a ‘model first’ approach, which we embrace, it makes delivery more efficient. “From when a drawing comes from the printer into a workflow, the jobs with the ‘model first’ approach have reduced the number of iterations by 75%. So, the cost and time savings are significant. We employ the biggest design team in the access industry, so this approach works well for us.”

Attracting talent

Through a range of graduate and apprenticeship opportunities, Integral Cradles has been able to attract talented people into the building access industry who have higher skills than ever before. Kevin says the company’s focus is on employing good, skilled people – regardless of their background.

“This approach has created a diverse workforce for us of different demographics with a great blend of skills and experience.” He said.

Looking to the future

Looking ahead, Integral Cradles aims to adapt and innovate in response to a changing market. Kevin emphasises the importance of maintaining the company’s core values while exploring new opportunities in sectors like rail and offshore.

“The development of kinetic architecture, where buildings are designed to allow parts of the structure to move without reducing structural integrity, means there are opportunities to work on all kinds of buildings in different sectors, so the future looks bright for access solutions. Our focus has always been on delivering technical excellence and trusted engineering solutions,” He concluded.

“As we embark on the next 20 years, we remain committed to this ethos, driving innovation and aiming to exceed expectations in every project.”

For more information about Integral Cradles and its projects, visit www.integralcradles.com

Freshen up your service with Lemon Contact Centre

In the dynamic landscape of facilities management (FM), the ability to swiftly adapt to changing demands is key to success

For FM companies looking to outsource calls, scalability emerges as a key driver in the decision making process, offering many benefits that resonate across operational efficiency, customer satisfaction, and bottom-line impact.

Picture a world where every customer query and work order seamlessly flows through your business, day and night, leaving your team free to focus on what matters – delivering exceptional services to your customers. Backed by Lemon Contact Centre’s extensive 20-year expertise, Lemon haven’t merely navigated through challenges; we’ve honed the skill of foreseeing and surpassing your multifaceted requirements.

Acting as a natural extension of your business, Lemon handles calls and emails with precision, offering a comprehensive solution from triage to dispatch. Our customer-centric approach ensures a smooth experience, regardless of the communication channel. Whether it’s a high-priority call or an email requiring detailed attention, Lemon seamlessly integrates into your operational processes, ensuring a smooth and efficient workflow.

Lemon Contact Centre goes beyond being just another service provider – we become a true extension of your business. Our seamless integration into your existing CAFM system and client portals ensures a smooth flow of requests, progress monitoring, and access to vital information. Trust Lemon to not just meet but exceed your expectations, all the while prioritising the security of your data with the highest accreditation standards. At the heart of facilities maintenance lies the rapid deployment of personnel to tackle issues head-on. Lemon seamlessly integrates into your business workflows, ensuring the prompt dispatch of the right engineer to the right location, an accurate dispatch process that could save you time and money. No bottlenecks, no delays – just a swift response that sets your business apart.

In a data-driven industry, Lemon stands out by providing timely and accurate reporting. Monitor your performance in real-time, make informed decisions, and witness the effectiveness of our services. Transparency is our mantra, and our insightful reports exemplify our commitment to accountability and continuous improvement. Lemon sets the standard for excellence, ensuring your business remains ahead in the ever-evolving facilities landscape.

Lemon has etched its name as a contact centre leader in the FM industry, boasting the highest level of ISO and industry accreditations. 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.

Lemoncontactcentre.co.uk 0800 612 7595

Acting as a natural extension of your business, Lemon handles calls and emails with precision

New head office latest major development for new FM business

The ambitious growth plans of OCS took another significant step forward with the recent opening of its new head office in Ipswich

Following the merger of OCS with Atalian Servest last year, the FM industry’s most recently-formed large service provider is continuing to accelerate ahead in the drive to achieve its ambitions of doubling in size over the next few years.

Having outlined this and its intention to recruit 1,000 apprentices (see Daniel Dickson interview, FM Director February, page 34), OCS has made rapid progress in confirming its core values, combined with the purchase of other FM service providers to add further momentum to its organic growth and the signing of new contracts.

Another major development has been the opening of its new head office in Ipswich, Suffolk.

FM Director visited the new facility and spoke exclusively to OCS chief legal and risk officer Laura Ryan following its official opening by the Mayor of Ipswich the previous day.

On arrival at the new head office, the initial impression is of a bright, busy and welcoming working environment. After its official opening the day before, many of the OCS personnel spoken to confirm that this is just their second day in the new office.

“We began by looking around Bury St Edmunds, but couldn’t find anything that we really liked,” Ms Ryan explains. “We knew of this building and were confident that we could make it fit for purpose and match our corporate image.”

She states that the interior design of the new office replicates those of other OCS facilities around the UK. “We’ve made sure that the interior matches all the others, which means our colleagues will be comfortable working in any of our offices in the UK and even globally.”

With 200 of the company’s personnel working from its former Bury St Edmunds facility, Ms Ryan states that another of the reasons for choosing Ipswich for its new head office was that it is within an easily commutable distance.

“We were very keen to retain everyone and the last thing we wanted was to see any redundancy exercises. This space is the best for us and it allows us to tap into a new talent pool, not just in the Ipswich area but also down the A12 corridor, including Colchester and Chelmsford,” Ryan continues.

Given the company’s ambitious growth plans, the option of attracting more people than would otherwise be the case if it had remained in Bury St Edmunds succeeded in assisting the business to decide on its new Ipswich location.

“This will be the base for our main office-based functions, including HR, legal, procurement, schedulers, retail cleaning support and others. There’s also lots of scope to increase our space in the area, too, and open more buildings,” she says.

One of the many areas of discussion for additional facilities includes the possibility of an innovation centre.

Current thinking within the company is consideration of the options to showcase the various types of technologically advanced equipment and software being utilised within several of its existing contracts, with the intention of encouraging more uptake of this and support the expansion of OCS in the years ahead.

“There’s a lot of time and money invested in this office, to make it on-brand and comfortable for our colleagues to work. We wanted to create a space our colleagues felt proud of and enjoyed working from, because they deserve that, and it also helps us to attract new people to come and work here.”

We were very keen to retain everyone and the last thing we wanted was to see any redundancy exercises

Despite the major implications of the new head office, it is a sign of the high levels of confidence and optimism within OCS that the business is already considering its options for other facilities. Ms Ryan states that in addition to within Ipswich itself, it is notable that both warehouses and offices are continuing to be built along the A14 route to its former Bury St Edmunds site, which are highly likely to provide numerous opportunities for the purchase or lease of these, as well.

Similar to many of the UK’s larger companies, OCS is keen for its staff to work in offices that encourage collaboration between everyone. The inclusion of the company’s administrative staff within one office is designed to facilitate this.

“I always find that the new ideas or joining the dots happens more organically when everyone gets together in the same place. There’s a lot to be said about working from home, and a lot of our colleagues want to do that, but on the flip side they also want to be in the office as well,” she continues.

“It’s important for everyone to work closely within their teams, but it’s just as important to get all the teams together and benefit from that cross pollination.

“You hear conversations around the office where people contribute and share valuable information that might not be the case if they were working remotely.”

The company has established an informal flexible working programme that allows staff to work in the best way for their individual needs, while encouraging everyone to gather with their teams to collaborate on a regular basis. Another major development emerging from the company’s new facility is the introduction of its booking system.

“We’ve implemented the Kadence booking system for this office and that’s also going to be rolled out for our other offices, too. That allows everyone to book desks, meeting rooms and parking spaces and that means we’re making best use of the space, because we know that it’s unlikely that everyone will attend five days a week.”

In addition to its new Ipswich facility, the company has key offices in London, Glasgow, Edinburgh and Dublin, with others in Manchester, Leeds and additional areas. Once the Kadence system is proven for the Ipswich office, it will be rolled out to the OCS UK centres.

It’s important for everyone to work closely within their teams, but it’s just as important to work get all the teams together and benefit from that cross pollination

Managed by the company’s head of estates, the new office uses the OCS cleaning, security, catering and other divisions of its operations to ensure it reaches the required high standards.

It will additionally include a state-of-the-art café and restaurant, which is currently under construction and expected to open within the next few weeks.

Yet another advantage of the new office is that it is already helping the company meet its apprenticeship aims by attracting new members, recruited by its social mobility team.

“There are universities and colleges in the local area, which are great to find new talent, and we’ve also established well structured work experience schemes. I also think that’s a really good way of connecting with the local community.

“We’re also starting an apprenticeship management programme in September and we’ve already recruited the first five people.

I always find that that the new ideas or joining the dots happens more organically when everyone gets together in the same place

“They will then spend three months in HR, finance, etc, and also in operations, which will give them an excellent grounding.

The company employs 50,000 in the UK & Ireland, and 120,000 people globally.

As part of its five-year plan to double in size, OCS says it will look to employ up to 700 people from the Ipswich area and will be increasing the number of places on its apprenticeship scheme nationwide.

New Century House, an acknowledgement of the first name of the company established by the founder of OCS, Frederick Goodliffe, 124 years ago.

£1.7bn UK and Ireland turnover, £2.2bn globally.

Workforce of 120,000 and more than 8,000 customers.

Energy and enthusiasm behind rise in interest at trade show

The Workplace Event 2024 was held in Birmingham’s NEC again this year, recording a significant increase in attendance as its star continues to rise

Taking place from 30 April to 2 May this year, the third edition of The Workplace Event was notable for a number for reasons, not least of which was the significant rise in attendance numbers.

Social media activity before, during and after the event had also confirmed the rise in interest around the FM sector, with many of its current and rising stars in attendance.

The show also followed the accepted format of including ‘colocated’ events, combining exhibitions of interest alongside each other with the overall aim of attracting more visitors by including the added value effect.

Following the reports of significant increases in attendance numbers, it seems the organiser has been justified in its inclusion of fire safety, security, health and safety and cyber security. The five events can be seen to have established a powerful attraction for visitors that bodes well for future iterations.

Having confirmed that more than 6,400 attendees visited the 2024 event, the organiser stated that these predominantly consisted of workplace and FM professionals.

As with all industry exhibitions, location continues to be a major topic of debate, with the NEC Birmingham continuing to be one of the favourite among the various options.

Served by a mainline train station and located alongside major motorway links, the site is also close to Birmingham Airport, supporting its ease of access claims. Being placed midway between London and the major northern England cities of Manchester, Leeds and Liverpool is seen as another attractive option by the majority of attendees.

The organiser further stated that attendees appreciated the opportunities provided to engage with cutting-edge ideas, inspiration, and innovations shaping the future of work. “This dynamic event served as a catalyst for change, empowering attendees to transform their workplaces with forward-thinking solutions,” said the organiser’s post-show statement.

A notable highlight was the debut of the Emerging Leaders of Tomorrow sessions, focusing on critical issues such as racism, inclusion, and entrepreneurship. These discussions further emphasised how contemporary trade events have moved beyond their predecessors by embracing the more responsible and sustainable ambitions of modern businesses.

Included in the series of seminars and lectures were the daily Unhinged panel sessions organised by Pareto FM founder and vice chair Andrew Hulbert, who was joined by a panel of highlevel industry professionals to discuss specific topics of industry importance each day. Mr Hulbert was also at the show to promote the Tomorrow Meets Today (TMT) networking initiative he founded with public speaker and leadership Sajna Rahman, which had booked its first exhibition stand at the event as part of its latest publicity campaign.

The inclusion of educational initiatives and seminar theatres is now considered an essential element of all industry exhibitions, which continues to align with the needs of industry professionals. This is additionally assisting the further promotion of thought leadership within the FM sector in particular and allowing it to emphasise the dynamic nature of the industry and continue the drive to raise more awareness of its many opportunities, advantages and value.

Another significant moment was the keynote address by Matt Dawson MBE, former England rugby player, who shared insights on culture, community, and leadership in workspace management. Dawson, a brand ambassador for Circles UK & Ireland by Sodexo UK, delivered a thought-provoking talk that was described as “resonating with attendees” by the organiser.

An industry exhibition should also include the opportunity to showcase items of interest to delegates, of course, and this was certainly the case at The Workplace Event. T

he organiser reported that more than 100 exhibitors had booked space at the show and several visitors stated that they expected this number to increase next year.

Having recorded significant growth in attendance numbers at just its third showing, The Workplace Event seems likely to see more interest from industry suppliers in the years ahead. This view was supported by the feedback by FM Business Daily colleagues who had supported the company’s second presence at the event.

The organiser’s official release read: “With over 100 industry exhibitors, the event showcased a diverse array of workplace and FM solutions designed to enhance workplace strategies.

With over 100 industry exhibitors, the event showcased a diverse array of workplace and FM solutions designed to enhance workplace

Situated at the centrally located NEC Birmingham, The Workplace Event combined hands-on activities, insightful content, and the latest market innovations. As a go-to event in the industry calendar, it offered a collaborative platform that provided actionable insights and ideas to elevate workplace experiences and strategies.

“The launch of the Social Enterprise Village, powered by Waste to Wonder Worldwide in collaboration with Social Enterprise UK, was another major attraction. This dedicated area emphasised ESG principles in company facilities and workplace strategies through collaboration with social enterprises. Twenty-five exceptional social enterprises showcased products and services delivering substantial social and environmental impacts, tailored for the facilities and workplace sector. The village also featured the Social Enterprise Knowledge Hub, with panels on sustainability, social impact, modern slavery, and diversity, featuring speakers from CBRE, Sodexo, and Alcumus.”

The Institute of Workplace and Facilities Management (IWFM) was frequently seen at the event hosting panels and sessions at the Workplace Leaders Summit and knowledge hubs. Topics covered included Make Your Space Reflect Your Culture, Not Someone Else’s, Realising the Role of FM in Net Zero, and The Strategic Workplace Leader: Changing Roles and Opportunities. They also featured a dedicated lounge, where their regions and special interest groups from across the country gathered for collaboration, inspiration, and networking.

“The Workplace Event 2024 was an exceptional success, uniting the brightest minds and most innovative solutions in the industry. It was a platform for driving change, pushing boundaries, and shaping the future of work,” said group event director Tristan Norman. “We are delighted to have set a new industry benchmark, inspiring organisations to prioritise workforce well-being and adopt innovative solutions that boost productivity, efficiency, and sustainability.”

Following the success of the Workplace Top 50, the Class of 2023 was celebrated during the day one networking drinks, and the Class of 2024 was announced, facilitating connections among peers. A celebration party is scheduled for July 3, 2024, at Morden Hall, London, UK.

The Workplace Event 2025 will take place on 8-10 April at the NEC Birmingham and those wishing to attend can register their interest by visiting www.theworkplaceevent.com for more information

The march of the robots is delivering value and service reliability to FM clients

Following its initial successes for the hospitality sector of FM clients, Omni Facilities Management is now building further on these and aiming to extend its already impressive list of clients

With rapid advances in technology continuing to gather pace, it is fascinating to see the reaction to these within the FM industry, ranging from alarm and disbelief to celebration and acceptance.

It is notable that early adopters are seeing their efforts bear fruit in a number of areas, which is particularly relevant to the Omni Group and its range of services provided to FM clients throughout the hospitality sector. The company reports it has successfully embraced robotics and software and is now using this to transform how it delivers cleaning services for its clients.

FM Director met with chief executive officer Steven Foster, who explains his unexpected journey into FM after arriving in the UK at the start of the millennium.

“I never expected to work in the FM sector and I always tell my colleagues that I’m not an FM Manager, I’m a hotelier now working as a service provider in the industry,” he begins. His considerable experience within the hospitality sector – and hotels in particular –was gained in his native South Africa.

“When I moved to the UK, I started working at hotels in much more junior roles than I was used to, particularly in the Heathrow area. I had a great time and made some really good friends and we’re still in touch today.”

Having made the transition from South Africa, Mr Foster began to apply his skills and sound work ethic to gain further experience and seniority in his job roles. The result of his efforts saw him join the RBH hospitality services provider in 2010, from which he joined Omni Facilities Management at the start of 2022.

He speaks with obvious enjoyment about the company and its services, which have proven to be a highly positive match for his skills and appreciation of the FM industry. “There are three divisions within the group, focusing on facilities management, Integrated property service, including building maintenance, and software and robotics.

“One of the most exciting developments has been our work with robotics and software and that’s now really taking off. We’ve put a lot of effort into designing, testing and continuing to improve these by analysing the data and applying that to increase efficiency.”

Mr Foster explains how the company’s efforts are seeing robotics transforming the way the company and a growing percentage of its clients approach cleaning services within the hospitality sector: “Using our unrivalled experience within the hotel environment, the company has worked tirelessly with customers, employees and technology partners to embrace the latest innovations.

One of the most exciting developments has been our work with robotics and software and that’s now really taking off

“We’ve undertaken detailed research, testing real-world trials to identify viable cleaning applications that deliver increased productivity, improved quality and added staff wellbeing. These performance-enhancing smart solutions are providing measurable value to hoteliers and helping them achieve rapid return on investment,” he continues.

More than meets the eye

Mr Foster describes one of the most satisfying elements of his role is helping to change the levels of understanding about the value of robots in the workplace. He relates how some clients have been completely opposed to their use in their initial discussions, but have changed to become enthusiastic advocates in a short time of seeing how they operate.

“Some of our clients were a little sceptical to begin with, so we’ve offered them a three-month trial to let them see for themselves how robots can help them.

“All a robot needs is to be recharged every so often and doesn’t take holiday or sick leave and isn’t limited to the hours it works.

“Having overcome the initial scepticism, the results have genuinely impressed us. By demonstrating proof of concept, across multiple machines, it is allowing us to truly commit to the technology and transform our cleaning operation, working closely with our customers and teams to deliver measurable value.

“And they’re really efficient, which we can prove through the data we’ve collected. We typically find a client appreciates how great the robots are in helping their business, which is spurring us on to see how they can be used in other areas of FM.”

The hospitality sector continues to provide numerous opportunities for supporting the company’s growth, with each successful deployment adding more evidence of the efficiencies available.

It should also be appreciated that Mr Foster’s comments about the dependability and adaptability of robots have emerged from the analysis of real-time data and performance levels observed in client settings.

“We should also state that they’re not perfect, of course, and once in a while we’re likely to get a message from one of the robots saying it’s got stuck. But we’ve also found that all the issues we’ve seen so far have been very quick and easy to resolve, so there’s very little disruption to the client’s business.

“We’re always as open and honest with customers as possible and we usually find that after looking at the data and finding out why something didn’t work as expected, the resolution will see the robot working even more efficiently.

“There’s been a few instances where an issue has been resolved and we’ve then rolled updated software out to other robots when turned back on after charging and the customer gets even more benefits the next day.”

In addition to the growing levels of appreciation received from clients, the company is seeking to gain more industry recognition for its efforts through the entering of awards initiatives. The respected European Cleaning & Hygiene Awards is the latest entry to be prepared, with the presentation evening set for Lisbon, Portugal on 3 October this year.

“Our success has taken a huge amount of effort, persistence and clever thinking, but our experience has certainly put us at the forefront of robotics in the cleaning sector. Effective communication has also played a huge role because our customers need as much convincing as we have, while its crucial that our staff understand that any switch to robotics is to make their roles easier, and not to replace them,” Mr Foster concludes.

All a robot needs is to be recharged every so often and doesn’t take holiday or sick leave and isn’t limited to the hours it works

Omni Group, the FM services and technology specialist, is embracing the latest advances in robotics within its fully managed outsourced hotel cleaning operation. The company has spent the past 18 months – investing considerable time and resources – challenging the perception that this smart technology does not yet have a compelling business case for commercial cleaning applications. As such, the company is leading the way in robotics adoption, delivering proven value to customers within the hospitality sector.

Its success has been underpinned by extensive equipment testing and live trials to establish viable applications, calculate return on investment and identify where robotics can support its physical teams. As a result, Omni Group has achieved a range of benefits for hotel rooms, corridors and open spaces (reception, dining, bar and event areas) including enhanced cleaning quality; improved staff wellbeing and morale; and increased workforce productivity.

The company has now rolled-out three robotic solutions to a growing number of hospitality customers, across all types of hotels:

Corridor / Open Spaces – 62 machines in 43 hotels.

In-Room – 230 machines, cleaning almost 4,000 bedrooms.

Hard Floor Reception – 1 site for marble, hard gloss porcelain and ceramic tile flooring

The robotics technology has already achieved a host of tangible results:

An average increase in the number of bedrooms cleaned per shift. depending on the configuration of the bedroom, can represent an up to 12.5% productivity improvement.

Saving over two hours of time per 500m 2 for corridor and open space cleaning

A 50% cost reduction for reception hard floor maintenance and cleaning

Based simply on these productivity savings, return on investment can be achieved on all three machines within the first 12 - 24 months. However, for Omni Group it is more about addressing the recruitment gap rather than cutting jobs. The machines also remove tedious and laborious from their staffs’ roles, while freeing up time for higher value tasks, so the company can deliver greater levels of service quality.

The machines also deliver improved levels of performance when compared to manual vacuuming and cleaning, so hotel residents benefit from improved air quality, reduced dust and higher health and hygiene standards, while receiving a better and more pleasant experience during their stay. Meanwhile, the hotel itself can better maintain quality standards as well as prolong the life of carpets and flooring.

Successful rollout of robot technology is leading to further success

Demonstrating actionable change: Nanogreen recognised with sustainability award

Chris Horgan, Director at Nanogreen Sustainable Facilities Management, explains how the company’s environmentally-conscious approach to cleaning has helped it achieve recognition at the Salisbury Business Awards 2024

At Nanogreen Sustainable Facilities Management we are a business with a strong commitment to leaving a positive impact on the environment, community and our clients.

Our work embodies responsibility, as we maintain high-quality spaces where people live and work and we aim to leave a lasting impact and become a valuable asset by helping communities to thrive.

I’m particularly proud of our latest achievement, as we were awarded the title of ‘Sustainable Business of the Year’ at the esteemed Salisbury Chamber of Commerce Business Awards 2024. This prestigious accolade celebrates Nanogreen’s steadfast commitment to reducing its environmental footprint while fostering a sustainable future.

The Business Excellence Awards 2024 took place at the Stones Hotel, on Friday, March 22 and Nanogreen was delighted to attend and to receive our award on the evening.

Recognition at the Business Excellence Awards is a testament to our unwavering dedication to environmental stewardship and underscores our commitment to being a responsible business in the facilities management sector.

A greener approach to cleaning

In all that we do at Nanogreen, we aim to manage and reduce the negative impacts our business has on the environment. For example, nearly all of our commercial cleaning products are environmentally friendly and biodegradable. We’ve also changed our cleaning product supplier so that we now use enzyme and biological cleaning products which are much friendlier to the environment. We’ve cut back on our single-use plastic waste by more than 40% due to ethical product sourcing such as using sustainable sugar cane plastic.

We’re also working hard to offset the business’s carbon output by planting trees and finding ways to reduce our overall emissions.

More than just a box-ticking exercise

For some businesses, Corporate Social responsibility (CSR) is simply seen as a ‘tick box’ exercise, but at Nanogreen we believe that shouldn’t be the case. We’re genuinely passionate about CSR and have produced a CSR Impact Report which outlines our changes in 2020, which have actionable and demonstratable changes and results. You can read that report here.

In all that we do at Nanogreen, we aim to manage and reduce the negative impacts our business has on the environment

At Nanogreen we are steadfast in our mission to increase its social impact and contribute to both society and the local economy.

By prioritising sustainability initiatives and implementing ecofriendly practices, Nanogreen aims to pave the way for a greener, more sustainable future.

To learn more about our environmental initiatives and how you can contribute to their ongoing success you can click here. Join Nanogreen in our journey towards a more sustainable tomorrow.

GSH Group Implements UAS Program

GSH Group, globally recognised Integrated Facilities Management provider, is advancing its operational capabilities through the implementation of drone technology

Recognising the necessity for precise supervision and monitoring in large-scale projects and environments, GSH has introduced and integrated its in-house UAS (uncrewed aerial systems) programs into its FM processes to enhance efficiency while prioritising safety for personnel working in precarious environments and all associated assets.

In a recent operational demonstration, GSH utilised drone technology during an internal/external survey within a vast 2 million square foot facility in the UK serving as the logistics warehouse for a prominent luxury automotive manufacturer.

The survey required access to several precarious areas to properly assess guttering systems’ effectiveness and roofing systems’ conditions.

For example, due to the absence of man-safe systems, roof access was facilitated through scaling 22 meters of internal CAT ladders. Moreover, the presence of numerous polycarbonate panels further complicated the inspection process. Therefore, safer, technological alternatives to circumvent these risks were explored.

In preparation for this initiative, GSH purchased a state-of-theart drone and ensured that a dedicated technician received comprehensive training in its proper usage.

After obtaining local approval from the municipality, the technician’s drone identified a critical issue during the survey: a leakage from the main sprinkler manifold, posing a potential hazard to the integrity of the suspended baffle ceiling directly above an area where the client’s personnel operated.

The timely detection of this issue by the deployed drone technology averted potential risks, including the ceiling’s catastrophic failure and associated costs with repairs.

Furthermore, this proactive intervention prevented the release of over 200,000 liters of sprinkler water, showcasing GSH’s commitment to risk management and predictive and preventative maintenance.

This strategic integration of drone technology underscores GSH’s dedication to optimizing its operations and delivering exceptional service quality to clients. With over 129 years of industry experience, GSH remains committed to upholding the highest standards of professionalism and innovation within the IFM field.

After obtaining local approval from the municipality, the technician’s drone identified a critical issue during the survey

Designing an effective breakout space: A Guide to modern workspaces

By Jeni Wilkie director of Eatock Design and Build

Breakout spaces serve many purposes, including providing a space for informal catch-ups and meetings, a space to greet visitors and clients, and a relaxing area for employees at lunchtime

As workplaces evolve to accommodate the changing needs and preferences of employees, the concept of the traditional office layout is undergoing a significant transformation – and a key element to get right is creating a functional and relaxing breakout space.

Employees are now returning to the office more frequently, but they still crave an element of home comfort. Office design has a material impact on the health, wellbeing and productivity of its occupants, and an office breakout space is the perfect section of the workplace to create a comfortable area and welcome workers back to the office. By carefully considering the furniture, lighting and layout choices, these spaces can not only provide employees with an area to unwind but also foster collaboration and creativity.

Understanding the importance of breakout spaces

In today’s fast-paced work environment, employees seek a balance between productivity and relaxation, and your office needs to adapt to these evolving dynamics of the modern workforce.

Breakout spaces serve many purposes, including providing a space for informal catch-ups and meetings, a space to greet visitors and clients, and a relaxing area for employees at lunchtime. Recognising the significance of these spaces is crucial for organisations aiming to enhance employee satisfaction and wellbeing, as they also encourage movability and offer an alternative space for employees to concentrate or simply take a break from their desks.

The benefits of an effective breakout room

Although traditional workplace culture has perpetuated the belief that being chained to your desk means staff are being productive, this stigma is thankfully disappearing. It is now widely recognised that for most people when they have alternative spaces in their office, their creativity will bloom.

Most people’s best ideas don’t come from sitting sedentary at a desk all day, they happen when people have moved away from a common setting. Having a breakout space in the office enhances innovation and productivity and even leads to impromptu meetings. This is why it has now become one of the most important considerations in office design.

As many businesses now recognise that focusing on staff wellbeing increases staff retention, productivity and absenteeism, they are looking for ways to design a vibrant and positive workplace. An office breakout room will encourage staff to spend more time away from the glare of the computer screen and move about throughout the day, reducing stress levels and improving wellbeing.

Flexible furniture

Opt for comfortable and versatile furniture that encourages relaxation and socialisation. Consider incorporating a mix of seating options, such as sofas, lounge chairs, bean bags, and tables of various heights to accommodate different activities. Soft furnishings with cushions and rugs can also enhance a more relaxed area, away from a traditional desk setting.

Ergonomic design

Attention should be paid to ergonomics when selecting furniture and décor to promote good posture and overall wellbeing. Adjustable desks and chairs can provide employees with flexibility, and furniture that can be moved will also create a hackable space that can adapt to the workforce’s needs over time and be moved during relocations.

Strategic design

Lighting is key to dictating the aesthetic of interiors, so it should also be a consideration when designing the perfect breakout space. Choose adjustable lighting, as this can be altered to people’s preferences and individual needs to create a flexible workspace. Natural light should also be maximised wherever possible to create a bright and inviting atmosphere.

Creating an office breakout room dedicated to relaxation is not just a luxury, but a necessity in today’s fast-paced work environments. As people are now returning to the office more, breakout spaces are key for welcoming your team back. Investing in the creation of functional and relaxing breakout spaces demonstrates a commitment to employee wellbeing and encourages a more vibrant and collaborative workplace environment.

Latest appointments of senior FM professionals

FM Director will publish an overview of the industry’s latest senior new starters and details of their roles in each of its monthly publications

The appointment of David De Santiago by global service provider OCS as its new group AI and digital services director. He will spearhead the strategy and execution of cutting-edge digital solutions that harness the power of artificial intelligence (AI), data analytics, and Internet of Things (IoT) devices.

His mission is to drive innovation, enhance operational efficiency, and create measurable impact across the company’s front-line operations, benefiting colleagues and customers alike.

Mr De Santiago brings a wealth of experience, having spent over 17 years in the technology industry, including leadership roles in both start-ups and large global organisations across the private and public sectors. He has notably been instrumental in building corporate market presence, shaping digital strategy, and executing transformation initiatives.

Construction supplies provider Okarno, formerly known as Artex, announced that Samantha Rankin has been appointed as customer experience and solutions manager.

She joined the company’s new Value Chain team, which is dedicated to enhancing customer journey.

With 20 years’ experience in customer and membership relations, Ms Rankin will be responsible for ensuring a positive and seamless experience throughout the customer’s interactions with the business, from initial contact to aftersales support.

Adam Taylor, chief executive officer of ARM Environments, has been elected as chair of the Indoor Air Quality (IAQ) group, within the Building Engineering Services Association (BESA).

He is taking over from Nathan Wood, managing director of Farmwood M&E Services, who served as chair for five years and is now taking up a new position as head of special projects focused on helping BESA establish competence standards for ventilation design, installation and commissioning.

Mr Taylor’s first official role will be hosting a special event marking National Clean Air Day at the Wave in Bristol on 20 June 20. This will be sponsored by S&P Ventilation and will feature several expert speakers addressing the role of IAQ in protecting human health, comfort, and productivity.

Novus has announced two board-level appointments, with construction industry specialists Andy Finn and Steve Gayter joining to boost delivery across services and achieve growth targets.

Mr Finn joined earlier this year as finance director, bringing experience in finance within the construction sector. He has functional responsibility for the company’s finance team, including reporting, forecasting, internal controls and risk management, working closely with other board members to deliver business strategy and contribute to growth.

Mr Gayter recently joined as executive director and will work alongside Andy Finn, Matt Hiley and David Leach. He is responsible for overseeing the delivery and performance of the social housing maintenance division, and his leadership and vision will play a crucial role in shaping the success and growth of this side of the business.

Property services and retrofit solution provider Cardo Group has appointed Jane Nelson as its chief operating officer, formalising her strategic role within the business.

Ms Nelson started her career as a trainee painter and decorator and went on to get an MSc in Construction Refurbishment Management from University College London.

After serving Kier Group as its managing director, she joined Mears Group as executive director responsible for innovative delivery models.

Ms Nelson co-founded Cardo Group with Liam Bevan in May 2023 and has worked with him to create the £150m+ company that employs more than 800 staff.

Building management software provider Planon Group has announced that Peter Ankerstjerne will become its new chief executive officer, effective 1 June 2024. He will succeed founder Pierre Guelen, who will step down as CEO after 42 years at the helm.

Mr Guelen began his career as a structural engineering consultant, but soon realised the potential of developing his own software package for maintenance planning. Under his leadership, the business grew from a small maintenance consultancy to a market leader in the Netherlands, with customers such as PTT (KPN), Philips, Heineken, Shell, and many universities and municipalities.

The company now operates as an international business with offices in 16 countries and more than 1,100 employees. Mr Ankerstjerne joined Planon in February 2021 and has been instrumental in shaping the company’s vision, strategy, and innovation roadmap. He has also strengthened its position as a thought leader and partner for customers and stakeholders in the smart building market.

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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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When a building is finished, that’s just the beginning

ACCESSING AND FACILITATING

One part of our service is to enable operatives to work at height in absolute safety.

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