Mike Smart Technology-led FM service delivery driving successful outcomes for all
Martyn Freeman Social awareness is set to become the new business differentiator Mike Bluestone Protect Duty legislation set to have major impact on the security sector
Steven Peal
Maintaining colleague engagement and focus on excellent customer service levels
Having discussed the long list of challenges currently facing facilities and service provider businesses with my industry contacts since we launched this magazine in September, I’ve had to devote a great deal of effort to understanding how to avoid allowing these challenges to create a negative reaction within companies and relationships with customers and suppliers.
When you consider the implications of Brexit, the pandemic, supply chain issues, record energy costs, rampant inflation and the UK’s recent political instability, it’s no doubt very tempting to look for a dark and welcoming location to crawl into and wait for things to get better.
Should these temptations occur, we need to recognise that the worst way of dealing with problems is to ignore them and hope they’ll go away without any more thought or action on our part.
Unless each one is recognised and analysed there is very little chance that businesses will be able to adapt and make the changes required to deal with them.
When considering, analysing and preparing for all potential scenarios, it is essential to retain a positive mental attitude (PMA) and avoid falling into despondency. One of the best ways of doing so is to remember that every situation has the potential to provide new opportunities for growth and development.
Some of the best examples of these have been seen this year, with FMs and service providers recognising the growing interest for sustainability, social interaction, well-being and support for colleagues and clients, which is leading to more businesses displaying willingness to create meaningful partnerships with their customers, service providers and industry contacts.
While it’s true that new opportunities will be easier to identify in some situations than others, those applying PMA attitudes and prepared to devote the necessary levels of input will inevitably be the ones that see the best outcomes.
It’s also important to understand that this approach goes hand in hand with the need to adapt and react to each development in a timely manner and once again those that do this on a constant basis will see the best returns on their efforts.
With yet more challenging times on the horizon in the form of the global downturn that many people have decided will happen – thereby making it even more likely to occur – the PMA approach is the only way I can see to assist in dealing with this and preparing for the better times that will follow.
It’s no doubt very tempting to look for a dark and welcoming location to crawl into and wait for things to get better
DENNIS FLOWER MANAGING EDITOR
deal with
Susan Elston has enjoyed a highly successful career and continues to use her experiences to support local and national organisations to adopt best practice processes
to achieve the work/waste balance The topic of business sustainability recognises the need for companies to operate profitably and ethically, with the latter frequently including the requirement for reducing environmental impact
Martyn Freeman provides thoughts on FM industry developments and the opportunities that these will provide for Q3 Services
James Skidmore, head of consulting at Reconomy Group company Valpak, explains how compulsory energy reporting can act as a springboard to ambitious, effective carbon reduction
an all-inclusive view of facilities and lifecycle building management Development of the ClearVIEW system has led to its relaunch by Trios Group with a view to extending its reach and support of its growing number of FM clients
Fire solutions have never been higher on the agenda of building owners and managers (responsible persons). The Grenfell Tower Inquiry Phase I report made a number of recommendations, some of which were directed to the government and required a change in the law
Following the letter of the law
Keeping up to date with all aspects of new and updated legislation is another important requirement within all aspects of the management of facilities and estates
What is Protect Duty and why does it matter to FM?
Corps Consult executive director Mike Bluestone introduces Protect Duty, a new piece of legislation that is due to be ingrained into UK law next year
Consultant Martin Lowe provides his thoughts on how wireless technology has developed to improve ease of installation and join the list of disruptive technologies making it easier to manage facilities
John Stewart and Sophie Thorogood, technical training managers at Pelsis Group, provide an overview of the trends shaping pest control today 46 Fire hazards: how to protect
The management of high-rise residential facilities has seen a number of changes and challenges in recent years and David Breare provides thoughts on how his company has met and overcome the various issues 48 Working better, Working together
An announcement on further growth from the YorPower group 50 Building Better Buildings ‘Momentous moment’ for maintenance as industry bodies unite 52
Growing a business requires grit, enthusiasm, and plenty of hard work. The rewards can be substantial – but with employees and customers relying on you, it’s all too easy to burn out 54
After a successful career in the RAF, Mike Smart has put his transferable skills to good use in the FM sector, where he is spreading the message that data is king. 58 PFM Partnership Awards celebrates the best of FM
Held at London’s The Brewery venue, the PFM Awards once again exceeded expectations while celebrating high levels of achievement throughout the industry 60
Just one month since launch, dedicated FM job board FM Recruiter is already working with several well-known agencies and recruiters from the sector
Movers and Shakers
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Managing Editor Dennis Flower dennis@fmbusinessdaily.com
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Susan Elston has enjoyed a highly successful career and continues to use her experiences to support local and national organisations to adopt best practice processes
ithin the drive to raise awareness of the many opportunities for personal development in the FM industry are calls for the raising of levels of professionalism.
While the benefits of this can clearly be seen in numerous other sectors, recognition should also be given to the many highly talented individuals who have served the industry and provided the foundations for its continued growth, development and value.
FM Director recently spoke to Susan Elston, former Sodexo SVP Energy and Resources global head of HSE, who stated that despite her highly successful FM career and board-level involvement with numerous organisations, she continues to suffer from imposter syndrome. Rather than allowing this to have a negative impact, however, it seems to have been another factor in driving her to share her expertise with companies, charities and public sector organisations.
She attributes her strong work ethic to her parents
and Ms Elston further states that although they always stressed the importance of gaining a good education, she chose to get married rather than go to university. “That was 44 years ago and after getting married I joined the civil service, before joining my husband to work in the hospitality industry and running our own business,” she continues.
Ms Elston began working in the retail side of the hospitality sector and this resulted in her being awarded more senior roles.
She further explains that this was achieved without any forward planning or following a detailed career path.
“I’ve been very fortunate with my career and initially achieved success without having formal qualifications, I just made sure I had the right attitude and worked very hard.”
After becoming a site manager within the retail hospitality industry, she moved into training, initially on a more regional basis, before further extending this to a national level. This required her to travel around the UK, which she found highly enjoyable and rewarding.
“I had to learn so many things on the hoof, but I would say the real tipping point for me was when I began studying at college for my certificate in management.” While her initial travels were around the UK, working with FM service providers in senior positions has since involved visiting locations around the world.
After thoroughly enjoying engaging with further education, Ms Elston says she then joined an MBA course and credits these initial experiences with her belief in the benefits of life-long learning. “However you started and wherever you are, it doesn’t stop, it’s very much like a journey and the opportunities are always there, and it’s very much a case of hopping back on the train and getting off at the relevant station.”
Ms Elston’s MBA course provides an ideal illustration of the journey that begins with continued learning. Before the end of the course, more than 90% of her fellow students had changed jobs due to the new ways of thinking it encouraged and the opportunities that then followed.
Her first experience of the FM sector resulted from moving to Aberdeen, Scotland in the late 1990s and starting work with Aramark. “I began to appreciate the broad range of services and how they could be integrated and add value. It was a baptism of fire in a very positive way, but I enjoyed the challenges.”
Working in the oil and gas sector included the
requirement to visit offshore sites, where she frequently found herself to be the only woman. Despite hearing about negative experiences from others and the need to find separate facilities, Ms Elston states that she remembers being treated with respect by everyone she met.
“From a professional point of view, going to meetings with clients, attending events and conferences, being one of the few women meant you were always remembered,” she continues. Although she refers to her lack of higher education and working-class background, which she believes was the main cause of her previously mentioned imposter syndrome, Ms Elston quickly found that the high-powered and senior people she met were happy to engage in conversation.
“Most people were happy to talk about their kids and their holidays and nobody minds if you say ‘Do you mind if I join you?’ at industry events. So I quickly moved on from being the person at the back of the room with a glass in their hand and thinking ‘Please, let it be 10 o’clock soon and this will be over’,” she says.
Moving to Aberdeen more than 20 years ago also provided a meaningful opportunity to understand more about the region, which both encouraged and endorsed her view that there are many benefits to be derived from adopting a wider perspective. “It would have been easy to think that all the people working in Aberdeen at that time were from the oil and gas industry. So it really opened my eyes to all that was going on, including within the charity sector.”
Ms Elston further states that she found her work within the FM industry to be “amazingly inclusive” and that she thoroughly enjoyed being included in meetings with the most senior clients. One of the main areas of focus for everyone was health and safety, with appreciation and respect shown for all viewpoints.
I began to appreciate the broad range of services and how they could be integrated and add value
The experience of discussions with senior people encouraged her to focus more on health and safety and resulted in her becoming an advocate for improved conditions, which in turn led to more progression in her career.
This included her drive to encourage more diversity and inclusion (D&I) in the workforce.
“If you don’t get the gender and D&I balance right, you miss out on the benefits of employing younger or older people, people with a disability, or different cultures. I got involved with this almost by default, but it was particularly notable when I joined Sodexo because they really do stand up for diversity and inclusion in everything,” she says.
Working for Sodexo was “very comfortable”, she continues, and Ms Elston thrived in her new environment, which resulted in numerous successful outcomes for the company and herself. In addition to sponsoring initiatives such as her employer’s Women’s Leadership Programme – which supported more than 350 female middle managers – her efforts also reduced global lost time injury frequency rates (LTIFRs) through delivery of health and safety excellence, along with many other achievements (see panel below).
This brings the discussion to consider the essential balance to achieve between ensuring that everyone in the business feels supported and safe, while ensuring the company is continuing to operate in a sustainable fashion. “It’s not always about profit and loss (P&L), although some days it’s only about the P&L, so I think it’s really important for anyone moving into more senior roles that they start to broaden their horizons and look at ‘what else am I able to do?’,” she continues.
One of the more widely accepted maxims is that travel broadens the mind, and this has certainly been the case for Ms Elston.
She has found that travelling to different locations and working within them adds even more valuable experience. An example of this is the task of introducing new processes to workforces, which can include widely varying requirements.
“The processes might be exactly the same but the culture of the country in question may be entirely different from the UK. You may have to go about things in a completely different way so that everyone understands what’s required and why the changes are required, in order to make the changes and get them accepted by everyone,” she continues.
This can also be the case when talking to clients about their understanding of FM and how the outsourcing of services can deliver high levels of value. She states that in some cases companies need to manage the expectations of their clients and also believes that the industry would benefit from the adoption of more standardised practices.
Ms Elston further states that her work in FM provided her with the confidence and experience to support her in all subsequent board-level activities, adding further endorsement for the many benefits of a career in the industry. “It’s an industry that’s so wide and there are so many amazing people and experts, which means there’s always someone you can go to for advice.
“I thought of myself as the orchestrator, but never the expert and felt I was very lucky to have amazing people around me. I’d like to say that this was all planned, but it wasn’t,” she says.
It’s an industry that’s so wide and there are so many amazing people and experts
On the subject of career paths and routes into the FM industry, she has found that very few people intend to join the sector and usually enter it by a variety of different routes.
This may be the result of someone taking on more responsibilities, which then become aligned with FM and this can often be a positive development.
“The industry tends to draw people in from different areas with different capabilities and different thinking and it’s not a particularly rigid structure,” she says. This can lead to opportunities with clients and she stresses the importance of understanding each customer, and their background and expectations, to ensure that effective levels of communication can be maintained.
She has found some clients that are fully aware of all aspects of what is needed to run their facilities and estates, while others will require assistance and guidance in some areas.
Others may have been promoted or seconded from other roles and have very little idea of what is required. One of the common denominators is the essential need for “broad relationships” with the client, which will assist with gaining their confidence and, in some cases, allow discussions about the value of FM service delivery.
Ms Elston agrees with many other FM industry experts that an increasing number of clients are appreciating the benefits of working in collaboration with their service providers, rather than “just beating them up because they haven’t achieved 95% of their KPIs”. She has also found an increasing level of maturity and understanding from clients in understanding more elements of how the FM industry can support their businesses.
Greater recognition has additionally been achieved due to improvements within FM service providers and their high levels of professionalism in supporting clients in all areas. With more awareness of FM emerging over the last 25 years, this is providing
the industry with greater opportunities for further development.
She explains that it is still important to realise that not all companies will require a full list of FM services to be procured, which is often down to the size of each organisation. This may result in some customers requiring cleaning or maintenance of a limited number of items.
There have been numerous examples of how the Coronavirus has impacted on the working lives of people around the UK and Ms Elston also found that her attitude to working full-time had changed during the period of COVID-19 restrictions. “When it came to returning to the workplace, I suddenly realised that I was a little less enthusiastic than I should have been and also realised that was unfair to the people around me,” she continues.
The ability to appreciate a wider perspective has been a major factor in Ms Elston’s support for and activities within the charitable sector, including more than 10 years on the board of the Aberdeen Foyer charity. “I was approached to sit on the board of a charity soon after moving to Aberdeen, but I didn’t know what that meant at the time,” she continues. “But I liked the idea of being involved with a charity and I then joined the Social Enterprises board.”
This was followed by an invitation to join the board of Oil & Gas UK, which Ms Elston describes as “a real privilege”. She found that her experiences provided more opportunities to learn about the issues affecting individuals, companies, different sectors and entire industries, this confirmed that broadening her horizons would continue to bring numerous benefits.
Having joined the boards of several organisations and progressed to the position of chair in a number of these, including Aberdeen Foyer, her latest appointment – due for announcement as this issue of FM Director went to press – was chair of the board for North Eastern Scotland Colleges (NESCol).
The industry tends to draw people in from different areas with different capabilities and different thinking and it’s not a particularly rigid structure
“I’m absolutely delighted with my NESCol role, which comes at an absolutely critical time for education and fits perfectly with my passion for lifelong learning. And while the demographic is mainly the 16 to 21 age group, we are going into a time when people will change their jobs two or three times over the course of their careers, so it’s important that education will meet their needs at all levels.”
Another element of supporting charitable organisations has seen her become a counsellor for the Childline organisation, in addition to carrying out volunteer activities for local retirement homes and COVID -19 vaccination centres. Having enjoyed her many experiences she now feels comfortable in claiming to have a “portfolio career”, further enhanced through her board-level activities.
She left Sodexo at the end of 2020 and her response to questions about having time for lie-ins and taking life more easily is that she has been far too busy.
“If you can genuinely say that you’re not missing all the work-related activities you were doing, then that says that it’s the right time to go. While I miss the personal interaction with everyone, it still feels like it was the right time for me to leave.”
Having enjoyed all aspects of her career, Ms Elston is continuing to relish her board-level involvement with a number of organisations and states that she hopes this will continue for many years to come.
Developed a global strategy for the standardisation and deployment of service delivery across multiple countries within the offshore industry, creating and delivering tools rolled out across 30 countries and 500 sites.
From 2017 responsible for delivering FM services at offshore and onshore locations across UK and the North Sea.
Led safety teams in 35 countries to ensure collaboration and safety improvement in offshore installations.
Collaborated as part of the industry response team to the Working Time Directive, representing the Oil & Gas Industry.
Chaired the risk committee, reviewing major threats and ensuring satisfactory strategies and systems are in place to mitigate risk and identify opportunities for improvement.
Steering committee member of SoTogether (formally SWIFt) - advisory committee to the board on gender matters - Sponsored Sodexo Women’s Leadership Programme, furthering the development and career progression of over 350 female middle managers as part of global virtual mentoring circles.
Reduced global lost time injury frequency rate (LTIFR), winning numerous accolades for health and safety excellence.
The topic of business sustainability recognises the need for companies to operate profitably and ethically, with the latter frequently including the requirement for reducing environmental impact
hen seeking to encourage or implement change in any area of business, the most effective means typically include the introduction of legislation and/or raising the level of cost for those not adopting the desired practices or measures.
Where business waste management is concerned, the increase in landfill charges is proving to be a significant deterrent, helping to encourage companies to look at alternative means for the disposal of unwanted materials and items.
Updated practices can align with corporate social responsibility (CSR) or environmental and social governance (ESG) practices and policies, adding further encouragement for companies to deal with waste in different ways other than sending to landfill.
Unwanted office furniture has been identified as one of the most problematic areas, following reports of the difficulties in recycling these items, particularly those including MDF or similar materials. However, there has been a notable increase in companies being formed that provide the necessary services
to avoid office furniture items being sent to landfill, including refurbishment and repurposing.
Some of these companies have strong links with charities and not-for-profit organisations, which can align with the previously mentioned CSR or ESG policies of the businesses disposing of unwanted items. With a significant number offering free collection services, the reduction in cost of paying for potential waste items to be removed – including the payment of landfill charges – makes this an even more attractive proposition.
One of the essential adjustments to be made in adopting improved waste management practices is the creation of more awareness within each organisation of the increasing number of options available for the removal and possible repurposing of unwanted items. While this may not be required where businesses have well-established CSR or ESG policies in place, more effort may be needed for companies that have yet to develop in these areas.
Further thoughts on this topic are provided by Business Moves Group managing director Rachel Houghton, who states that when businesses think about sustainability the conversation quickly turns
to topics like energy management and carbon reduction. “These are of course critical concerns, but they mean that a key area is overlooked – one that may be easier and quicker to address,” she continues.
“Every business produces waste, and I have no doubt that every one of those businesses could produce less with a bit of careful planning. According to the latest stats from the UK Government, in 2018 the commercial and industrial sectors generated 43.9m tonnes of waste.”
The fact it is difficult to record means the actual number is likely higher, she continues, and further states that it is obvious that this issue must be addressed, and the key is to change the mindsets within businesses so that recycling is the last option, not landfill.
“The old maxim was ‘reduce, reuse, recycle.’ But the new saying for the circular economy features 10 R’s, including reuse, repair, refurbish and repurpose. All of these options come before recycling and are ways that we can extend the lifecycle of items before we consider recycling,” Ms Houghton continues.
At a time when offices are continuing to be redesigned and businesses are reducing real estate in favour of flexible spaces, the coming years could see a huge amount of furniture becoming redundant. FMs must consider their options before simply choosing to hire a recycling firm to collect their waste.
“Refurbishment is a great option that gives furniture a new lease of life – and if the business has no need for it, items can be sold on. Donations are also great for CSR and there are many charities that gladly accept unwanted office furniture and equipment.
“Strategic furniture management has the potential to make huge reductions in waste generation, setting companies well on the way towards more sustainable business practices,” Ms Houghton concludes.
An example of repurposing is provided by Q3 Services, which has started working with the Turing Trust on a recycling programme for all the company’s unwanted IT equipment. This is another area of importance, with items subject to the Waste Electrical and Electronic Equipment (WEEE) directive.
The trust was established by the great nephew of Alan Turing, the well-known mathematician, computer scientist, and cryptanalyst, who worked at Bletchley Park in World War II. The project honours his legacy by providing computers to those who need them most.
The Turing Trust takes unwanted company PCs and laptops, as well as monitors, peripherals, tablets,
Rachel Houghton, managing director, Business Moves Group
mobile phones and cameras and refurbishes them in its Edinburgh workshop, before shipping them to schools and communities in sub-Saharan Africa.
Its efforts to date have seen 7,000 pieces of equipment benefiting from being reconfigured and distributed by the organisation, not only reducing the environmental impact caused by sending old machines to corporate recycling centres or landfill, but also benefiting the educations of tens of thousands of students and school children in Africa.
The trust has established a rigorous process for removing all sensitive information from the equipment, ensuring data security and GDPR are not compromised when the equipment is reissued. There is also an environmental benefit because equipping just one classroom with 20 reused PCs saves six tonnes of CO 2 – the equivalent of planting 14 trees.
is a great option that gives furniture a new lease of life
Another benefit of the exercise is that the offsetting arrangement is something Q3 Services will incorporate into its carbon emissions reporting and will ultimately contribute towards the company achieving its net zero target.
It further states that it will be looking to integrate the Turing Trust capability into its waste offer to its clients in the near future. The company additionally plans to offer the service to its staff for the recycling of personal IT equipment.
Additional comment on waste management is provided by The Cleenol Group managing director and fourth-generation owner Sam Greaves, who explains that since its inception 74 years ago, his company has always looked to design and manufacture products that considered their application, method of use and the impact on the environment.
“This attention to our core responsibilities manifested itself in an early adoption of an Environmental Management Policy that followed the BS7750 standard, the forerunner of the ISO14001 standard, which we gained and have since kept, in 2010,” he continues.
“Beyond this, we introduced very early in the 1990s a range of products that were designed specifically to reduce the amount of chemicals, plastic packaging and waste that was then typical in the cleaning industry, as well as demanding less in the way of warehouse space and being less detrimental in terms of transportation requirements. Ahead of our time, these same products continue to play a significant part in our approach to managing our environmental responsibility.”
Mr Greaves further states that commercial cleaning companies can take sustainability to the next level by adopting a waste hierarchy.
This may include the three key levels of reduce, reuse and recycle, known as the three Rs, although some businesses may choose to take this further and engage with the circular economy referred to by Ms Hough earlier in this feature.
Mr Greaves explains his company’s approach to the three R’s is embodied in three different approaches. From a manufacturing perspective, it looks to adopt best practices in production planning to reduce the amount of chemical waste and effluent that is a by-product of its manufacturing process, as well as recycling the resultant plastics and card.
“Our move to post-consumer recycled (PCR) containers reflects our ambition to provide a reasoned approach to balancing recycled and recyclable componentry. We recommend that our standard concentrated products are used with our ‘Flasks for Life’. These are heavy-duty refillable trigger bottles that are designed to be used again and again and that have been designed to withstand prolonged heavy-duty use, thereby reducing the need for flimsy throw-away trigger bottles. Our super concentrates reduce the need for single-use plastic and allied with our Flasks for Life combine reduced plastic with recyclability,” Mr Greaves concludes.
Further encouragement comes from the British Council for Offices (BCO) in the form of its latest report that urges the commercial real estate sector to ‘retain, extend life, reduce impact’ to futureproof the industry.
The Circular Economy in Offices report provides guidance on how to engage with the circular economy to the office sector in relation to new-build, refurbishment and fit out. It explains how offices can be designed and constructed in order to eliminate waste and pollution, circulate products and materials and regenerate nature.
Official figures continue to show the construction sector is one of the largest consumers of materials and produces more waste than any other sector in the UK. Offices account for 15% of the total commercial property sector’s waste and 44% of the construction sector’s waste, says the BCO, and further emphasises the need to address the issue.
The efforts of local authorities are helping to raise awareness of the need to improve waste management practices, with some using the success of their efforts to encourage more engagement from others. An example of this is provided by North East Lincolnshire Council.
Like the majority of local authorities it organises a household waste collection service which results in the items collected being either recycled, burned to generate electricity or sent to landfill. According to the report by BBC News last month, however, the council stated that September was the first month it had not sent any waste to landfill.
Its efforts had been assisted by improved recycling rates, which rose from just over 35% to more than 39% last year, resulting in the local authority thanking its residents for their increased support. Its waste management efforts have resulted in an average of less than 5% of household waste sent to landfill.
It is also notable that greater awareness of the need to address waste management issues can be driven by taking part in events such as Happy Earth Day.
Our move to post-consumer recycled (PCR) containers reflects our ambition to provide a reasoned approach to balancing recycled and recyclable componentry
This was used by the Bentall Centre in the Kingston area of Greater London to emphasise its increasing efforts to reduce its impact on the environment and its continuing drive to improve its waste management processes.
The centre used its participation in this year’s Happy Earth Day to celebrate the effectiveness of the sustainability initiatives it has introduced across all areas of its business, many of which are helping to reduce its waste output and improve efficiencies within the centre.
One of its projects has included the installation of its Eco-Safe Food Digester, known as Dobbie, which now disposes of an average of 1.2 tonnes of the centre’s food waste each month. The treatment of waste on-site also has the benefit of removing the need for vehicles to collect it, which has resulted in a saving of 562,324 cu m of carbon emissions since the digester was installed. The Bentall Centre has since installed a larger version of its Dobbie food waste digestor and is continuing to work with the Don’t Waste Group.
Additional efforts within the Bentall Centre have seen it launch the Retailer Recycling Programme, which is designed to encourage efficient and effective recycling by its retailer clients. In the 12 months since its launch, the campaign has been has been credited with recycling more than 148 tonnes of cardboard, the equivalent of the saving of 2,802 trees.
It can frequently be noted that the formation and implementation of effective waste management practices provide the foundations for additional engagement in wider schemes, or aligning these with other ambitions, such as achieving net zero carbon ambitions. The Bentall Centre provides an ideal example of this, as it has installed more than 3,000 LED lights since 2016, contributing to a reduction of over 40% in electricity consumption to provide a significant contribution to its zero-carbon journey.
The approach of the Christmas season has seen the centre engage with yet more aspects of its sustainability drive. It has partnered with Blachere
Illumination to display installations made from recycled materials, including a whale created from the recyprint material, which is made from recycled plastic.
The scheme is designed to encourage visitors and retail teams to deposit their used plastic bottles inside the whale to allow the bottles to be recycled and used in the production of the recyprint material and for the creation of more Christmas decorations.
Our final comment on this topic comes from Biovate Hygienics co-founder and managing director Nick Winstone, who is a passionate advocate of sustainability. He drives an electric car, uses solar power for most of his electricity needs and grows his own vegetables in the family allotment.
“When you set up a business with a green agenda and place sustainability as a priority over profit it puts you in an ideal position to put the environment first,” he continues.
“I think it’s vitally important that you look closely at your environmental footprint when cleaning. As an example, if I was cleaning a table in a bar or restaurant, I would want to use a biologically based product that I know would break down from an environmental perspective and would leave nothing behind. This is just one instance of showing a commitment to reducing your environmental and carbon footprint where at all possible.
“Typically you would expect one of our spray bottles to contain a teaspoonful of bacteria compared to two tablespoonfuls of chemical in most other cleaning products in the same sized bottle. We also attach great importance to our sustainable range by providing some products in five litre containers which offer the benefit of lasting up to ten times longer than smaller more commonly used containers. Again this is enormously advantageous from a carbon footprint point of view by slashing the waste stream generated and the impact of the product inside. It’s very cost-effective to use biological products as you only need a small amount of product per clean. What could be better than saving money while being more sustainable,” says Mr Winstone.
When you set up a business with a green agenda and place sustainability as a priority over profit it puts you in an ideal position to put the environment first
peaking to FM Director as the UK government announced its intentions to reduce expenditure and prepare for the perceived economic downturn, Q3 Services chief executive officer Martyn Freeman considers the effect this will have on the FM sector.
“Looking back at other periods like this shows that outsourcing providers usually do well during times of recession. That’s because clients tend to outsource more to cut costs during difficult times, so we don’t see any major difficulties if the recession that everyone is talking about actually happens.”
With rising costs and interest rates impacting companies and individuals in all areas, he recalls the difficulties faced in the 1980s, when interest rates peaked at 17%, to make the point that there are numerous examples of how the UK economy has been impacted and overcome similar challenges.
“We’ll just have to see how long and how deep the latest recession goes, but I’m always buoyant because we always see opportunities, regardless of whether it’s boom, bust or somewhere in between.”
One of the issues that will need to be addressed, he continues, is that of the level of risk that contractors are required to accept. He provides the example of
negotiations for contracts starting in the near future and the level of inflation these should include.
“If you’re signing up to supply services over the course of five years, should you include 10% inflation, or go for 5% and hope that the price rises we’re seeing at the moment fall back and you don’t end up losing out?” he asks.
The conversation moves to discuss the current position of Q3 Services, which Mr Freeman and his senior team launched just over five years ago. He describes the unique challenges that need to be overcome when starting a new business, particularly when the founders are used to working for large businesses with high levels of supportive resources.
Having seen the business become firmly established and grow to the point it has acquired other companies to add more fuel to its expansion, he states that this has enabled the company to take on increasingly more contracts of wider scope.
“Q3 is doing well and we’re seeing more of our work following the IFM route as part of our evolution. We’ve been able to take on larger contracts and this has also led to more large contracts as we’ve worked our way up the food chain, and we’ve made sure that our growth has always been sustainable.
“We’ve been careful to work with the clients that understand the benefits of paying the Living Wage and the value of sustainable margins, which means we can continue to look after our customers and our people.”
Martyn added: “We’re still a private company and that makes us very attractive to clients for various reasons. And the best thing about having worked for larger organisations in the past is that you can take the best things and run with these to avoid some of the other aspects that can be counterproductive,” he continues.
“We’ve always focused on getting the balance right and establishing the right structure for the company, looking after clients and making sure we have all the basic things in place to keep the business expanding. But then you need to get more serious and look at the more important areas of business development by working with the best advisors and the most motivational people.
“This has seen us progress from being a service provider in the early years to being regarded more as a valued service partner by clients and industry partners,” he says.
One of the results of becoming “more serious” has been the holding of the company’s first future strategy meeting with its senior management team, providing more fuel for thought on the best way to move forward. One of the options being considered is that of transitioning the business to become a social enterprise.
“The Q3 senior management team meets every two weeks and initially this included six people, but I counted 40 of us on our most recent call, which shows how much we’ve grown in five years. We have a responsibility to look after all our staff and our clients and it’s also important that we have the right look and feel for the business and make sure we help customers to deliver their property management strategies.”
We have a responsibility to look after all our staff and our clients
He further states that companies have aligned themselves with various trends, ranging from net zero carbon emissions to environmental and social governance (ESG), to the point where there are now fewer key differentiators. Having aligned Q3 with social values from the company’s launch, Mr Freeman now sees this as becoming even more central to its future development.
“Having started as a boutique company and offering specialist services, we’re now looking at the bigger picture to ensure we retain our core values and build further on them with the aim of making them even more meaningful,” he continues. “This may include more investment in our people to help them achieve more in their careers. It’s no longer enough to just pay the Living Wage, which we’ve done for a few years now; you have to support them with things like the increased cost of living. Adopting more social values will help us to give back, which could see us donate a percentage of our profits to charity in the future, but we’re still on a social enterprise learning curve.”
With both the National Living Wage and Real Living Wage rates set to increase by around 10% in 2023, he states that this will be a “big shock to some clients”, particularly those still suffering the effects of the pandemic and other issues. “But in the end, it’s a matter of engaging with clients and finding the best way to proceed, which may result in finding improved methods of service delivery.”
This should also include more transparency at the tender stage of contracts, combined with increased engagement with those in the bidding process, he continues. That will allow both sides to ensure that they work together in the most effective manner from the start of the relationship, rather than having to do this at a later stage and increasing the likelihood of mistakes and misunderstandings.
Expanding further on this topic, he explains that the pandemic has seen significant changes in building occupancy for both the public and private sectors, which provides opportunities for clients to work with service providers and adapt where necessary.
An example of this could be the seasonal changes in offices that see occupancy levels increase and decline at specific times of the year, allowing services to be reduced during the lowest attendance periods.
“The best approach is to engage with clients as early as possible and plan in advance for new developments, such as the increased Living Wage rate. But at least the service industry is better than the utilities sector, where you just get a letter telling you how much more you’ll have to pay. We’re much better at discussing and mitigating issues and working with clients to find solutions that work for everyone.”
Continuing the discussion on payment of the Real Living Wage and the inclusion of other initiatives, Mr Freeman states that it is important not to “hide behind the badge” and to continue to develop each business in ways that will benefit staff members, clients, facilities users and society in general. In many ways, improved payment levels for staff are an excellent place to begin the journey, but it is then important to realise this can be built on and improved.
Everyone needs to play their part in this, he continues, and that requires effort and appreciation from service providers, clients, the government and industry bodies to encourage all those involved to have “more human conversations” in both the private and public sector.
“It shouldn’t just a be box ticking exercise and we all need to appreciate that we have to focus on providing genuine social and environmental policies, including paying the Living Wage and promoting this to everyone so they understand the needs and the benefits of paying it,” he says.
There has been a notable increase in FM mergers and acquisitions (M&A) since the easing of pandemic restrictions and Mr Freeman states that this is likely to see Q3 announcing further deals as part of its future growth. He states that the industry continues to benefit from having a large number of smaller companies that continue to work to high standards, several of which will provide attractive options for M&A deals with larger companies in the near future.
One of the regular areas of discussion for the FM sector is client attitudes toward outsourced services, which can be seen to have waxed and waned in previous decades. He states that there has been a notable return to the use of in-house services in the social housing sector, which may spread further to the residential FM market.
“We work in a very cyclical industry but we’re always seeing new companies enter the FM sector, although it’s become more professional in recent years and isn’t as easy to enter as it used to be. There’s now much more legislation and accreditation required, and we know from our own experience that there’s less financial support available for new service provider businesses,” Mr Freeman concludes.
His continuing enthusiasm for Q3 and its growth provides further confirmation of the strength and depth of the FM sector, which has proved highly capable of adjusting and adapting to all the challenges faced in the past and particularly those associated with the Coronavirus pandemic.
The best approach is to engage with clients as early as possible and plan in advance for new developments
Two companies are sharing their knowledge to improve efficency and to help create a more sustainable future
eutral carbon zone is the platform that is helping businesses within the FM sector to boost their green credentials and become future-proof through sustainable and ultimately more profitable methods.
YorPower is one such company that aims to join an ambitious group of organisations that are committed to becoming net-zero well ahead of the government mandate of 2050. But what is net-zero and why should customers buy services from companies with a green agenda?
A net-zero company has completely negated the greenhouse gases produced by its people. This is achieved by reducing emissions and implementing methods of absorbing carbon dioxide from the atmosphere, such as planting trees. In choosing a net zero company with which to do business, customers are helping to create a cleaner planet.
Alan Stenson is the CEO of neutral carbon zone. For many years he has channelled his passion for improving the environment into helping businesses to achieve their net-zero carbon emissions ambitions. He founded the
sustainability consultancy Ethical Nation in 2006 and has continued to add further skills and knowledge. The business was formed to assist SMEs to better understand their environmental impact, establish credible reporting and offsetting emissions to become carbon neutral.
“Then at the beginning of 2022, we took things to the next level and launched neutral carbon zone (NCZ), which is a carbon management and certification platform that progresses FM businesses and service providers all the way through to net zero,” Mr Stenson explained.
The platform has been developed to enable efficient data gathering for businesses to identify and report on their carbon footprint- both organisationally and operationally, across scopes 1, 2 and 3 greenhouse gas (GHG) emissions. It also enables supply chain emissions to be reported on to promote collaboration across all workstreams.
“I think we’ll start to see legislation roll out further in order to capture more businesses, and more sector-specific guidelines in the future,” Mr Stenson continued. “The pressure will start to increase if too many businesses lag behind.
“I always say when you think about emissions, think pound signs. If you can reduce your emissions, you can reduce your running costs.”
YorPower and PPSPower are partners in the delivery of the full range of back-up power solutions for customers UK-wide and internationally.
In modern buildings, most emergency power systems have been and are still based on generators. Like any mechanical device, they need a regular servicing, maintenance or upgrading to ensure they remain reliable – as a drop in power can be catastrophic.
PPSPower is best known for providing reliable maintenance solutions for both generators and UPS units. YorPower operates nationally and internationally to manufacture, install and commission generators to provide back-up and prime power solutions for its wide-ranging customers.
The two companies are now reorganising their
business structure and premises to offer a far more efficient service which aims to capitalise on the steady growth both have experienced in recent years. The prospect is exciting both for existing customers and potential new customers looking for reliable back-up power solutions of any kind.
Sustainability is at the top of the agenda for Stephen Peal, Managing Director of the YorPower Group.
Working towards net-zero Mr Peal has been working closely with Alan Stenson of neutral carbon zone since the summer to begin its journey to achieving net zero.
“As we bring all the businesses together, inevitably we’re creating efficiencies anyway, which moves us towards more of a carbon-efficient situationbecause we’re being more effective and more efficient as an organisation,” explains Mr Peal.
The next step is to establish and share the carbon footprint of YorPower’s services, and to include a price for carbon offsetting in quotations. This would enable the business to support its customers as they began their own decarbonisation journeys.
“Increasingly, customers and employees want to work with companies that demonstrate a commitment to becoming carbon neutral,” said Mr Peal. Our message is ‘watch this space’, as we will soon be announcing a new future-proofed model that will be focused on meeting or surpassing our environmental, social and governance objectives.”
The two companies are now reorganising their business structure and premises to offer a far more efficient service
ccording to the United Nations, climate change is the greatest threat humans have ever faced. Extreme weather events and rising temperatures threaten food security, natural resources and migration patterns. If we are to alleviate these risks, we need to act decisively
In 2016, the Paris Agreement introduced a binding commitment to reduce greenhouse gas emissions and limit a global temperature rise to 1.5 degrees above pre-industrial levels by 2025. The UK has committed to reaching net zero, with a further responsibility to reduce emissions by 78% by 2035.
Between 2019 and 2020, emissions fell by 13%, to just over 480 million tonnes of CO2 equivalent, but with business accounting for 18% of all UK emissions, each
organisation needs to scrutinise its activities and find ways to eliminate or reduce its carbon impact.
At Valpak, a Reconomy Group company, we manage mandatory energy reporting as well as providing companies with accurate data and modelling to inform change. For the businesses we work with, the journey often begins with mandatory energy reporting, but for many this is only the start. With the right appetite and armed with robust data, change can bring cost savings along with carbon benefits.
Mandatory reporting mechanisms such as ESOS (Energy Saving Opportunity Scheme) and SECR (Streamlined Energy and Carbon Reporting) are designed to support the journey to net zero. Failure
to comply may lead to reputational damage or, potentially, a severe fine. On a more day-to-day basis, organisations are increasingly finding their carbon performance scrutinised in tender applications.
SECR and ESOS consider Scope 1 and 2 emissions. Scope 1 refers to energy generated or sourced by the company onsite, such as gas and oil, emissions from onsite burners and those produced by the company fleet. Scope 2 covers emissions from purchased or acquired energy or cooling systems such as electricity and gas or steam. Meanwhile, Scope 3 refers to indirect emissions – such as those generated as a result of customer demand. While not required for mandatory reports, any business that is serious about addressing its carbon impact would include Scope 3 in its carbon strategy.
Around 11,900 companies are obligated to complete annual SECR reporting. These will meet two of the following criteria:
A turnover of £36 million or more.
A balance sheet of £18 million or more.
250 or more employees.
While SECR does not require independent audits, businesses must disclose their carbon performance in the Director’s Report, and demonstrate actions that could be taken to reduce carbon.
Compliance for ESOS is based on number of employees, and/or turnover or balance sheet values. Businesses must be independently audited every four years and submit information to the Environment Agency. While the next reporting date does not fall until December 2023, companies should not be complacent. Valpak advises businesses to plan ahead – leave it until six months before the deadline, and you may be too late to engage an assessor.
ESOS calls for reporting on 90% of total energy usage. A good assessor will be able to identify where your greatest usage falls, as well as gathering energy consumption data, handling correspondence with the Environment Agency, and preparing and maintaining ESOS evidence packs to demonstrate compliance.
Once areas for improvement have been established, businesses can start to reduce their energy requirements. Initiatives might include the installation of more efficient lighting, switching to renewable energy service providers or generating energy on site.
Sometimes, scrutinising one area will lead to success in another. For example, as a result of applying
for Valpak’s Zero Waste to Landfill accreditation, managing director at Snuggledown of Norway (part of John Cotton Group), Alastair Coulter, said: “With Valpak’s support and advice, we not only managed to achieve Zero Waste to Landfill certification for 2019, but also managed to reduce our carbon footprint and gain increased value from some of our waste materials. The business opportunities that have arisen from this recognition are a bonus”.
Businesses looking to drive carbon reduction further will scrutinise their supply chain, and extend assessments into any products or packaging they produce. A full life cycle analysis is a complex and costly enterprise; it might include deforestation or impact on the ozone layer. However, it is possible to perform a cut-down assessment looking at one area, such as carbon, and many companies choose this route. For SEGA, for example, Valpak has performed an annual assessment of the environmental impact of the Football Manager game. Since 2019, the carbon footprint has reduced by 74%, or 190kg CO2 equivalent per unit.
Valpak’s Consulting team has researched everything from packaging changes to the economic impact of circular development. Earlier this year, we were proud to be shortlisted for the Business Green Leaders Consultancy of the Year award.
What links all of our projects is a desire to make informed choices and encourage data-driven change. We see many businesses that are looking to reduce carbon to meet internal targets, match competitors’ achievements, or simply to do the right thing.
The closer we move to the 2050 deadline, the greater focus we can expect to see on carbon. Tracking and reducing carbon can be complicated but, with the right support, those prepared to aim high will benefit both their business, and the planet.
For more information, visit https://valpak.co.uk
Glen Dimplex has embedded sustainability into its culture, by designing products to enhance life cycles, as well as meeting legislative demands. When it comes to packaging, products need to be protected. For its cookers, Glen Dimplex has historically used a combination of polystyrene, wood and shrink-wrap, but it was keen to eliminate polystyrene. Before it makes any changes, it wanted to source robust data to ensure that the system it chose would offer a carbon reduction.
Valpak compared the existing use of polystyrene with a foldable cardboard alternative and a reusable option. Our modelling found that the foldable cardboard packaging, with a reduction of 88%, resulted in the lowest carbon footprint across its lifetime. By comparison, the reusable option would need to be used twice to beat the existing packaging for carbon emissions, and 10 times if it were to outperform the foldable cardboard.
Company A sells and distributes beauty products. Although it operates from two warehouses, as a private limited company it is considered a single UK entity for ESOS purposes.
To meet the requirements of Phase 2 of ESOS, Valpak supported Company A to: monitor and record the total energy consumption for a 12-month period; identify areas of significant energy consumption, which represent 90% of the total energy consumption; carry out technical energy audits of areas of significant energy consumption and identify energy saving opportunities; ensure that the ESOS Assessment was reviewed and signed off by an approved ESOS lead assessor and director; and submit a notification of compliance to the Environment Agency prior to the deadline of 5 December 2019.
Valpak identified opportunities for a reduction in energy use, including: staff training and an awareness programme to drive behavioural change; implementation of heating and cooling controls, installation of light sensors and replacement of non-LED lighting.
These measures would potentially deliver estimated energy consumption savings of around 86,000 kWh per year, and almost £10,000 potential cost savings per year, with a financial payback over 1.5 years.
“Last year, we launched a 100% electric van fleet. As well as saving 13.5 tonnes of CO2 from diesel fuel, the vans are not liable for London congestion charge or vehicle tax, which results in a cost reduction of £8,500 a year per van.”
Dominic Ponniah, CEO, Cleanology
Development of the ClearVIEW system has led to its relaunch by Trios Group with a view to extending its reach and support of its growing number of FM clients
With greater understanding of the importance of data continuing to emerge in all areas of the FM industry, the need for effective analysis to provide detailed information has also been recognised as an essential part of this.
The march of technology has seen many positive developments, including the delivery of highly effective data analysis, and this is a cornerstone of the ClearVIEW solution. First introduced by Trios Group 10 years ago, ClearVIEW has been used by clients and the company to support all areas of FM delivery and property lifecycle management in the intervening period.
Trios Group head of sales and marketing Paul Bryan says that ClearVIEW has developed into a sophisticated platform, with accompanying expert advice, to support all areas of FM operations and additionally provides an overview of the lifecycle of their facilities. Unlike other FM models, ClearVIEW enables customers to retain their preferred supply chain, but it can also match them with alternative providers who offer greater quality, or cost savings.
The Trios Group is also well established, and Mr Bryan explains it consists of three divisions, namely Projects, Facilities Management and ClearVIEW, which the company is relaunching. “We’re now aiming to redefine what ClearVIEW does and differentiate it to show how it provides a valuable service to the end user,” he continues.
In addition to its wide-ranging CAFM and compliance services, the platform can also assist with functions including the acquisition of property, lease negotiations and energy consumption, so effectively everything up to when a facility is sold or disposed of. “From a property manager’s point of view, we’re offering a one-stop-shop for all aspects of managing their buildings,” Mr Bryan says.
Analysis can be provided to clearly display all aspects of FM operations, further supported by a comprehensive overview of supply chain partners. The tool also monitors performance and management of invoices and payments, with many more options available to control cost and ensure that each facility is managed in the most effective and efficient manner.
Trios Group head of managed services Kirsty Rich describes ClearVIEW as an intelligent property solution, which can be used as a highly effective tool to address key FM challenges. “Solutions can be very different for each client, but we can tailor the service to suit their needs and budget, so that it can help them look forward and prepare for future developments.
“The ClearVIEW platform presents the data in a readable, usable format, meaning our customers avoid spending lots of time having to complete manual analysis of handwritten reports or similar. Our team is always on hand to help our customers get the most from their data. Recently we’ve been working with one customer to develop significant cost-saving strategies via benchmarking for example.”
Development of the ClearVIEW system has led to its relaunch by Trios Group with a view to extending its reach and support of its growing number of FM clients
She further explains how the build-up to the relaunch has included discussions with existing and potential users to identify the issues they would most like to solve through their use of the platform.
Although many FMs understand the importance of data, Mr Bryan states that conversations about the relaunch of ClearVIEW have revealed some fascinating issues. “They’ve told us that they’re often too busy running around doing their day job to organise good data analysis, although they fully understand the importance of this. What we’re trying to do is engage with our clients and encourage them to do things differently by helping them to use the data to look at the value, rather than just going for the cheapest cost and changing suppliers all the time.
“Once the procurement process starts that often means the die is cast, but if people start to think a little differently and support this with strong data analysis, they can achieve a lot more. This doesn’t mean that the cost of the job will be less, necessarily, but they’re far more likely to get more value.”
After the decision has been made to use ClearVIEW, the company provides considerable levels of support to ensure that clients and FM staff are quickly able to use it in the most effective manner. Ms Rich provides further explanation of the different levels of support available.
“During a mobilisation period, we’ll often organise supplier forums which will include a day where everyone can come in and do some training. For existing suppliers, this is a chance to learn about the ClearVIEW platform and how to accept and update jobs, provide quotes and the like. We also ensure suppliers old and new receive relevant documents and processes to ensure everyone understands how things work for the contract. We also have a plan of works for the customer during their mobilisation to help everything go smoothly and we’ve done this for very large and smaller estates, and it’s worked really well for everyone.”
Preferred times of mobilisation completion are for a three-month delivery period, she continues, but these can be completed in shorter periods if preferred. “We’ve even completed mobilisations within two weeks when this was required by the customer,” says Ms Rich.
The key to successful implementation is gaining an overview of the list of operations and requirements of each estate. The company has seen examples of businesses with comprehensive data lists and those with hardly any details, but has achieved successful outcomes in both these cases.
Because ClearVIEW has been established as a bespoke platform, the company states that it does not dictate how it should be used. Each client is presented with a platform that uses their recognised terminology to ensure that all users clearly understand the various aspects. Similarly, the company does not dictate which processes the customer needs to use and encourages them to engage with the platform in the best manner to achieve their desired outcomes.
One of the main strengths of the system is that it has been created by the Trios development team, which continues to administer it.
This has allowed the company to offer a highly flexible platform that can be quickly adapted to the needs of each client. Additional benefits are also provided by the system’s in-house development team in the form of continued adjustment following implementation. There have been a number of instances where improvements have been introduced which are also applicable to other users, in which case these are shared with clients at no additional cost.
Proof of the effectiveness of the system can be seen through customer response to the ClearVIEW platform, with one client stating: “We were overjoyed to see the data and insight we will be able to access. It is going to be a game changer for our business.”
We’re now aiming to redefine what ClearVIEW does and differentiate it to show how it provides a valuable service to the end user
Fire solutions have never been higher on the agenda of building owners and managers (responsible persons). The Grenfell Tower Inquiry Phase I report made a number of recommendations, some of which were directed to the government and required a change in the law
n 23 January 2023, the Fire Safety (England) Regulations 2022 are being introduced under Article 24 of the Fire Safety Order 2005. Regulations made under article 24 can impose requirements on responsible persons in relation to mitigating the risk to residents for specific premises.
The Fire Safety Order applies to all premises including workplaces and the common parts of all multi-occupied residential buildings. It already requires responsible persons, where necessary, to take certain steps to ensure the safety of residents.
The Fire Safety (England) Regulations 2022 apply in England only. The responsible person is the person who is responsible for the safety of themselves and others who use a regulated premises.
This is normally a building owner, or in residential properties, any other person in control of the premises. The responsible person is the person on whom most of the duties set out in the Fire Safety Order are imposed.
Premier Technical Services Group Ltd (PTSG) works with Duty Holders to ensure their buildings are compliant and their fire safety assets are up to date and able to protect building users in the event of a fire.
Each year, PTSG delivers passive fire services to thousands of properties across the UK. They are provided as part of a rolling programme of inspection and/or rectification works. Strictly following fire safety reforms and building regulations, PTSG’s engineers remove fire safety risk from occupied buildings, keeping them safe for all users. That is their ultimate goal: to protect people and infrastructure.
PTSG’s passive fire team comprises technicians who hold the BM Trada Q-mark certification for Fire Door Installation and Maintenance. Every one of our operatives is Firas certified.
FIRAS (Penetration Sealing Systems, Cavity Barriers, Fire Door Maintenance, Timber Fire Doors & Composite Fire Doors)
BM Trada (Q-Mark Fire Door Installation to STD052 and Q-Mark Fire Door Maintenance to STD058)
LPCB (LPS 1271 – LPS 1531 and LPS 1197)
Neo is an integral part of PTSG, having been acquired by the Group in October 2021. Neo was a finalist at the ASFP (Association for Specialist Fire Protection) Awards for Customer Service of the Year.
To be considered for the award Neo, which deals with over 30,000 customers annually, demonstrated how it excels when it comes to delivering customer service to its clients and building users, delivering not only passive fire services but fire safety awareness amongst building users and management teams.
Alistair Hodgson, managing director of Neo, said: “Every year the essential fire safety services we perform touch thousands of people. Through very deliberate attempts to make sure every impact we have in a customer’s home or workplace is a positive one, we are delighted our efforts have been recognised and that we were shortlisted for this prestigious award.”
The ASFP awards, which aim to recognise excellence within the passive fire protection industry, will highlight ten members of the fire protection industry and their outstanding achievements throughout the year. The awards ceremony took place on Friday 25 November at the Park Regis hotel, Birmingham.
PTSG recently launched a campaign to alert Duty Holders to the requirements of the forthcoming fire safety regulations (effective from 23rd January 2023).
Anyone who wants more information on what is required for buildings to be compliant with the new regulations, or for a free consultation, is encouraged to contact PTSG.
FSC@ptsg.co.uk www.ptsg.co.uk/fire-safety-campaign/
Keeping up to date with all aspects of new and updated legislation is another important requirement within all aspects of the management of facilities and estates
Ms and service providers will be keenly aware of the importance of obtaining an accurate perception of the long list of legally binding rules and regulations relating to their facilities.
These typically range from the correct requirements for maintaining plant and equipment to the health and safety of all those using the facility in question. While most experienced FMs will regard ensuring that their facility or estate is compliant as one of their first priorities, before moving on to other areas, keeping up with new legislation and the potential impact this will have remains a highly important part of the job.
In addition to ensuring that each building is fit for purpose and safe to use, recent years have seen changes to the law that place those designated as responsible persons at risk of prosecution when incidents occur. Bearing this in mind, FM Director spoke to a number of industry experts to hear their thoughts on the most relevant examples of new legislation for FMs and service providers to prepare for.
Our first response is provided by Corps Consult executive director Mike Bluestone, who provides an overview of the Protect Duty legislation, also known as Martyn’s Law, which is due to become part of UK legislation in 2023. It has been drafted in reaction to terrorist attacks in the UK – most notably the Manchester Arena bombing where the law’s namesake, Martyn Hett and 22 other concert goers were tragically killed on May 22, 2017 – and the law aims to embed the necessity for predetermined ‘publicly accessible locations’, venues, events, and activities attended by 100 people or more, to be suitably prepared for the event of a terrorist attack.
“The legislation defines a ‘publicly accessible location’ as ‘any place to which the public or any section of the public has access, on payment or otherwise, as of right or by virtue of express or implied permission’ and includes a broad range of everyday locations,” he continues.
“Figen Murray, mother of Martyn Hett, has worked closely with the Home Office and across the security sector to make changes to legislation with the development of Martyn’s Law to help prevent any further loss of life through terrorism, or indeed non terror related threats.”
It is now estimated that Protect Duty will affect around 650,000 UK businesses when a framework of best practice for the protection of the public is formally set. This framework will focus on distinct requirements including vulnerability assessments, increased terrorism awareness and training, risk mitigation, developing a counter-terrorism plan and engagement with local authorities alongside existing legislation.
“While terrorism preparedness has been a focus within professional security training both before and increasingly after the Manchester attack, the legislation will require businesses to work with their security provider to be educated, implement new systems, and provide additional security to prevent and prepare for potential acts of terrorism. The worst-case alternative could be facing criminal charges such as corporate manslaughter if the business is proven to not conform to the requirements of the framework,” says Mr Bluestone.
It is now estimated that Protect Duty will affect around 650,000 UK business
Another aspect of concern to those attempting to keep pace with updates to and introductions of new legislation is the impact of the recent political uncertainty within the UK that has seen Rishi Sunak appointed as its third Prime Minister this year. This has resulted in industry associations expressing frustration at the lack of information generated by the government to help prepare for updates and the introduction of new laws.
In some cases this has led industry experts to report that they are unable to provide the accurate advice essential in helping everyone to prepare for updates and introductions. Included in this is the UK version of CE marking for products, which was announced as part of Brexit, following the lack of response from government bodies. However, one of the new laws due for introduction places companies at risk of prosecution if they do not comply with the need to address money laundering issues. This has the potential to impact on all business in Britain, according to The Corporate Governance Institute.
Its co-founder and chief executive officer (CEO) David W Duffy says: “In the latest legislative proposals to combat financial crime, MPs are not only suggesting that directors should have more responsibility, but that they should face harsher punishments for breaking the rules. In short, prison time could be on the cards for those who don’t pull their weight.”
Business owners and directors will need to be aware of three important implications:
Their level of personal legal responsibility in financial crime cases will increase;
They could be liable if authorities can prove that their company facilitated financial crime;
They could go to jail in such a situation.
“It also means that their career as a non-executive director would be over if they were found to be culpable. A director only has one reputation, so it needs to be protected,” Mr Duffy continues.
This does not just apply to scenarios of ‘actively assisting’ foul play and could easily apply to a lack of due diligence in preventing it. “At the moment, the legal changes revolve around the Economic Crime and Transparency Bill, which is currently at the committee stage and is awaiting a third reading in the House of Commons. MPs are expected to propose amendments to this bill which would place liability for any ‘failure to prevent criminal activity’ on company directors beefing up the regulatory framework still further.
“The Economic Crime and Transparency Bill already contained provisions for stricter oversight in the UK. It was due to give new powers to law enforcement to tackle organised crime and sweeping reforms to the company registration process.”
MPs are not only suggesting that directors should have more responsibility, but that they should face harsher punishments for breaking the rules
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With this sentiment widespread amongst MPs, readers should expect tougher regulations to follow, shining the spotlight of responsibility on directors in particular. Analysts estimate that between £80 and £100bn in “dirty profits” are laundered through the UK annually, he continues. In 2020, a leaked US Treasury report called the area a “higher-risk” jurisdiction. The country was repeatedly mentioned in the FinCEN files (an extensive dossier of money laundering revelations) in September of that year.
“The UK – and London in particular – is considered a hotbed of dirty money and a gateway through which it flows to the west. At the heart of the problem are controls that global watchdogs consider lax, which is why MPs are keen to see more accountability.
“Directors should be aware of this, as they are ultimately responsible for strategy, due diligence, and company direction. If they blindly allow their firms to get involved in financial crime, or if they know about it and do nothing, their culpability is now likely to increase,” Mr Duffy concludes.
There is widespread expectation that requirements for carbon emissions reporting and the drive to reduce these will continue to emerge over the next few years. This currently applies to larger corporate bodies, but seems highly likely to be extended to smaller businesses.
Efforts are currently increasing to create the UK’s Net Zero Carbon Buildings Standard (the NZCBS) and the team behind this has launched a call for evidence, which is designed to help inform and guide the development process.
Once this has been created, the NZCBS will provide a single agreed definition and methodology for industry to determine what constitutes a net zero carbon building. The cross-industry group developing the standard and championing this initiative includes representatives from organisations such as Better Buildings Partnership (BBP), Building Research Establishment (BRE), the Carbon Trust, Chartered Institution of Building Services Engineers (CIBSE), Institution of Structural Engineers
(IStructE), Low Energy Transformation Initiative (LETI), Royal Institute of British Architects (RIBA), Royal Institute of Chartered Surveyors (RICS), and UK Green Building Council (UKGBC).
Having established governance and delivery teams, the NZCBS coalition is now calling on UK built environment industry practitioners to supply operational energy and embodied carbon performance data for their buildings. This will support the development of their evidence base over the coming months.
The NZCBS coalition is seeking operational energy data for buildings as its main priority - specifically in-use consumption data from the best performing existing buildings, and modelled performance data for buildings in design or construction. This data will enable the NZCBS development team to understand the current benchmark for energy performance and what future best practice might look like. As part of this, the NZCBS is also calling for experts to assist with energy modelling – with more information provided within the call for evidence guide.
Secondly, the team is seeking embodied carbon data from both new construction and retrofit projects. This will enable the NZCBS developers to set out benchmarks for embodied carbon emitted in the construction process of different building types across the UK.
Participants are invited to submit data via the Built Environment Carbon Database and the deadline for this is 16 December 2022. Those with operational energy and embodied carbon performance data to share are encouraged to review the call for evidence guide, available on the project website with more detail on the process for supplying data.
The team can be contacted by emailing energydata@NZCbuildings.co.uk or Embodieddata@NZCBuildings.co.uk, depending on the type of data in question.
David Partridge, chairman, related argent and chair of the UK Net Zero Carbon Buildings Standard Governance Board, says: “If the real estate industry and built environment is to seriously address its impact on climate change, a universally adopted Net Zero Carbon Buildings Standard is absolutely essential.
The UK –and London in particular – is considered a hotbed of dirty money and a gateway through which it flows to the west
“We are looking for built environment professionals to contribute data from a number of different asset types to develop a single, agreed methodology and for all stakeholders in the real estate industry who will be using the Standard to get involved in order to formulate it appropriately.
“Please contribute to our call for evidence and join us in our update event to learn more about our plans and programme for developing and testing the Standard.”
Clara Bagenal George, LETI and chair of the UK Net Zero Carbon Buildings Standard Technical Steering Group says: “Not only will this project deliver much needed clarity on how to verify net zero carbon buildings in the UK.
“But it also brings together key organisations that have been working in this space, to create a robust, industry led Net Zero Carbon Buildings Standard, created through consensus and collaboration based on science.”
Energy consumption is another area that has seen considerably higher levels of interest this year and, although rising costs are not currently affected by legislation, Building Controls Industry Association (BCIA) vice-president Stacey Lucas issues guidance to building managers concerned by the rising energy costs.
She refers to the lockdown periods in the last two years which have cast a spotlight on the issue of building performance and efficiency.
“With many commercial buildings suddenly left unoccupied we were provided with a real insight into how unprepared many businesses were in terms of managing their premises efficiently.
“Now, with energy bills predicted to soar as we move into winter, many businesses will be reviewing the efficiency of the buildings they occupy to see where they can make savings at the same time as maintaining the comfort of their on-site staff,” she continues.
The issue of making workplaces comfortable for their occupants can sometimes create internal
problems for business owners who have “an almost impossible task” of keeping all of their staff happy and comfortable.
In some circumstances, individuals might make small alterations to their own personal workspace to improve their comfort.
This might be as simple as having their own plug-in heater under their desk to keep warm if the building’s heating system is not providing enough warmth, or taping over air vents if the air conditioning is too cold.
“These will, of course, create control havoc and energy waste, not to mention potential safety concerns.
“Details like these should be checked regularly –for example as soon as the weather turns cooler the vents that are now producing warm air will not be as effective if they are partially covered,” Ms Lucas continues.
Many buildings will have a building energy management system (BEMS) installed but a lack of skills and knowledge among on-site personnel in the day-to-day management of a building makes it difficult to know whether it is operating to its optimum capabilities.
A simple service and maintenance visit and training could reap real life savings and rewards, with potentially instant payback on the investment, particularly while energy prices remain at a high level.
“There are buildings throughout the country, old and new, that could be managed better, and the long-term benefits of investing in smart technology is becoming clearer every day. In a true smart building, if the technology is correctly designed, installed, commissioned and maintained it can help reduce energy consumption and spend and in doing so reduces carbon emissions.
“We have the technology available to us to remain comfortable at work as well as conserving energy and making valuable savings,” Ms Lucas concludes.
There are buildings throughout the country, old and new, that could be managed better, and the longterm benefits of investing in smart technology is becoming clearer every day
Corps Consult executive director Mike Bluestone introduces Protect Duty, a new piece of legislation that is due to be ingrained into UK law next year
Figen Murray is the mother of Martyn Hett, who alongside 22 other concertgoers, was tragically killed in the Manchester Arena Bombing on 22 May 2017.
Since the loss of her son, Figen has worked closely with the Home Office and across the security sector to make changes to legislation with the development of Martyn’s Law, or as it will be officially known, Protect Duty.
The Protect Duty legislation will seek to ensure that certain predetermined ‘publicly accessible locations’ venues, sites, or events and activities attended by over 100 people, are suitably prepared for a terrorist attack.
A ‘publicly accessible location’ is defined as ‘any place to which the public or any section of the public has access, on payment or otherwise, as of right or by virtue of express or implied permission’.
Publicly accessible locations include a wide variety of everyday locations such as: sports stadiums; festivals and music venues; hotels; pubs; clubs; bars and casinos; high streets; retail stores; shopping centres and markets; schools and universities; medical centres and hospitals; places of worship; government offices; job centres; transport hubs; parks; beaches; public squares and other open spaces.
This list, however, is not exhaustive.
Whilst terrorism preparedness has been a focus within professional security practice and training both before and increasingly after the Manchester attack, the legislation will require businesses to work with security providers, and for owners, operators, and staff to be educated, implement new systems, and provide additional security to prevent and prepare for potential acts of terrorism.
Owners and operators of publicly accessible locations with over 100 patrons and/or 250 employees on site will be required to comply with five critical principles under Protect Duty:
To engage with freely available counter-terrorism advice and training
To conduct vulnerability assessments of operating places and spaces
To mitigate the risks created by these vulnerabilities
To put in place counter-terrorism plans
Local authorities to plan accordingly for the threat of terrorism
A key takeaway is the need for these five elements to be in place and managed by a responsible and qualified person in organisations with over 250 employees in one location.
Facilities managers sit alongside their security colleagues on the frontline navigating the planning, procuring and managing of security solutions. Understanding the nature and sources of threat is a key starting point for any security programme, which must be designed to align with the broader aspects of business and corporate resilience.
Whilst terrorism remains a major threat in the UK, we cannot ignore the ongoing threats from organised and opportunist crime, as well as extremist and often intrusive protest activity, especially from single-issue activist groups and actors. For UK FMs, these threats pose a significant challenge to implementing security programmes.
Many public and private companies and organisations, irrespective of size, are at risk. Frequently, the ownership and global areas of operation of such organisations will define their status as a target. For example, American-owned businesses, or those operating in global regions of conflict, are particularly vulnerable. The challenge for FMs is increased when there is no dedicated and experienced security manager with whom they can share responsibilities.
Paramount to effective security management and planning (and not just as a response to Protect Duty) is defining effective security policies, strategies, ownership, and procedures. Those FMs who have acquired the skills to conduct security surveys within their own organisations will have the benefit of prioritising their physical, electronic and human security resources as well as gaining a deeper understanding of how to source appropriate suppliers.
Effective security measures are not necessarily dependent upon the size of the available budget and as an example, the raising of security awareness, robust access control, staff training and penetration testing, can all contribute significantly to security effectiveness without requiring huge capital spending.
FMs also find themselves increasingly working alongside cyber security colleagues and specialists to counter cyber threats, which have the potential to disable electronic systems including security assets such as access control, alarms and CCTV.
An ancillary benefit likely to emerge from Protect Duty will be a positive impact on mitigating other types of threats. It is reasonable to conclude that any environment that has had its security measures upgraded to withstand terrorism should also be able to prevent unauthorised intrusion by extremist protestors or determined criminals.
The advent of what will be ground-breaking Protect Duty legislation also presents FMs with an opportunity to re-examine existing physical and electronic security measures at all sites within their portfolios. Security assets that need to be considered would include CCTV; access control; alarms; gates and fencing; window protection; lighting; hostile vehicle mitigation (HVM); and perimeter intruder detection systems (PIDS). Other security-sensitive assets such as UPS and air-conditioning systems can also be reviewed.
Perhaps the biggest impact of Protect Duty will be on corporate security culture. The expectation is that the new legislation will impact security in a similar way to the Health & Safety at Work Act 1974. Now is the time to start thinking about Protect Duty, reviewing and planning ahead.
While we do not know exactly what the legislation will say, we do know that it will seek to impose more responsibility and accountability on premises owners and operators, so it is advisable to start preparing now.
Finally, we know from government consultation documents that the legislation will allude to ‘suitably qualified’ persons being required to conduct the relevant planning and risk, threats and vulnerability assessments, so retaining qualified security professionals, such as chartered security professionals, is a good way to get hold of the right specialist advice and support.
Mike Bluestone CSyP Chartered Security Professional executive director, Corps Consult
The advent of what will be ground-breaking Protect Duty legislation also presents FMs with an opportunity to re-examine existing physical and electronic security measures
Che HVAC market now is in a unique position that might only happen once in a lifetime, with an opportunity to shape the heating and controls industry for the foreseeable future or more. It is imperative that future products not only use less energy, but the control systems adopted maximise energy use and safeguard valuable resources such as water, electricity and gas, ensuring that nothing is wasted.
All this whilst maintaining a sustainable, economic environment and continuing to make a profit whilst delivering cost effective technology. This can only be achieved by maximising the use of new and disruptive technology, new controls and state-of-the-art
communication technology that can really help to achieve minimum energy usage.
This article discusses the need of the HVAC market to use disruptive technology to make the advances needed and change the way we use energy and water supplies. The focus to adopt new technologies needs to be much quicker in the areas of design, construction and retrofit, with examples of new wireless technology considered within this article.
There have been significant improvements in technology for mechanical and electrical controls. It would be beneficial for the saving of energy if the most suitable technology was used to maximum
effect. But how can that technology be used and improved by its combination with social media for such things as updating, notifying, and monitoring to ensure the best security, control, and maximum awareness is achieved?
This means removal of the demarcations between electrical technology, mechanical engineering and public health awareness and delivering the introduction of the best solution for a particular application. If new computer software, or the application of existing technology in a new application gives the best solution to achieve the desired result, then this must be the adopted standard.
Consultant Martin Lowe provides his thoughts on how wireless technology has developed to improve ease of installation and join the list of disruptive technologies making it easier to manage facilities
If the written word of the consultant’s specifications is not able or is too complicated to best convey the information or intention, then more practical methods should be used with a common platform that allows them to easily demonstrate the application. The days of ambiguous written specifications that are sometimes out of date, easily misunderstood and possibly not the best method to explain a complicated mathematical concept, should be consigned to history.
This new approach to the overall solution should be considered and encouraged within buildings that use energy. We already see some manufacturers in isolation, trying to communicate with mobile phones, BACnet and modbus, metering and monitoring and DALI lighting systems. Humans in buildings normally require some sort of combined services to allow movement, work, relaxation, and the ability to keep clean.
The human’s presence should be enough to turn on lights, open valves and provide a requirement for heating or cooling. Whether one local control system is enough or a complete building management system is required; that is part of the overall design.
The topic of the potential replacement of gas boilers has been previously discussed, with one option being that of improved use of heat interface units (HIUs). The argument was expanded to a demonstration of how the HIU should be developed to ensure it delivered the required function of providing heating and hot water, while still fulfilling all the other requirements, including ease of installation, commissioning and maintenance.
The HIU controller is sometimes the main differential between the different manufacturers. Speed of opening and closing is critical on hot water control, but it is the controller that determines the opening and closing, which is further determined by the method of measuring the flow, temperature, or both of a domestic hot water supply. But in a world where ‘disruptive technology’ has already started to make a difference in our homes and workplace, focusing on some simple control functions cannot be the limitations of the controller.
I believe that the HIU controller should either be the main communication centre or at least play a major part in the heating control system, (HIVE for example). This would mean that instead of working remotely, independently providing heating and hot water, the HIU controller would be linked to other devices such as the lighting system, the security system and even the entertainment system. The billing and monitoring of the amount of heat supplied should also be linked to the heat meter that is contained within the heat exchanger or located nearby. Ideally at least these two separate functions are combined in one central controller.
This is not a new concept and the ability to manage, monitor and make changes within the HIU is available and on the market. What would be new would be allowing the heating and hot water systems to interact with daily activities, for the leak prevention and detection system working to stop unnecessary wastage of water, shutting the water off if leaks are detected.
One of the areas of growth in control that needs to be more widely adopted if we are to save energy is the wireless system. Previously considered unreliable and possibly failing when it is needed most, there has been significant growth in this new technology in other European countries that see the need for more control, but without the wires. There are several wireless systems available that suit different applications and preferences.
For those who prefer to have ‘app’ technology to be notified and allow a degree of personal control there is the Bluetooth Low Energy (BLE) system that makes full use of the mobile phone interface with the person who needs to be informed. For those less interested in being notified of the fine detail and still preferring the old fashioned way of manually switching lights on, there is the EnOcean wireless Energy Harvesting Technology. Not that the BLE system is not as capable or EnOcean cannot switch on lights for those owners and building managers who want to extend the reaches of wireless technology to control blinds, ensure windows are closed with proximity sensors, control temperatures, measure CO₂ levels and even control the heating/chilled water system, EnOcean has more products and allows better integration.
One of the areas of growth in control that needs to be more widely adopted if we are to save energy is the wireless system
Both EnOcean and BLE have limited distances of communication, which is also dependent on the building structure and what metal devices are installed to disrupt the wireless signal.
Wireless systems are as prone to position as any other wired device. On the other hand, a wire can be hidden either in a wall, ceiling space or under a carpet. Care of ensuring the wire is laid where it cannot be harmed, or cause harm must be an initial consideration. How many people have drilled into cables when doing home improvements or tripped over poorly laid wires?
The same consideration must also be taken into account when installing a wireless system, the position is the most important factor. The physical hazard of drilling through live cables or tripping over wires that are not there has obviously been removed.
Another example of the benefits of wireless technology is the leak detection system that relies on the presence of water to activate a wireless sensor. That sensor can be solar and/or battery powered to avoid adding to the risk of water encountering electricity in a bathroom or kitchen where a leak is present.
The fact that the potential of the leak is not only problematic to the local area or room, but to the
whole building cannot be overstated and notification as soon as leaks are discovered is all part of the energy revolution. The human risk is also a consideration and this is where mains power leak detection systems struggle from human intervention whereas wireless solar systems are better suited to avoiding human meddling.
In summary all professional personnel should be thinking of the next 100 years and persevering with new concepts and ideas that reduce energy consumption and serve the needs of the people who use the buildings we design and build. We should all be more open minded and look for the ‘disruptive technology’ wherever possible.
I remember attending a BSRIA event in the early 2000s that had several speakers explaining about how different industries had been changed to meet new technologies and working practices. How the design and working practices had completely changed.
One of the warnings after a presentation was, if the industry does not change, then others outside the industry will enter and introduce the changes that we as an industry have failed adopt. Energy and water are no longer a cheap commodity that can be wasted. Energy and water need to be conserved and either we introduce the technology to improve old and new building stock, or it will be taken out of our hands.
We should all be more open minded and look for the ‘disruptive technology’ wherever possibleLeak detection
Pest management is an essential service requirement for many businesses, ensuring that human health is protected in many different sectors around the UK, from food production to hospitality and healthcare.
The UK is primarily focused on rodent management. Rats and mice thrive all year round in a temperate climate and in winter, so businesses and homes have the continual threat of rodent infestation as
they seek harbourage and food. Due to this threat, there is a proactive rather than reactive push in pest management, which focuses on ensuring there is a high standard of building maintenance to prevent pest entry, and cleanliness to restrict the availability of food.
In line with other industries, there is a continuing trend to promote greener ways of managing pests that have a limited, less harmful effect on wildlife and the environment.
Therefore, the safe use of rodenticides has become a top priority in the industry after there were highlighted concerns about anticoagulant residues entering the food chain and leading to non-target poisoning.
This has led to UK pest technicians being more rigorously examined and scrutinised in the last five years than ever before and the industry becoming collectively more knowledgeable and specialist.
Along with this, the application of rodenticides has become more restricted. There have been label changes to prevent the use of higher toxicity anticoagulants in some outdoor spaces, again toprotect wildlife.
However, this fails to consider that there is a growing concern over rodent resistance to anticoagulants. Without using higher toxicity rodenticides, resistant populations of rodents are never effectively controlled. This promotes resistance, as susceptible rodents will still be managed.
Meanwhile, resistant rodents will continually feed on rodenticides and not succumb to the lethal effects, thereby altering the population dynamics.
There is an ongoing squeeze on the technician’s toolkit as more products are no longer approved for use, due to either environmental or humanness concerns.
A prime example is the insecticides available to use. While it has been necessary to remove classes of insecticides, this has resulted in technicians having to rely on one class, which makes rotation of insecticides to avert resistance occurring impossible.
Additionally, the use of glueboards is currently set to be banned in Wales and possibly Scotland, over fears about humanness in their use and nontarget catching.
Over lockdown, there was a shift of pest locality from urban city centres to the suburbs, as the food sources available in the city became scarce. Furthermore, many pest technicians were not able to gain access to these locations as pest management was not initially considered an essential service.
With this in mind, many infestations were not managed correctly, leading to a rising number of rodents in domestic locations and rapid reinvasion of city areas once normal life resumed.
We are fast approaching winter and with local authority strikes affecting refuse collection, the rodent population will further increase. This will inevitably place pressure on buildings and businesses, leading to structural damage, loss of stock, disease transmission and loss of earnings.
New technology is one of the ways the pest management industry will evolve and combat the many pressures it faces. Technology will lead to earlier detection of pests, allowing for a more proactive pest management approach and for smaller and more focused application of pesticides. Additionally, technology will give site owners more visibility of pest activity and management. As people wish to track more and have more information at their disposal, there will be a shift to having live and current feedback on their pest management.
is
This demands that technicians be more technologically savvy and place emphasis on why their expertise is needed.
While a technologically advanced counting system will be useful in the industry, it will be redundant if not placed in the correct location and the most effective management is not used. Hence, while large datasets will be easier to create, data in itself is useless without pest expertise to interpret and make sense of it.
Customers want visibility of what is happening on their sites. Digital platforms allow FM companies to keep track of the number of visits sites are receiving, the number and types of infestations, and the products that are being used on site.
They can also receive data on the speed that callouts are attended and how quickly infestations are resolved, as well as recommendations regarding site hygiene, building fabrication defects, and issues with refuse collection and landscaping that may facilitate pest proliferation.
Customers employing FM companies to provide pest control services expect a high standard of service from them. Pest control companies that are members of the British Pest Control Association (BPCA) or National Pest Technicians Association
(NPTA) must meet certain criteria to become members and remain members.
For example, all servicing technicians must enrol on a continuous personal development scheme. The schemes ensure that pest control technicians are keeping up to date with industry best practices, health and safety, legislation and biology, and behaviour and control methods for pest species.
As a pest control industry, we should always look for greener, more sustainable methods of controlling pests to minimise the impact on the environment and non-target species.
The use of environmental management, temperature-controlled treatments, repellents, natural chemicals, parasitoids, and mechanical methods of control should always be considered first.
Proactive pest management is required to promote customer satisfaction. The recommendations that are given to the client as part of the pest inspection are fundamental for maintaining a pest-free premises.
The digitisation of pest control devices will allow trained, skilled PCOs (pest control operators) to focus more on the root cause of infestations rather than simply being distracted with checking and dating bait stations. This further allows technicians time to inspect for building fabrication issues, housekeeping and external influences.
While a technologically advanced counting system will be useful in the industry, it will be redundant if not placed in the correct location and the most effective management is not used
The management of high-rise residential facilities has seen a number of changes and challenges in recent years and David Breare provides thoughts on how his company has met and overcome the various issues
he management of high-rise residential facilities has seen a number of changes and challenges in recent years and David Breare provides thoughts on how his company has met and overcome the various issues
People have been put in an “unbearable” position after the top three floors of a fire-risk tower block were evacuated in the late evening, a resident said.
The Cardinal Lofts tower block in Ipswich was deemed a fire risk in 2020 and labelled ‘unsafe for
occupation’. Incidents such as this and the ongoing cladding crisis show how important it is for your tower block to remain safe and well-maintained.
Fires are unfortunately quite common in the UK. The latest government data shows that in England and Wales, firefighters will have attended 154,772 fires in 2022.
Canonbury Management has over 40 years of experience in tower block management and helping people take over blocks via Right to Manage. Director of Canonbury Management, David Breare, has put together expert advice
below on how you can make your residential block safer and more fire resistant.
“Safety is paramount. The cladding crisis has led to tragedy and its aftermath has caused both great anxiety for residents and a massive financial headache for block managers as they rightly make their blocks safer.”
By law, the owners of tower blocks should make their residence as safe and fire-resistant as possible. There are a few ways that both landlords and residents can make their tower blocks a safer place and reduce the risks of a fire.”
Flats should all be individually sealed units, so that if a fire starts in one flat, it cannot easily spread to another one for at least an hour. Compartmentation can be achieved by ensuring plasterboard on walls and ceilings is of the right thickness to hold back fire for 60 minutes.
These must be able to hold back fire for 60 minutes. Landlords must ensure that they are kept shut, generally with an automatic door closer. There must be no gaps between the door and the frame.
To help this they can install fire seals which expand in heat to fill in any gaps through which fire or smoke can spread.
Tower blocks over a certain height (usually between 18 and 60 metres) must be fitted with ‘dry risers’. These are empty pipes that the fire service can use to pump water to every floor if there is a fire. They should be regularly serviced.
Clearly marked, safe escape routes
Any building over three storeys high must have the escape route marked with signs.
Any building taller than two storeys must have emergency lighting along the escape routes.
Install fire alarms and maintain them
This might sound obvious, but fire alarms are a critical part of fire prevention. Install them and maintain them. If you are a resident, you should be proactive in checking that your landlord has installed fire alarms in the property.
Blocked corridors can be dangerous in the case of a fire, especially for disabled and elderly people, those under the influence of drugs and alcohol, and those with children or pets.
In England and Wales, landlords must make a fire risk assessment every year. In Scotland, the law is different, but the landlord is still responsible for keeping you safe from fire.
Your landlord should make sure that you know how to use the fire extinguishers: there may be instructions in the documents you received when moving in.
Making sure that tenants are aware of the emergency plan
Everyone in the building should know what to do in case of a fire, where the escape routes are, which doors lead to an outdoor space, etc. This may be displayed on signs in the common areas.
Keep a fire blanket and extinguisher in key areas
You can put these in the kitchen and anywhere else where there is a risk of a fire. However, the fire service recommends that they should be used only on small fires; for any larger fires, you should evacuate the building and call 999.
Make sure your electrical goods and fittings are safe
Check the wiring of items such as lamps, white goods and heaters, especially if they are from a country with fewer laws around safety, or second-hand . If your landlord provided an item that you think is not fire safe, you should let them know. Don’t overload sockets with plugs and make sure to unplug or switch them off at night.
Burning candles, smoking and cooking are all activities where you should be careful that nothing can catch fire and that you have extinguished the flame afterwards. Don’t store materials such as fuel or oil-soaked rags.
It’s your right to ask your landlord when the fire assessment was last conducted and what the results were. Knowing the risk assessment results will help you correct any faults and be better protected against potential fires.
Most of all, be prepared. Think of how you would escape in a fire and factor any elderly people, disabled people or children you may be living with into your plans. If you follow these steps, you can maximise your block’s fire resistance and keep your residents, neighbours and yourself safe and sound.
By law, the owners of tower blocks should make their residence as safe and fire-resistant as possible
This year has been a period of great growth and development for the YorPower group of companies. Just a few months ago it was announced that PPSPower and YorPower are reorganising their business structure and premises to offer a far more efficient service which aims to capitalise on the recent growth that both have experienced.
PPSPower is best known for providing reliable maintenance solutions for both generators and UPS units. YorPower operates nationally and internationally to manufacture, install and commission generators to provide backup and prime power solutions for its wide-ranging customers.
In August 2022, Stephen Peal stepped into the role of YorPower group managing director (he was
formerly the managing director for PPSPower), which was a statement of intent to operate as one ‘one family’. All companies within the group (YorPower, PPSPower and Glenace) will use the same systems, have full visibility of everyone in the different companies and know how each person goes about their job as they all work towards the same goal.
That goal is still to delight customers with the very best backup power solutions, be it a new generator or a maintenance package for an existing UPS unit, but the journey to reaching that goal will be far easier and more efficient. In essence, the YorPower Group is greater than the sum of its parts.
“The different parts of the business have always done a great job and have become highly respected within very niche areas,” explained Mr Peal.
“YorPower may be known to certain customers as a manufacturer and exporter of generators, while PPSPower can be relied upon for its maintenance expertise in the UK by customers as diverse as the National Grid, NHS, police forces, sports stadia and various water authorities, generally supported through facilities management companies.
“The common thread that runs throughout the different areas is our partnership approach: we work collaboratively with our customers to understand exactly what they need so that we can deliver a solution that exceeds their expectations. Now we are applying that same approach within our group of companies. All our staff, from CEO to apprentice, will be part of the one family approach to exceptional service.”
Training and development for all members of the group are a priority over the coming weeks, ensuring that everyone feels valued as part of the YorPower family, but also challenged in their work. Crucial to this is understanding what makes the team feel valued. Mr Peal continued: “If we can make sure people feel valued, they are lifted, they’re driven, and they’re more aligned with what we’re trying to do. They feel respected and part of it all.”
Ultimately, the hope is that this progressive approach will help YorPower to become an industryleading employer – the business that people want to work for.
Even in the wake of the COVID pandemic, when many companies were forced to downsize, the different businesses within the YorPower group continued to expand their workforce, investing for the future. Josh Hampshire was hired in October last year to work in the role of Group Operations Manager, covering PPSPower, Glenace, Generator Warehouse and YorPower. Josh began his career as an apprenticetrained engineer, working his way up to senior management within a major utilities provider.
The YorPower Group also strongly believes in taking on apprentices to invest in the next generation. This year, the company has taken on Kasey Evans as an apprentice Mechanical Engineer and Dylan Thomas as an apprentice UPS Engineer. Recent successes include Phoebe Slater, who is now part of the accounts team, and Jack McMean, who has gone on to be a UPS Engineer with the company.
Stephen Peal has also hired four new engineers (Michael Canning, Shaun Cheney, Matthew Chandler and Toby Fowle) to boost the team’s capabilities and meet their customers’ growing need for their specialist services.
“Over the next 12 months, we will be creating opportunities and bringing people in as we are now,” explained Mr Peal.
“There will be opportunities to move, not just up, but sideways. For example, maybe you don’t want to be in the service side of the business, and would rather be on the new product side. These efficiencies will create more opportunity, more stability, and growth.”
Accreditations are an essential part of any engineering company’s credentials – a sign that the workmanship of its engineers meets the requirements set out by recognised industry bodies. The YorPower group of companies has continued to renew its accreditations (SafeContractor and NICEIC) and, more recently, to pursue more advanced verifications including ConstructionLine Gold and CHAS Advanced, which shows that the requirements of SSIP and PAS 91 have been met.
Like most other responsible, forward-thinking companies, PPSPower and YorPower are aiming to be net zero long before the government deadline of 2050. Stephen Peal teamed up with Neutral Carbon Zone a little earlier this year and he has been working closely with the environmental, facilities management and software experts to work towards their net zero goals.
“As we bring all the businesses together, inevitably we’re creating efficiencies anyway, which moves us towards more of a carbon-efficient situation –because we’re being more effective and more efficient as an organisation,” he explains.
Increasingly, customers and employees want to work with companies that demonstrate a commitment to becoming carbon neutral. The message from the YorPower group of companies was previously “watch this space.” Mr Peal now hopes to have a strategy in place by the end of 2022.
Early in the new year, we look forward to bringing you news of this strategy as well as a larger announcement about the restructure and merger of all companies into one far more efficient unit. In the meantime, it’s business as usual.
The different parts of the business have always done a great job and have become highly respected within very niche areas
ndustry bodies are combining their efforts to improve the construction and running of all types of buildings within the public sector
The built environment’s leading professional bodies have joined forces to align the data
standards that are used to manage costing, carbon and building and facilities maintenance, in a bid to clear up confusion and shift the digital focus from new build to whole life building performance.
In what has been described as “a momentous,
game-changing moment”, RICS, BESA, NBS* and other interested parties have created a roundtable collaboration forum, in response to government demand for the public sector to enhance the way it uses digital life cycle costing, carbon assessment and digital led maintenance.
As part of its Building Better Buildings programme, the Government Property Function (GPF) has instigated a root and branch reform, based on the adoption of its FM asset data standards, to provide consistency in how asset data is captured and exploited.
This is intended to improve asset performance, lower running costs and reduce carbon emissions, as well as optimising the level of maintenance carried out to an appropriate budget.
The Government Property Agency (GPA), which manages the government’s offices estate, has been charged with delivering major efficiency improvements across its vast portfolio.
The use of better building information is pivotal to this, and the GPA is working with the industry bodies to embed data standards into its estate, as a ‘living laboratory’ that will use data alignment for specific information purposes, across the entire asset life cycle, and realise ‘real life’ benefits.
“More than 80% of the total cost of ownership of any built asset is in ongoing operation and maintenance, but many clients find it almost impossible to get a clear handle on how much they should be spending and on what,” said BESA chief executive David Frise.
“Many building owners and occupiers tell us they are sick and tired of not having access to complete cost and asset-specific data about how their buildings need to be designed and built in a way that will optimise how they are run and maintained. They now desperately need to cut running costs, whilst making sure their buildings are safe and compliant, and get on with delivering their net zero carbon reduction targets.”
The roundtable data collaboration forum should give them reason for optimism that the industry can be encouraged to stop working “in silos” and start sharing data to inform better decisions/outcomes, he added. It is also trying to address the ongoing problem that decisions made at design stage to cut upfront expenditure often lead to much higher lifetime maintenance costs, therefore passing on the problem to clients and people further down the supply chain.
The market for UK building maintenance is estimated at over £60bn per annum, but the industry bodies fear that a significant proportion of that money is not being properly targeted to reduce running costs and carbon emissions, with inappropriate funds allocated to keep buildings operating safely and efficiently.
Delegates at the BESA National Conference on 20 October will have the chance to engage with this process by taking part in an open forum with representatives from each of the data standard bodies.
Speakers will explain how the standards will be aligned and will invite feedback from delegates. The roundtable group’s intention is to evolve the use of data into a cost and maintenance ‘playbook’ that will explain how quantity surveyors and FM/ maintainers should set about gathering asset data using digital tools.
The panel will outline how SFG20, the industry standard for building maintenance developed by BESA, will be aligned with the RICS New Rules of Measurement (NRM) for building works and the BIM Construction Classification (Uniclass) developed by NBS, together with CIBSE’s Guide M best practice guidance for management and maintenance of engineering services.
This is intended to bridge the gap between the collection of digital information at the construction stage or during refurbishment projects, to help building managers develop accurate asset registers that can inform maintenance plans, asset renewal/life cycle plans, and carbon assessments.
“BIM models contain 80% of the data needed to create robust maintenance programmes, but most surveyors are not using it – it is being lost at handover,” explained Mr Frise.
Aligning SFG20 schedules with Uniclass classification and NRM 3 cost structures and CIBSE’s Guide M expected life tables can help to ensure the necessary information from ‘as built’ projects is handed over, to enable fully costed plans for the lifecycle operation and maintenance of buildings, saving precious time and money.
Uniclass is embedded in the BIM process, but all the industry data bodies have agreed that there is a major problem at project handover, which leads to much of the design information not being used in surveys to inform setting the relevant maintenance schedules and upload data into CAFM systems.
Mr Frise added that there was currently too much “guess work” involved in the production of life cycle cost plans, carbon assessment and maintenance programmes and, as a result, operation and maintenance are typically undervalued and, therefore, often “little more than a tick box exercise”.
As part of the process of aligning standards, BESA has developed SFG20 Resource Modeller, a tool that allows maintenance professionals to cost their requirements and identify exactly what resource is required, also helping to identify what is the defendable running cost needed for the set service levels.
The data alignment mapping work is well underway and, by bringing all the UK industry standards parties together, the group feels there is light at the end of the tunnel for achieving digitally enabled and fully planned and costed maintenance programmes.
“Getting this right will be vital for making our buildings more efficient, safer, healthier and to put us on the road to net zero,” said Mr Frise.
“Come along to our open forum at the BESA National Conference to learn about this historic use of data standards development, have your say, and help us produce the Cost and Maintenance Playbooks that will take the industry into a new era.”
*The leading professional bodies are:
BESA – the Building Engineering Services Association
RICS – the Royal Institution of Chartered Surveyors
NBS – the National Building Specification
For more information go to: www.sfg20.co.uk
To attend the BESA National Conference including the maintenance open forum go to: www.theBESA.com/conference
More than 80% of the total cost of ownership of any built asset is in ongoing operation and maintenance
s founder and managing director of specialist electrical contractor Volta Compliance, I’ve learned how to balance personal well-being with the demands of running a successful company. Below, I’ll share my well-being tips – from embracing healthy habits, to connecting with other leaders.
Shortly after launching Volta in 2016, I made the decision to take on a major contract. The project involved leaving my family for a month – during which time, I lived in a hotel and worked 10-hour days, seven days a week.
This difficult decision paid off, and the profits provided a solid platform for growth. Today I try to achieve a better work-life balance – and key to this is making time for healthy habits.
Studies suggest that exercise can have a positive impact on mental health, helping to promote good quality sleep, reduce stress, and boost your mood. I like to visit the gym, and find that regular workouts enable me to focus. Thanks to apps like Teams and Zoom, you could even take walking meetings.
Connecting with loved ones is also important, and something I try to make time for each day. In practice, that might mean sitting down to dinner with my family, or scheduling coffee with a friend. Spending time with the people who matter most helps me to recharge my batteries.
For years, reading was never high on my to-do list, but I’ve recently begun to appreciate its benefits. I also enjoy audiobooks, which I can listen to as I travel between meetings and appointments. I’ve learned so much about business, sales, and mindset.
With growth and success come new, often unexpected challenges. It helps to discuss them with other business leaders, who can empathise, share their own experiences, and even suggest solutions.
Networking can also help leaders to stay motivated and accountable. I belong to ‘The Wolfpack’, a group of successful Yorkshire entrepreneurs. We get together in a local pub, and I’m always inspired by my peers’ stories of success and failure. Additionally, I have joined the Connect Leaders Forum, a peer-topeer learning group founded by Connect Yorkshire.
We meet every few months in a boardroom environment; it’s here that I can share my five-year plan and be held accountable by other business leaders.
These relationships have proved invaluable, helping me to stay on track, sense-check new ideas, and connect with people who understand the challenges of business ownership. It’s worth looking for peer-to-peer groups in your area, or even establishing your own.
It can be difficult to step away from these challenges, whether you’re managing a growing team or juggling ambitious new projects. Maybe you even fear your business will struggle to operate without you (this is known as ‘founder dependence’). Nevertheless, it’s important that you take time out to recharge and reflect.
And it doesn’t need to be for a beach holiday. When I was invited to attend a ‘Wim Hoff’ weekend via a team initiative run by Pentest People, I was dubious; did I really want to brave the Lake District in November?
It proved to be a truly eye-opening experience.
The group and I spent time in waterfall pools, rivers, ice baths, and even the sea, learning breathing techniques that we could use to manage real-world stress.
I returned from this long weekend with renewed energy, a fresh perspective, and a clearer understanding of the link between body and mind.
When it comes to workplace well-being, managers should lead by example, taking regular breaks, leaving the office on time, and being honest about their own mental health. At Volta, we try to foster a relaxed, open, and supportive environment, encouraging staff to share their concerns.
Volta has come a long way in the six years since its launch. What began as a start-up with a small team and an old Astra van is now an established electrical compliance specialist, offering fully managed contracts to market-leading customers. Achieving sustainable growth can be hugely challenging, and I’ve learned that it’s crucial to celebrate your wins –and have fun – along the way.
To learn more about Volta Compliance, visit https://voltacompliance.com/
Growing a business requires grit, enthusiasm, and plenty of hard work. The rewards can be substantial – but with employees and customers relying on you, it’s all too easy to burn out
After a successful career in the RAF, Mike Smart has put his transferable skills to good use in the FM sector, where he is spreading the message that data is king.
Another highly positive aspect of the FM industry is the numerous opportunities it provides to ex-services personnel, allowing them to transfer their skills and, in many cases, to add more while further enhancing the recognition of the sector for delivering value and sustainability.
Bellrock Property and Facilities Management managing director Mike Smart is a veteran of the Royal Air Force (RAF), having spent 21 years in a number of roles, ranging from operational support to squadron leadership roles.
“After spending many years away from the family overseas, I made the decision to spend more time closer to home and landed a job with Serco,” he says. “I stayed there for seven years and worked on business development and account management, which
provided some great insight into the defence side of the business and the work was really enjoyable.
“I worked in energy service for a period of time and found myself in the Operational Efficiency Directorate (OED) which gave great exposure to how the business operated over so many areas, including business operating models, procurement and supply chain strategy, and transformational change programmes, all set out to help the company meet all its challenges and aims across a range of services in multiple sectors.”
This led to Mr Smart taking a leadership role in a partnership between the Ministry of Defence (MoD), Kings College, London, and Serco to establish a defence academy in Doha, Qatar. He then became programme director and immersed himself even further in the project.
“It was quite an amazing challenge as I had to travel to so many places to bring the collaboration together,” he continues. “For example, in a threeweek span I would frequently travel to numerous locations around London and the Middle East, and it proved to be a highlight of my time there as we achieved a great deal and even won some internal awards.”
Mr Smart then took the opportunity to work for Transport for Greater Manchester (TfGM) on its asset management strategy. He describes the organisation as being “absolutely fantastic” and incorporating an “amazing culture” that oversees all aspects of travel around the city and wider Manchester area.
“It’s a seriously dynamic environment and operationally you would be dealing with the dayto-day requirements and then also including major events, such as major sporting events and concerts, and having to deal with the emergency services, politicians, local council employees, and many others. The TfGM responsibilities were 24/7 and completely fascinating, which all rubbed off on us when we were part of this great organisation,” he says.
Having settled in the South of England, however, he found himself spending more time away from his family. The opportunity to work for Bellrock provided him with the optimum mix of personal and professional requirements.
“I started as MD of the Corporate Division, which was a hybrid of private and public sector, commercial and central government activities, and as the company grew, I became MD of the Workplace and Compliance Services division. I’ve now become focused on an exciting mixture of government, public and commercial property sectors and I’m now in my seventh year with Bellrock.
“In that time, I’ve seen us become a multidisciplinary organisation, and our skills are deep within a number of areas across the property sector. I focus on the workplace compliance activity and supporting all the operational aspects of a building,” he continues.
One of the central aspects of the company’s operations is its Concerto asset management software, which has been developed in-house and continues to be administered by the company’s team of software engineers and developers. Mr Smart describes it as a software service that is IoT enabled and can be rapidly deployed. The estate management, project management and workplace modular suites provide state-of-the-art workplace, facilities and property management analytics, and workflow and financial support for you and your supply chain partners. Indeed, it is far more extensive than many others he has seen. “Using this system gives both us and our clients agility and the flexibility to deliver quicker decision-making and move quickly.”
Another highly appreciated aspect of the company is its Technical & Real Estate Services division, which provides industry experts in project management, building consultancy and property cost management, service charge consultancy and estates management, with the aim of offering longterm support and guidance to unlock the estate and workplace ambitions. In addition to the Workplace and Compliance Services department, the fourth and final piece of the puzzle is the company’s Maintenance and Engineering Services division, which provides further support for colleagues in all areas of the business while continuing to manage its own, dedicated contracts through a team of in-house engineers to ensure safety and operational readiness on the critical assets.
The main connection between the company’s three operational divisions is the Concerto system,
Mr Smart continues, and this has been designed to provide a complex and in-depth overview of all aspects of building and estate management. He further explains that the clarity provided by the system enables the company to adapt and flex its services to meet the expectations of customers in each sector.
“We find that there are often different requirements for clients in the healthcare and commercial sectors, for example, and we’ve found that we can work with our software and technical expertise to provide the solutions that will meet the needs of the users and occupiers in the facilities that we’re supporting. We use Concerto as our target operating (system) model to underpin how we operate and it helps us to do this in a genuinely flexible way so that we meet the client needs,” he says.
He describes the Concerto system as an integrated information platform that draws data relating to all aspects of each facility, which can include M&E, energy, water and other systems.
“This helps to show the client that their facility is safe, in good condition and is managed to the optimum of what the occupier needs it to be.”
Regardless of which sector its clients operate within, the company can assist them to adapt their use of the Concerto system and interaction with the relevant Bellrock divisions and third-party service providers to achieve their desired outcome, says Mr Smart.
He provides FM Director with a spontaneous demonstration of the system, which ranges from the data accessible by the Bellrock team, clearly displaying the details of each contract and an overview of third-party suppliers, to all the dashboards and information available to clients.
Details of compliancy levels – the majority of which are well in excess of 90% - KPI performance, remedial actions, first-time fix rates, maintenance requirements and many other aspects are clearly displayed, combined with the option of drilling further down into each area to view all the details required.
In that time, I’ve seen us become a multidisciplinary organisation, and our skills are deep within a number of areas across the property sector
“What this provides is absolute clarity of all aspects of each contract, including audit trails of jobs raised through the helpdesk up to completion. All this can also be configured to what each client wants so the information is presented in the way they need. Some clients benefit from a broader capability through the addition of the Concerto estates module. The client is then able to manage all the aspects of their estate, regardless of its size or location.”
As with any system, the company finds that some clients view the Concerto system as easy to use and this often results in it becoming a central element for the running of their facilities and estates. On occasions some customers may prefer to use their system or follow a more traditional, paper-based approach and can be supported accordingly.
Continuing his comments on the clarity provided by the system, Mr Smart finds that this can link with those customers who recognise the benefits of working collaboratively. In these instances, he sees an obvious desire to work in partnership to achieve the results they need.
Although KPI requirements continue to be included in the initial contract, these may be strictly managed by the customer and will then be used to show the best aspects of service delivery, while highlighting other areas where improvement could be required. Within the public sector contracts the company is supporting, he feels that the KPI requirements are standardised throughout and have been modernised to work well for both the client and Bellrock.
“The public sector KPIs are appropriately increasing the statistical and numerical values, which one can accept. That said, we find some clients have more agility with their KPIs and can base these on occupancy, tenancy feedback or property management in general and be more forwardlooking in their approach, using a balance scorecard methodology,” he explains.
Another highly important topic for every organisation is the potential for growth and development, of course. While Bellrock is no different to any other in this, Mr Smart states that its position as a “data-led business” provides it with detailed insight into the areas where it could expand.
“It’s enabling us to make intelligent strategic decisions including influencing our acquisitions strategy. Indeed, we’re really keen to further optimise Concerto by looking at the market and further developing our expertise in the key areas, such as net zero carbon emissions, energy management and others,” he said.
The company is a supporter of the movement to further professionalise the FM sector to continue raising its profile and levels of appreciation and Mr Smart states that the delivery of detailed and accurate data to assist effective decision making is a key part of this. He provides a potential outcome of when the data identifies to an FM that an increasing number of callouts have been raised to fix a particular fault. This data can then be used to inform decisions about the adjustment of maintenance schedules, completion of asset surveys or establishing a plan to replace an asset that is becoming too expensive and unreliable.
“We’ve clearly emerged from the washing machine of things the industry’s been grappling with since the pandemic, and our working practices in the private and public sectors have changed now,” he continues. “Hybrid working is now commonplace, and it’s now perceived by many to be optimal than compared to working face-to-face.
Mike continued: “And we’ve also had to battle through things like Brexit and COVID-19 with supply chain challenges affecting the ability to get spares in a timely fashion. All these things have to be understood and fed into the mix when planning effective FM strategies.”
“And we shouldn’t forget that people remain the critical component of delivering success, as well,” he continues. “It’s incredibly important that we look after our people and enable them to transform into data specialists, put the training in place to allow them to operate the systems, and that will help everyone to become more professional and adopt a more consultative approach.”
There is already a notable change in the discussions between FMs, clients and service providers, within the commercial environment. New operating models driving out a new approach, new operating models to enable much more targeted success for asset managers, landlords and occupiers, much of which is attributable to the gathering and analysis of data within facilities.
We’ve clearly emerged from the washing machine of things the industry’s been grappling with since the pandemic, and our working practices in the private and public sectors have changed now
Continuing the discussion of how all the points above are further enhanced by establishing truly collaborative relationships, Mr Smart explains his company’s use of the Integrated Digital Estates Assets (IDEA) Model, which it created to help establish the intentions of clients for their engineering and building performance levels.
“Using our IDEA model, we help our clients understand the maturity of their FM and property processes and data gathering so that we can implement an efficient delivery model for their organisation that aligns with their estates strategy. This can help them to improve their understanding of where they are and where they need to be. It can also help the clients looking to move to integrating a sensor-based operation, with the aim of creating the perfect environment for occupiers.
“It’s an amazing experience to support a client that goes from low levels of compliance to figures in excess of 95% and demonstrating values of their supply chain and its performance, all through the capturing of accurate asset data,” he continues. “This shows them their asset performance levels and condition analysis, which define where you can best invest to make transformational change.”
The use of data is also seen as a common denominator in all of Mr Smart’s roles, from his RAF days to his current role. “In terms of management structure and activities, there are more similarities, but one of the things I most enjoy is that Bellrock is more fast-moving and dynamic than others I’ve worked for. The decision-making process can also be quicker, too, as there’s less bureaucracy and that can make a real difference.
“This is great for clients and it’s interesting to see that a lot of clients can prefer to work with companies of our size,” he continues. “We’ve had great feedback from one of our customers who said our size and agility allowed them to access all the touchpoints within the management structure and consequently, it felt that we were more committed to the programme.”
While some customers prefer their service provider to self-deliver the majority of their actions, Mr Smart states that his company’s model – which frequently includes a mix of self-delivery and outsourced services – works equally well, because all actions and outcomes are supported with accurate and transparent data, to enable the best decision making.
With more attention being focused on aspects such as net zero carbon emissions and the application of environmental and social governance (ESG) strategies, he feels that these will continue to influence the market and his company’s contracts for some time to come.
“Social value agendas are frequently required to support environmental, economic and social wellbeing, and in doing so improve the quality of life of people.
“Specifically, we are keen to participate with numerous considerations that we want to bring to bear across a site, a building and all of its infrastructure, all focused on improving the local environment for the benefit of all,” Mr Smart concludes.
Bellrock also enjoyed winning two trophies at the recent presentation ceremony for the PFM Partnership Awards, for the Partners in Corporate, Finance and Insurance and Expert Services, Public Sector categories.
Mr Smart says: “We were so pleased to pick up both awards and both were in very different categories, with London Fire Brigade for our Public Sector entry and then with Legal and General for Partners in Corporate. Both awards are underpinned by utilisation of the Concerto system, that delivers for the clients and the transparency of their building’s performance.
“Clearly for Bellrock these two awards are testament to the hard work and belief that has gone into developing such innovative solutions that have been identified by the PFM judges as being stand out across the industry.”
This shows them their asset performance levels and condition analysis, which define where you can best invest to make transformational change
arlier this month, the PFM Partnership Awards concluded its 2022 campaign with a sumptuous presentation ceremony, hosted by veteran national news presenter and journalist Sir Trevor McDonald.
The event had initially booked international recording artist and presenter Aled Jones, who had fallen ill the weekend before the awards, with Sir Trevor stepping in as a last-minute replacement. He conducted the ceremony with his customary dignity and professionalism, and his presence was greatly appreciated by all those present.
This year saw a number of new introductions to the long-running event, which celebrates its 30th anniversary next year. Having launched its new logo earlier this year, the awards also displayed its updated branding throughout the evening.
Another new development was the inclusion of an after-party in the form of a bar and DJ in the reception room of The Brewery, which allowed the celebrations to continue until the early hours of the morning.
There were numerous highlights from the presentation ceremony, which continued with its updated schedule. Introduced in 2021, this new schedule saw the four trophies for individual winners presented prior to the three-course meal.
The Brewery has established a reputation for delivering a fine dining experience and it once again provided an excellent example of this for the 550 people present on the night. This number was also impressive, as the Unite Union had previously announced that a rail strike would be held from the
morning of 4 November, the day after the awards. This caused a number of people to cancel their attendance, before Unite changed its plans towards the end of October.
There were numerous highlights, with each award celebrated by the winners and appreciation of the independent judging team provided throughout the evening. One of the main strengths of the event is its judging process, which includes three separate teams.
The main Partnership judging panel consisted of 18 independent, client-side FMs this year, many of whom have judged the event for a number of years. They were joined by several new judges, all of whom were partnered with experienced judges to continue the long-established culture of impartial assessment of the finalists to decide the most deserving winners.
Held at London’s The Brewery venue, the PFM Awards once again exceeded expectations while celebrating high levels of achievement throughout the industryThere was an additional panel of judges for the Account Director of the Year category, which was once again hosted by head of 22 Bishopsgate Danny Lemon at his impressive facility. The panel of four judges interviewed three leading industry candidates, with the trophy presented to Anabas account director Tim Hysom this year.
The third judging panel within the PFM Awards is that provided by the voluntary Emerging Workplace Leaders (EWL) organisation to decide the winner of Young Leader of the Year. This year’s trophy was presented to Student Living by Sodexo contract manager Tom Martin following his presentation to the EWL panel of judges.
Another highlight of the evening was provided by the collection for the Macmillan Cancer Support charity. Following on from the 2021 event, it had again been announced as the event’s charity partner this year.
With volunteers from Macmillan visiting all tables and collecting cash and electronic donations, PFM sales manager Reece Goodfellow appeared on stage to announce that the amount was approaching the £5,000 level. Following this, it continued to rise to exceed last year’s total, with the final amount yet to be confirmed as this issue of FM Director went to press.
Entries to the 30th anniversary of the PFM Partnership Awards will open early in the New Year. This event is expected to see further increases in levels of interest due to the landmark celebrations.
Team Member of the Year – Azekai Siapth, Pareto
Young Leader of the Year – Tom Martin, Sodexo
Account Director of the Year – Tim Hysom, Anabas
Peter Middup Lifetime Achievement Award – Andrew Lunt, Salisbury Group
Partners in Cleaning – Principle Cleaning Services with The Francis Crick Institute
Partners in Cleaning, Large Estates – Churchill Group with the Scottish Police Authority
Partners in Corporate – Anabas with RWE
Partners in Corporate, Finance & Insurance sector – Bellrock with LGIM
Partners in ESG – CBRE with Corps Security
Partners in Expert Services – Francis Crick Institute with CBRE
Partners in Expert Services, Public Sector – Bellrock with London Fire Brigade
Partners in Healthcare Settings – Vinci Facilities with Propcare
Partners in SME Organisations – Pareto FM with Flutter
Partners in Sustainability – Cushman & Wakefield with ISS, Andron FM & Park Systems Newcastle
Partners in Sustainability, Public Sector – Landmarc Support Services with DIO and Reds10
Partners in Technology – City FM with Asda
Partners in Workplace Redevelopment – CBRE with Three
Overall Winner – CBRE
Last month saw the launch of FM Recruiter, the FM sector-specific job board, which is the latest addition to the Business Daily Group of companies. FM Recruiter has certainly hit the ground running by securing agreements with several large recruiters and recruitment agencies to advertise their jobs. Amongst them is fellow Yorkshire-based FM Recruitment specialist 300 North, which is keen to gain greater coverage of the FM market.
One of the most significant messages to emerge within the FM industry this year is the importance of establishing an effective and adaptable recruitment strategy, with the aim of protecting each business in its current position and providing further opportunities to grow and develop. It is this message that encouraged the creation and launch of the FM Recruiter service last month, and the new FM sector exclusive job board and its associated marketing services are already delivering positive outcomes.
Like many aspects of the FM Business Daily offering, the recruitment service is following the highly successful example provided by sister brands Rail Business Daily and RBD Rail Recruiter, which operate in the rail sector. Working with major recruitment organisations right from the start has enabled the platform to benefit from extensive pre-launch testing by the types of clients it is targeted to serve, ensuring that it delivers on their expectations.
FM Recruitment expert 300 North has established a reputation for finding talented FM professionals for its clients and it is always keen to look for ways to increase and diversify its talent pool so that it consistently provides the best candidates. Its high hopes for FM Recruiter can be clearly seen in the comments below made by strategic development director Michelle Connolly, who says: “We couldn’t be more delighted to be working with another Yorkshire-based business. The job market in FM is a very interesting place right now and as a specialist recruiter in this sector, we’re passionate about improving the visibility of FM careers and attracting talent from a more diverse pool of candidates.
“Business Daily Group’s experience and track record made them a clear choice, and we’re excited to be working with them. We believe that FM Recruiter fills a current gap in the market and that it is coming at just the right time to help demonstrate the breadth of roles available in the FM space.”
FM Recruiter managing director Dean Bruce agrees with Ms Connolly that a highly positive outcome will
be achieved for both Yorkshire-based businesses and their clients: “We’re following a tried and tested method with the launch of FM Recruiter; after we established RBD Rail Recruiter earlier this year, we have seen it go from strength to strength. The rail sector job board has outstripped all expectations, we are now working with some of the biggest and best-known brands in rail and we have received great feedback from our clients and job seekers. The time is right to now take the product to a new vertical.
“We are very pleased to be working with leading and well-respected recruitment businesses like 300 North so soon after the business has launched, and we are grateful for the faith that they have put in us. FM Recruiter has been launched at a crucial time for the industry and we’re already able to deliver the essential support that companies need to face the various challenges in the future.”
With the UK predicted to enter recession in the months ahead, forecasts have suggested that the FM industry will still record further growth over the next 12 months and will then continue to enjoy further expansion as economic conditions improve in 2024 and beyond. The industry has been shown to be highly resilient over the last three decades, with the most successful companies shown to be those that have the most robust recruitment strategies in place. FM Recruiter has been formed to help companies to find the talent that they need to grow and to help talented people to pursue successful careers in the sector.
Those requiring more information are invited to contact FM Recruiter managing director Dean Bruce today: dean@fmrecruiter.com 01924 665960 www.FMRecruiter.com
Just
We believe that FM Recruiter fills a current gap in the market and that it is coming at just the right time to help demonstrate the breadth of roles available in the FM space
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
Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250
When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly. info@dynopest.co.uk www.dynopest.co.uk 0800 802 1246
FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk www.faset.org.uk 01948 780652
GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk 0800 448 8884
Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758
For almost 30 years Julius Rutherfoord has been passionate about providing professional cleaning services to some of the most prestigious organisations in the London area. info@juliusrutherfoord.co.uk https://www.juliusrutherfoord.co.uk/ 020 7819 6700
Keytracker Ltd is the most prominent provider of both mechanical and electronic key and equipment control systems for the workplace. sales@keytracker.com https://www.keytracker.com/ +44 (0)121 559 9000
Established over 70 years ago, KCS has rapidly grown from its roots as a respected local window cleaning business, to a nationwide commercial cleaning company.
info@kingstoncleaningservices.co.uk www.kingstoncleaningservices.co.uk 01482 648 737
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
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com 0845 094 5976
Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals.
Lindsay@pacesecurity.co.uk https://pacesecurity.co.uk/ 0208 529 3888
Penguin FM (part of the Dhand Capital Group) is a total facilities management and fit-out company, based in Leeds, West Yorkshire and operating nationwide, to ensure that client properties remain safe, compliant and efficient. info@penguinfm.co.uk https://penguinfm.co.uk/ 0113 815 6111
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
PPSPower (PPS) is one of the industry’s largest and most respected providers of generator and UPS (uninterruptible power supplies) installation, maintenance and repair solutions. sales@ppspower.com https://www.ppspower.com/ 0345 200 9888
SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org https://www.saema.org/ 01948 838616
Safe Electric is an NICEIC-approved Electrical Contractor, serving Peterborough, Milton Keynes, and Cambridge. With 48 years of industry experience, our electricians and compliance experts can undertake any project. sales@safe-electric.com https://www.safe-electric.com/ 01487 813 600
At Safety Inspection Solutions Ltd (SIS Ltd) we’ve been helping companies to stay legal for over ten years. Our qualified engineers provide fair, efficient, and flexible onsite inspection services, working closely with clients to understand their needs. enquiries@sis-ltd.org.uk https://sis-ltd.org.uk/ 0800 6696 018
Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251
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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
Property services specialist, DMA Group, has appointed Valerie Miller as its sales and marketing director. She will be responsible for leading DMA’s growth through its marketing and sales efforts.
Ms Miller’s career in FM spans over 22 years, many of which were spent at Bellrock Property and Facilities Management (recently sold to Sun European Partners). After working through FM and account management roles, she was appointed group sales and marketing director responsible for all aspects of growth.
Mitie has welcomed 50 new apprentices, who join the business’s 72,000 strong workforce in a range of different roles.
The new apprentices will embark on a range of different programmes, with 38 joining as engineers, and the other 12 joining in roles in fire and security, customer operations, and project management. The apprentices will work on a range of Mitie’s client sites including at Sellafield and Red Bull Technology, learning and developing their skills on-the-job in their respective specialisms whilst also studying for academic qualifications at college. This will set them up with the tools they need to build long-term careers.
He will be pushing forward the company’s growth across the region, meeting with customers to provide a free home survey and liaising with local approved applicators to deliver each job.
OCS Group global head of cleaning Yvonne Taylor has been announced as the new chair of the Business Services Association (BSA) Cleaning Committee.
She has a wealth of knowledge and experience in the cleaning industry and also serves as a BICSc (British Institute of Cleaning Science) council member, and as a board director of the CSSA (Cleaning and Support Services Association) and a chartered practitioner of the WCEC (Worshipful Company of Environmental Cleaners).
Her objectives for her BSA role include: Continue the work of the Cleaning Operative Induction Scheme which is supported by the CSSA and BCC.
To work with relevant bodies to legislate the use of colour-coded cleaning and janitorial equipment in the UK.
To work closely with the BSA Human Resources and Apprenticeships, Skills and Training committees to drive recruitment and education within the cleaning industry, and to work with other councils and associations to drive standards.
With the introduction of 38 technical engineering apprentices, Mitie is arming its team with vital green skills for the future. For example, some technical apprentices will be trained to install and maintain heat pumps, which are key skills supporting Mitie’s efforts to decarbonise its clients’ estates.
Mr Charlton will combine his new role with running his own company, AC Plastering, which has been trading for 20 years, as well as AC Eco Coatings, which was launched in 2020.
He brings more than 20 years’ experience within the construction industry, initially beginning his career at Wates as a commercial trainee,
through the company in a variety of commercial roles before spending four years in the development sector.
Mr Griffin’s experience spans multiple strategic sectors including private residential, education, commercial, refurbishment and heritage builds, with his prior roles in the development sector bringing a clear understanding of client requirements.
Yorkshire-based sustainable coatings distributor, CorkSol, has recently appointed Andy Charlton to the position of surveyor, with the intention of helping to drive sales across residential projects.
Wates Construction has appointed Paul Griffin as commercial director, to help drive strategy and bolster its commercial function across all areas of the business.
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Jaguar
He started his career with the company in 2016 as a technical services assistant and his new role will involve analysing energy consumption and carrying out energy surveys to identify and implement energysaving opportunities across its portfolio.
Technical director Tony Jackaman said: “Adam is assisting several of our customers with their transition towards Net Zero. Our clients appreciate Adam’s dedication, tenacity, and expertise, regularly providing excellent feedback on the service he delivers.”
Abbe PickthallBAM has appointed Abbe Pickthall as managing director of its Integrated Facilities Management business.
She has held senior roles in a number of global integrated service businesses, including CBRE, Mitie and Engie, and is highly experienced in leading organisational transformation, including structural and cultural change.
Ms Pickthall said: “I’m delighted to be leading BAM’s Integrated Facilities Management business, this is a fantastic opportunity for us to refocus and transform our service offering, to establish what our customers expect and how, acting collaboratively, we can deliver those needs using sustainable and innovative technologies.”
FM Director was created exclusively for those with the influence to shape the facilities management sector. We’d like to give you the opportunity to have your say in forthcoming issues of FM Director, getting your company’s unique message across to the people in the industry who make the important work-winning decisions.
FM Director forward features:
Which areas are most important for sustainable FM operations?
Technology-led FM delivery
How is technology changing FM service provision?
Environmental and social governance (ESG)
What are the main implications of ESG for the FM industry?
Workplace relocation
How has the workplace reacted to the post-pandemic situation?
Social engagement
Is FM a leader or follower within social engagement initiatives?
Upgrading facilities
What is the main aim for the refurbishment of facilities?
For more information, contact: dennis@fmbusinessdaily.com
I’m delighted to be leading BAM’s Integrated Facilities Management business, this is a fantastic opportunity for us to refocus and transform our service
Building, infrastructure, engineering and fit-out business Tilbury Douglas has promoted Dave Tighe to the position of regional director for the Midlands and Chris Edmonds to regional operations director for South Wales.
With nearly 40 years of construction industry experience, Mr Tighe has been with the company for eight years, most recently as regional operations director for the Midlands. He has extensive knowledge of working across all
disciplines, as well as dealing with customers and the supply chain.
To support him in his new wider role, Chris Loach will be focusing on the East Midlands building business. This is the first step in the planned growth of the building division within the East and West Midlands regions.
Having started his career at Tilbury Douglas in 2006, Mr Edmonds has progressed to senior roles, most recently leading the £130m refurbishment of Prince Charles Hospital in Merthyr Tydfil.
Tom Dearing has joined Savills as associate director in the company’s Environment and Infrastructure team.
Kingdom has confirmed its intention to invest in new senior roles with the appointment of new personnel.
Stuart Andrews has been appointed to the sales lead campaign manager role and will be working with the management team of each company within the group to ensure they each achieve their growth ambitions. He joins the company with over 25 years of senior sales experience in multimedia, fuel storage, healthcare, and energy.
Michele Hammond has been appointed as the group’s new communications manager and will be leading and directing both internal and external communications strategies to improve reach and impact. She has over 20 years’ experience in B2B marketing, marketing communications and sales across a wide variety of sectors, including healthcare, construction, and education.
Bidvest
unit.
With more than 20 years of industry experience, she is highly accomplished and brings extensive operations leadership experience across multiple sectors to her new role.
Ms Jones’ appointment comes at a time when her employer has experienced significant growth and the company states her experience and knowledge will be invaluable in helping it to continue growing and deliver exceptional value and service to customers.
Following his two-year tenure as vice president, Dale Croker has been appointed as the new president of the British Pump Manufacturers Association (BPMA).
The position was officially passed during the BPMA’s recent AGM and sees Mr Croker replacing Richard Harden, who remained as president for an extended four-year term due to the disruption caused by the Coronavirus pandemic.
The efforts made by Mr Croker to support the BPMA were applauded by its director and chief executive Steve Schofield, who further complimented him on his considerable efforts to promote the industry and address all issues.
He joins with 12 years’ experience of working on climate change impacts together with project management of consenting and environmental impact assessments (EIA) for major developments, including development consent order (DCO) projects.
His role will entail supporting clients with the net zero carbon transition for the built environment, through advising on carbon management for projects and consenting of essential sustainable infrastructure.
Noonan has announced the appointment of Jenny Jones as director of operations in its Facilities Solutions businessEnergy consultancy and software specialist ZTP has confirmed the appointment of Martin Garry as head of business development.
He will lead UK and international sales, marketing and client-facing operations and will be responsible for accelerating and broadening the company’s strategic business plans, with particular focus on commercial development of new and existing clients.
Mr Garry has more than 20 years’ experience in the energy and utilities market and a proven track record in business development, account management and new business generation.
Kim Phillips has been awarded the Member of the Order of the British Empire (MBE), presented at an official reception at Buckingham Palace.
She is a director at the British Cleaning Council (BCC), the National Chairperson of BCC member the Association of Building Cleaning Direct Service Providers (ABCD) and Head of Catering and Facilities Services at Rotherham Council.
She was recognised in the New Year Honours list in January for public service after supporting communities within the borough of Rotherham, including during the COVID-19 crisis.
His appointment builds further on his previous position as head of commercial and continues his 10-year career with the company.
Mr Laser will guide business strategy to enhance client services, support operations, spearhead technical innovation and expand the company’s geographical footprint.
With a vision to further support employee wellbeing and enhance company culture, he will also focus on supporting a workforce that is split across multiple client sites with improved employee engagement and communication initiatives.
IWFM has announced that the new chair of its Workspace Special Interest Group (SIG) is Emcor UK head of workplace Ian Baker.
The institute has 11 SIGs that cover themes including sustainability, technology and people management. The Workspace SIG covers topics including management and culture, design and fit out, technology, and people planning.
Mr Baker joined the Workspace SIG committee in August 2020 and takes over from Simone FentonJarvis, who is now a non-executive director at the IWFM.
Office Concierge (OC) has promoted Anthony Laser to managing director to lead the company at a pivotal point of growth and digital transformation.I am honoured to receive this award on behalf of all of the frontline staff who work to keep everyone safe on a daily basis
Kim Phillips
