FM Director November 2023

November 2023

EXCLUSIVELY FOR FM INDUSTRY LEADERS November 2023

Murielle Goubard Reducing the construction industry’s carbon emissions Lesley Hamilton Improving apprenticeship training for the benefit of all Roger Martin-Fagg Economic forecast for 2024 and beyond for business Nick Hawke Improving communications for all types of facilities

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WELCOME

Adding more resilience to the FM industry

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aving launched FM Director magazine in September 2022 with a core focus on promoting the many examples of excellence within our industry, I’m very pleased to confirm that we’re now in the enviable position of having to reduce the length of our articles in order to include as much material as possible in each issue.

This means that some features will continue to receive a generous four pages of coverage, while others will be reduced to one or two pages, depending on the level of interest and alignment with our core value of celebrating the best aspects of FM. I would also like to state that there is never a shortage of content to include in each issue of this magazine due to the fact that there are so many examples of best working practices that exist within our sector, which are in turn encouraging others to raise their game and match the efforts of their competitors in order to win more business and remain attractive to clients.

There needs to be constant vigilance and effort within the efforts of FM Director to ensure its reporting is accurate, of course, but that provides further cause for celebration due to the fact we can choose the best people to speak to and the most relevant facilities to write about.

With news articles continuing to emerge about the greenwashing tactics employed by some of the larger businesses to boost their sustainability credentials, this shows how easy it is to be taken in by the presentation of ‘facts’, which then prove to have been adjusted or hyped to allow the company in question to jump on the bandwagon.

Whilst FM Director would never claim to be perfect, its efforts to ensure accuracy of content are winning ever more appreciation from our readers and the industry in general, particularly with the individuals and organisations involved with similar strategies.

Perhaps the best example of this is the confirmation of FM Director magazine as the official media partner of the highly impressive Tomorrow Meets Today initiative, confirmed by the front page interview of founders Sajna Rahman and Andrew Hulbert, both of whom are regarded with considerable respect throughout the industry for their individual efforts.

Their partnership has provided the impetus for TMT to continue to develop and – similar to the growing levels of appreciation for FM Director content – encourage ever more people to express their willingness to provide their support for future initiatives (turn to p6 of this issue for our report on this month’s event).

The TMT partners are considering their many options to increase their activities in Director and we will look forward to supporting 2024, another ambition shared with FM Director, and engaging with these with the aim of publicising the wealth of both emerging and established talent within our industry.

DENNIS FLOWER MANAGING EDITOR

There is never a shortage of content to include in each issue of this magazine due to the fact that there are so many examples of best working practices that exist within our sector

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4 Contents

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CONTENTS

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Core value

Sajna Rahman and Andrew Hulbert have enjoyed a highly creative professional partnership that is continuing to provide benefits to both industry leaders and younger colleagues alike

12 Laying the foundations for sustainable work practices

Waste management is described as the starting point from which a variety of sustainable practices can follow, including sustainability and all aspects within the circular economy concept

16 Company culture embedded in apprenticeship support and training Ergro continues to further enhance its long-established apprenticeship programme for the benefit of all colleagues, clients and the business itself

20 Awards success supports long-term view of HACT initiative

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Success at the first attempt for the HACT team within the highly respected Ashden Awards proves its potential to enjoy long-term gains in the years ahead

24 Compliancy remains the principle aim of FM operations

The importance of complying with all the main areas of legislation within facilities remains the most important aspect of client-side FMs and their service provider partners

30 Economic forecast and ESG overview provided by CSSA event

The latest Cleaning and Support Services Association event included expert opinion on the UK and global economy and progress updates on its ESG ambitions

36 Navigating Hydrogen challenges in facilities management: Tritonex to the rescue

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In the complex world of Facilities Management, hydrogen presents a unique set of challenges akin to taming a powerful but temperamental horse, writes Paul Meersman of Triton Hydrogen

38 Solving modern communication needs

Nick Hawke provides an overview of how his long experience is helping clients to achieve the best mobile and radio network coverage within facilities of all shapes and size

42 Celebrating Industry Excellence: FASET AGM and Awards 2023

The highly anticipated FASET AGM and Awards event took place on Thursday 23rd November at Worsley Park Country Club, just outside of Manchester

44 Putting ESG into PTSG

ESG is now firmly at the top of the agenda for every responsible service provider in FM. The aim is to see all parts of the supply chain aligned in making projects socially responsible and environmentally sustainable, whilst being financially robust

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CONTENTS

46 Making the best-informed decisions through smart data analysis

Prabhu Ramachandran explains how the Facilio platform is providing world-class service for the management of large facilities and estates

EXCLUSIVELY FOR FM INDUSTRY LEADERS November 2023

Murielle Goubard Reducing the construction industry’s carbon emissions

50 Latest event delivers growth and potential for more activities in 2024

Lesley Hamilton Improving apprenticeship training for the benefit of all Roger Martin-Fagg Economic forecast for 2024 and beyond for business

Having revived the Tomorrow Meets Today mentoring concept, founders Sajna Rahman and Andrew Hulbert are delighted with the response and look forward to extending these next year

Nick Hawke Improving communications for all types of facilities

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52 How you can help shape the landscape of health and safety in procurement

Eleanor Eaton, Chair of Safety Scheme in Procurement (SSIP), provides valuable insight into the significance of Supporter Membership and the transformative impact it can have on the landscape of procurement

55 Daring to be different in a commodity market

Adam Huttly launched his business and has remained true to his goals of working in partnership with clients to improve sustainability in the office supply sector

58 The EnCo journey – matching humans with technology Mervyn Pilley explains his association’s efforts that support the drive to reduce carbon emissions and further states that this will be made more effective with improved use of the technology available

60 More progress reported for awards initiative

Industry involvement proves essential to promote and gain awareness of the IWFM Awards and extend its reach throughout the FM sector

SAJNA RAHMAN & ANDREW HULBERT Triumphant return of Tomorrow Meets Today

0800 046 7320 fmdirector@fmbusinessdaily.com Managing Editor Dennis Flower dennis@fmbusinessdaily.com Designer/Production Manager Chris Cassidy Production Editor James Jackaman Head of Sales Andy Shields Managing Director Cheryl Ellerington Published by FMBD Bridgehead Business Park, Meadow Rd, Hessle HU13 0GD Printed by The Manson Group

62 Time to ‘make buildings work better’, says president

© 2023 All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher.

64 The future of carbon-neutral buildings

For subscription enquiries and to make sure you get your copy of FM Director please ring 0800 046 7320 or email subscriptions@rbdpublications.com

BESA president Claire Curran tells conference delegates that more effort is required to improve the running of facilities around the UK

As the world grapples with the realities of climate change, the construction industry has a significant role to play in reducing carbon emissions, writes Paul Bullard, product director at SFG20

65 Trash into treasure: using waste to fuel greener construction

Malvern Panalytical global segment manager Murielle Goubard looks at innovation in the contruction sector

The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

66 Movers and shakers

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INTERVIEW

Sajna Rahman and Andrew Hulbert have enjoyed a highly creative professional partnership that is continuing to provide benefits to both industry leaders and younger colleagues alike

Core value

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INTERVIEW

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aving agreed to be the official media partner for Tomorrow Meets Today (TMT) prior to its latest event (turn to p50 for the report), FM Director arranged an exclusive interview with its founders, performance consultant and professional speaker Sajna Rahman and Pareto vice chair Andrew Hulbert.

Having met at industry events over the course of several years, their conversations revealed shared ambitions and a view of how they would like to improve the diversity and inclusion (D&I) levels within the FM industry and support young people in their careers. This led to the creation of the TMT concept, where young talented and ambitious people are given the opportunity to meet established industry leaders.

While the benefits to young people are obvious, many of the established industry leaders have also reported they have received considerable value from their participation, including those of ‘reverse mentoring’ that have helped them to appreciate how they can approach and tackle issues in different ways.

Leadership inititives Ms Rahman explains how her industry career had led to the creation of a Meet the Senior Leadership Team (SLT) event, which proved popular with her employer at the time and led to her considering how to deliver the concept on a bigger scale.

“I began speaking to Andrew and he was very supportive, so we discussed how to create our own thing, which led to Tomorrow Meets Today,” Ms Rahman explains. “I can’t think of anyone better than Andrew for this, who was very much involved with the Young Leaders Forum at the time.

“He invited me to a committee meeting one evening where I met the rest of the team. Having met

all these amazing people, I believed we could create something to support young leaders and Andrew loved it and believed in the vision,” she states.

Both Ms Rahman and Mr Hulbert state the main driving force behind the initiative was the lack of diversity seen in senior leadership teams in all areas of the FM industry and other sectors in the previous decade.

Ms Rahman shares her own previous experience: “Navigating my corporate career as a South Asian Woman presented its unique sets of challenges, but I persevered and ultimately achieved a successful career by crafting a strong network and forming valuable relationships, which I think of as my personal boardroom.

This strategy was particularly effective when I reached the peak of my career, as my employers created roles for me that matched my skills. This experience taught me the importance of building a personal brand, becoming visible and getting noticed by influential leaders for career advancement,” she says.

Having met all these amazing people, I believed we could create something to support young leaders

Forming groups Further discussions between Mr Hulbert and Ms Rahman resulted in forming the initial TMT concept of bringing two groups of people together that would not usually have any contact with each other. “We decided to create an event that would allow young people to network with senior leaders and we quickly saw that the conversations taking place at our events would not happen in any other circumstances,” Ms Rahman continues.

Mr Hulbert states that the creation of TMT came during the early stages of his Pareto career and coincided with his thoughts on encouraging greater levels of D&I. “I could see the overt discrimination that Sajna and others in our industry were facing and I’m very much aware that with my white privilege, I don’t face those challenges.

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INTERVIEW

“Sajna was the only one I wanted to work with on this, because she has so much passion and experience that has made this an authentic movement for change. Having worked with the Young Leader’s Forum for around five years or so at that point, I had come to know the best 50 young people in the industry,“ he continues.

“And Sajna has this incredible network of senior leaders that is so diverse and from different industries and backgrounds, so it made perfect sense that she could arrange for senior and diverse leaders and I could get young leaders and allow them to meet and discuss their thoughts,” says Mr Hulbert.

Successful leaders He further explains the quality of Ms Rahman’s list of contacts that includes senior business leaders, some of whom have been recognised by the government and peers for their ethical working practices. “We had leaders from some of the most successful businesses and speakers that could charge tens of thousands of pounds to speak attending our events for free.”

Additional reference is made on the wider view within the TMT events and how these have assisted industry to address negative issues such as racism and bigotry in the workplace. The TMT partners agree on the message: “Sometimes to make change you have to deliver it.”

“And as an upstart entrepreneur no one was going to tell me how to do that, but Sajna and I worked

together very successfully to deliver it,” says Mr Hulbert. Having met and agreed on the TMT concept in 2014, the search began for a suitable venue for the first event.

“Fortunately we had some great relationships within Pareto and that resulted in Candy Crush hosting us the first year [in the Soho area of London] and that’s an amazing place to go. We had Twitter hosting us in their offices last year, which is another great space, and there have been equally impressive locations at all our other events, as well,” he says.

The combination of diverse and experienced leaders with enthusiastic and talented young people meeting within well-designed and inspirational spaces has proved highly successful and has led to the creation of more opportunities to further extend the TMT concept and events. Ms Rahman and Mr Hulbert have both experienced changes within their careers that are allowing them to give more thought and stage events of even higher quality, providing yet more potential and support for further development.

Both partners also explain how the diversity and inclusion movement now includes all members of society and embraces mental health issues, including those who suffer from alcoholism and drug abuse, along with the issues suffered by some Armed Forces veterans and others. “Originally the diversity conversation was about not just having groups of white people doing everything, but it’s now much wider,” Mr Hulbert explains.

And Sajna has this incredible network of senior leaders that is so diverse and from different industries and backgrounds

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INTERVIEW

This has resulted in the latest TMT event representing all areas of society and business, including additional industry sectors to FM. The level of understanding between the two partners has also developed to the point where “it only takes a few WhatsApp messages to arrange an event”, says Ms Rahman.

Another important element has been the level of support received, as the social enterprise status of TMT means it does not have the funds to pay for venues, catering or speakers at its events. Mr Hulbert additionally states that the success enjoyed by his business has enabled it to provide more support.

“We’ve also reinvented ourselves at each event to get people to connect in a different way,” he continues. This has led to organisations such as Generation Success forming relationships with TMT to add further value to its highly successfully efforts.

Yet more value is perceived through the ability of TMT to align with the environmental and social governance (ESG) aims of global operations, which became obvious with the involvement of Twitter, now known as X, last year. “This is absolutely culturallyaligned with them and their values and we’re now working with ASOS this year, who have been amazing, and we have so many leaders and young people this year that it’s almost looking like a speed networking event,” says Mr Hulbert.

With 20 business leaders and 28 young people booked to attend the TMT 2023 event, he is keen to emphasise that each person “is an achiever in their own right”, helping to heighten the anticipation in

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its build up period. “The fact that it includes a big diversity element is excellent but ultimately people are there because of their talents and what they represent,” he says.

“It’s fascinating to look at the development of TMT,” Ms Rahman continues. “When we started this, it was all about D&I and sustainability and no one was talking about ESG, although the social side carries a lot of weight in the scoring system.

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INTERVIEW

“Now there’s much more awareness of ESG and CSR, etc, and the exclusivity of our events – where everyone is hand-picked – are matching with these and adding further value, but anyone that receives an invite to our events is made to feel special, and that was our intention from the beginning,” she says.

“You cannot underestimate the power of someone being nominated for something like this,” says Mr Hulbert. “It’s often harder for women to put themselves forward for something like this and it’s often much easier for men to put themselves forward for these things, so we’re particularly pleased with the number of female representatives included in this year’s TMT.”

Inclusion He also describes ESG as something that is immediate and affecting the FM sector and society in general, which is encouraging more businessrelated activity and engagement. The inclusion of representatives from all types and sizes of company in the latest TMT event is helping to forge even closer ties to the business community and help everyone to “do the right thing”.

“I really hope that one of the big six FM service providers come along to our events and try to replicate some of the things we’ve been doing,” he continues.

“We’ve already had several companies asking to be involved in the next TMT event, which we’ve not had before, and there’s a real bandwagon effect with people asking to be included.”

Ms Rahman states that the next aim is for more consideration of how TMT evolves in the future, with options currently including the staging of numerous events in 2024, possibly incorporating a conference and other additions, but states the importance of considering all these with Mr Hulbert. “We have a great partnership and Tomorrow Meets Today could not happen without both of us being involved,” she says.

“Sajna has this remarkable vision that I describe as ‘shoot for the moon and land among the stars’, and I believe TMT can easily become a really successful enterprise, possibly including an academy, more elements around training, or even becoming a business entity in itself,” says Mr Hulbert. Both partners state that the most important aspect in any future developments will be the inclusion of the core values that TMT was founded upon.

Regardless of how the initiative develops in the future, one of the most important aspects will be that it includes no cost for the young people attending.

Further to this, Ms Rahman provides valuable advice for those struggling to combine working for organisations while coping with the various dramatic events around the world.

“Now, more than ever, it is crucial for leaders to exemplify compassion and empathy. Leaders in the space DE&I face an intricate task,” she continues.

“They must be adept at navigating challenging conversations and situations in the workplace.

Striking a balance between addressing the concerns and emotions of all parties involved while maintaining and impartial stance is a delicate and essential skill for DE&I leaders.”

“Tomorrow Meets Today is not a political organisation but it’s important that we include representation from all areas of society in our people

and events,” Mr Hulbert says. “We can all be different, but we can all achieve a higher purpose together.”

Avoiding tokenism He provides the example of organisations seeking to align themselves with initiatives such as Black History Month, which requires more thought to be devoted to their efforts in some cases. “Just putting four people of colour on a panel for Black History Month is not necessarily the right thing to do, there are more sensitivities around all these movements that we have to get right, avoid tokenism and explain the reasons why these things happen to make sure everyone is represented in the right way.”

“The whole ED&I conversation is all about getting the right leadership and that’s what TMT has delivered in all our events,” says Ms Rahman. “Andrew and I have a great relationship and I believe that’s why our events are unique and valuable in so many ways, and supportive of everyone.”

You cannot underestimate the power of someone being nominated for something like this

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WASTE MANAGEMENT

Waste management is described as the starting point from which a variety of sustainable practices can follow, including sustainability and all aspects within the circular economy concept

Laying the foundations for sustainable work practices

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aste management is described as the starting point from which a variety of sustainable practices can follow, including sustainability and all aspects within the circular economy concept Regardless of which aspect of the extensive FM sector is being discussed, value-added service opportunities continue to be featured,

with potential to present client-side FMs and service provider businesses with numerous opportunities to enjoy the extended benefits. This is illustrated within our latest waste management feature, another of the long list of topics that are relevant to the large majority of clients and a high proportion of service provider businesses. The continuing focus on sustainable business practices fits perfectly within this, further supported by

the establishment of environment and social governance (ESG) objectives that are seeing rapidly expanding adoption by clients and their supply chain alike.

Perhaps one of the more interesting results from discussions with FM industry professionals is that their waste management projects have frequently proved to be the foundation of initiatives with a much wider focus.

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WASTE MANAGEMENT

Having appreciated the value of improving has been around our own redundant IT equipment.

The main goals their management of waste, end clients and We have partnered with the Turing Trust in an service providers have often come to realise ongoing project to recycle computers to those of a successful that this can then be applied to improve the who need them most. The Trust takes unwanted company PCs and laptops, as well as monitors, waste management sustainability credentials of their businesses. peripherals, tablets, mobile phones, and cameras and refurbishes them, before shipping them to The big picture strategy need to Exploring this topic further, Q3 Services chief schools and communities in sub-Saharan Africa. officer Suart Bellew says: “Looking at So far, thousands of pieces of tech have been focus on protecting operating the big picture, the main goals of a successful reconfigured and distributed by the organisation management strategy need to focus on in this way, not only reducing the environmental the planet, reducing waste protecting the planet, reducing CO emissions, and impact caused by junking old machines, but also creating a sustainable environment in which we benefiting the educations of tens of thousands of CO2 emissions, can all live. Breaking that down into more simple, students and school children in Africa.

“Businesses don’t always associate waste practical, actions for an organisation, or a domestic and creating household, that means delivering measurable waste management as part of the solution to net zero, reduction through increasing the levels of recycling focusing instead on energy and vehicle emissions. a sustainable But waste cannot be ignored as part of that and reuse of our raw materials. environmental journey and can often be more cost“We have a dedicated waste management environment in operation, advising our clients on ways to manage effective in terms of ROI,” says Mr Bellew. their waste streams more effectively. We apply which we can all circular economy principles and waste hierarchy Essential work strategies to reduce, reuse and, recycle before Taking his comments further, it is notable that live opting to remove to landfill. where these practices would previously have been 2

“We employ people who really understand this market and work with a network of specialist suppliers to deliver the strategy. So, there are very few waste challenges we don’t know how to tackle in this complex area and it’s remarkable how much waste-to-landfill saving we can make through simple measures – often achieving reductions of as much as 80%.

“It’s important to practise what you preach and one of the more innovative areas we’ve explored

considered too costly or difficult to deliver, they are now seen as essential within daily operations and can even be closely associated with the winning of new business, particularly when clients specify these actions within contracts. Without adopting an approach based too much on cynicism, the majority of industry professionals agree that emerging trends seem far more likely to expand further when they include opportunities that will either attract investment or generate income.

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WASTE MANAGEMENT

This can be particularly true for any projects included within circular economy initiatives, which are frequently developed as a result of waste management practices.

Whether these relate to furniture and equipment being donated or even sold to others for continued use, or any other materials or items no longer required being recycled, the important message is that rather than paying landfill charges or contracting third parties to dispose of them, they are used to help others and generate income.

It can therefore be stated that the best waste management practices will result in adopting a more thoughtful attitude towards unwanted items that then includes the removal of costs and charges, while additionally considering the best means of repurposing these.

Examples include woodworking businesses that were previously having to include the cost of transporting their waste to other sites and potentially paying landfill charges. While some now send this to be burnt at power generation sites, others have seen more benefit from using their waste to feed on-site boilers and reduce their expenditure on fuel for heating and hot water supply.

‘No brainer’ The rise in levels of understanding of the options available are further emphasised by those who describe the reprocessing of wood waste as ‘no brainer’ exercises, with many now considering far more sophisticated schemes.

These range from working in partnership with charitable organisations to those engaging with a wide variety of specialist businesses, some of which operate within the locale of their suppliers or even on an international scale, in some cases.

It can be clearly seen that these schemes greatly enhance the efforts of a company to improve its social engagement, with many projects then further raising the level of the social responsibility of the business.

Additional to the benefits enjoyed by the company are those provided to colleagues, charitable organisations and society in general.

The adoption of a realistic attitude needs to be emphasised before these actions are too enthusiastically attributed with correcting all the wrongs in modern society and contributing to world peace, as this is highly unlikely to be the result of improving recycling and waste management practices.

They are, however, an effective means to support more responsible business activities, which can only be a positive development and therefore worthy of additional consideration of how they can be extended to include other areas.

Further thoughts on the benefits available through engaging with the circular economy are provided by Malvern Panalytical global segment manager Murielle Goubard, who discusses how the building materials industry can contribute towards a greener future.

“The United Nations estimates that the global population will reach approximately 9.7bn people by the year 2050.

It has been projected that waste production will increase by 70% by 2050, A new mindset Ms Goubard then explains how the cement primarily due to industry produces the majority of its carbon dioxide (CO ) emissions through two processes: the increasing combustion of fuels to heat the kilns; and calcination of limestone, the principal calcium population

This raises concerns about the amount of waste such a vast number of people is expected to produce,” she continues.

“The growing population will lead to a greater demand for housing and infrastructure, which will require more concrete and cement. There is concern that the necessary increase in construction using these materials may have a detrimental impact on the environment.”

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carbonate raw material.

“In the production of ordinary Portland cement (OPC) with 95% clinker, 38% of CO2 emissions per ton of produced cement comes from the utilisation of fossil fuels for heating the rotary kiln.

Strategies must be designed to reduce the energy consumption and emissions associated with this process,” she continues.

“Fortunately, researchers are already producing solutions to the waste problem. It has been projected that waste production will increase by 70% by 2050, primarily due to the increasing population.

“Whilst this is potentially a significant issue, it could be transformed into an opportunity. Utilising waste as a substitute source of fuel could be the answer,” says Ms Goubard.

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WASTE MANAGEMENT

She further explains that the cement industry has already implemented the use of alternative fuels.

The substitution of fossil fuels with fuels derived from waste materials has resulted in a significant drop in emissions, which is one of the major benefits of supporting energy from waste schemes described above.

Transformation “Burning waste as a fuel source is beneficial for both communities and manufacturers, as it transforms waste into a productive resource, eliminating the need for costly disposal or storage. Using preexisting infrastructure conserves further resources, as the heat generated from incineration is harnessed as useful energy, rather than being wasted in a municipal plant.

“Manufacturers also benefit from this method.

Substituting pricey fossil fuels with a readily available resource that people are eager to dispose of is cost-saving for businesses,” she states.

However, Ms Goubard continues, there is an issue with this approach resulting from the fact that alternative fuels derived from waste materials tend to vary significantly in terms of the materials they are composed of.

“On top of this, they may also have different levels of moisture and varied distributions of particle size and can even contain toxic elements such as mercury, thallium, or cadmium which can then result in the generation of illegal or harmful emissions.

“Some other elements like chlorine and sulphur for instance could also have adverse effects on the cement properties and on the process itself.

Finally, these variations can also modify the temperature and atmosphere in the rotary kilns, leading potentially to heterogeneous and inappropriate clinker.

“However, this does not imply that these fuels should not be used. Instead, meticulous control protocols should be employed.

“This will ensure a stable fuel stream, guarantee safety, prevent environmental harm and make sure to get the targeted clinker, leading to the cement with the right composition and properties,” she continues.

Burning waste as a fuel source is beneficial for both communities and manufacturers

Materials analysis The most effective approach to controlling the fuel stream and monitoring its composition is through materials analysis. Ideally, this analysis should be fast and accurate to facilitate efficient operations and maximise value.

One of the prominent techniques includes the use of X-ray fluorescence (XRF) for precise and consistent elemental characterisation, which can be effectively combined with other methods.

Standardless analysis program software can also be used to quantify elements when no matrix-specific standards are available.

This is especially useful for alternative fuel applications, where samples may be inconsistent or even unidentified.

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APPRENTICESHIPS

Ergro continues to further enhance its long-established apprenticeship programme for the benefit of all colleagues, clients and the business itself

Company culture embedded in apprenticeship support and training

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here have been numerous discussions in all areas of UK society on the need to increase the numbers of people signing up for apprenticeships, which have increased in intensity in recent years.

They are seen as a vital aspect of efforts to reduce the well-publicised skills gaps in all areas of industry, which has been further emphasised in the recruitment difficulties experienced by the majority of businesses more recently.

Companies seeking to establish their apprenticeship strategies are advised to follow the examples of other businesses that have successfully run these for a number of years, with hard FM service provider Ergro offering one of the most positive examples. Formed as a mechanical and electrical (M&E) services provider, the company is working ever closer with its FM clients

due to the wide range of skills available within the business.

FM Director spoke to company chairman Chris Wollen, shortly after his 32nd anniversary of working for the company, and Ergro QSHE director Lesley Hamilton, who manages its apprenticeship programme, to hear more about how this is run.

“It’s all about finding people with the right attitude to begin with,” Ms Hamilton explains. “We often take on people straight from school, so they’re unlikely to have any of the skills, but we know if they have the right attitude and commitment that we’ll be able to teach them everything they need to learn.

“It’s then a case of working with them to find the best direction for them and their learning needs,” she continues. “Once that’s been decided, we then find the best people in the company for them to work with.”

Some are really suited to this and enjoy working with young people to help them make the best start

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APPRENTICESHIPS

Mr Wollen explains that the company has established working relationships with a number of training providers, which allows them to provide the best level of support and arrange the initial foundation courses required. These are typically held over two years to achieve Level 2 NVQ qualifications and three or four years for higher levels, with government funding available for the majority of courses.

“We also try to structure their work within Ergro so that it’s focused on the area they’re most interested in,” he continues. “And we always try to make them feel valued and a part of the Ergro family, which includes explaining the importance of their role in the business.”

He further states that the high level of support provided to apprentices needs to be balanced with a responsible attitude from each individual. This includes arriving at work at the correct time and committing to working the same hours as their colleagues.

“It’s all about having the right attitude, as Lesley said, and everyone knows how important their work is. We’ll always support our people if they’re unwell or going through tough times in their private lives, but we also explain to them that it’s not OK just to take time off for no reason.”

One of the most prominent messages emerging from the conversation is how the company treats all employees as individuals, taking time to get to know them. Treating everyone with a high degree of respect is balanced with ensuring they are aware of their responsibilities within the business.

Ms Hamilton further explains the importance of making sure that apprentices are paired with skilled mentors within the business. “All our apprentices work with mentors and that means discussing this with our senior engineers.

We often take on people straight from school, so they’re unlikely to have any of the skills, but we know if they have the right attitude A long-term approach Both Ms Hamilton and Mr Wollen agree that and commitment the long-established Ergro company culture and its ethical approach are an important part of its that we’ll be able apprenticeship programme. The company has included apprenticeships since its formation and this to teach them continues to be a fundamental aspect.

The high level of support provided to apprentices everything they continues to be offered to all colleagues, including those who wish to learn more skills to see more variety need to learn in their daily tasks, along with others who have

“Some are really suited to this and enjoy working with young people to help them make the best start, while others are not so comfortable, so we make sure that mentoring is handled very carefully. We also find that some apprentices are wanting to handle more responsibility and become supervisors and managers, while others are perfectly happy to learn their trade and work in that area,” she says.

“It’s another thing to consider, but it’s worth the effort,” Mr Wollen continues. “My Dad is still working for the business as a senior engineer and loves to work with the apprentices, for example, but some of our engineers are not happy with mentoring so we don’t force that on them.”

ambitions to take on more senior and managerial duties. This additionally includes assisting employees in a variety of ways, with Mr Wollen providing a relevant example.

“We employed a receptionist but found he was not very good at speaking on the phone, so discussed this with him and then brought in a performance coach, who worked on building his confidence to solve the issue. Not only did he become an excellent receptionist, but he then continued to work in other and more senior roles.

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APPRENTICESHIPS

“If we didn’t have that strong culture we could easily have just let him go, but we would have lost a valuable employee and it’s very likely he would have struggled to find his feet in the work environment,” says Mr Wollen.

The conversation turns to the efforts made by Ergro in recruiting its apprentices and Ms Hamilton explains that these begin almost a year before they sign their contracts.

“We find that if we leave it too late, the best people have already signed up for other work or are preparing for university.

“We allow them to come to the office, which helps them to understand how things work and then build up to visiting and working on site, if that’s relevant to them.

“Of course, we offer apprenticeships in all areas of the business, so that could be in the accounts department, for example,” she says.

“We attend open days and evenings with schools, and some of these are in deprived areas where we explain to the students all the career options open to them,” says Mr Wollen.

“It’s often helpful for them to understand that they don’t have to go into further education after leaving school, but it’s also the case that some have no support from their families and hear about these opportunities for the first time.”

Last July saw one of the examples of this when the company engaged in supporting World Youth Skills Day, which aims to encourage the best training for teachers, trainers and young people to enjoy rewarding careers. These aspects are also well

matched with the Ergro culture of supporting its staff and training requirements.

The next generation As part of the company’s engagement with World Skills Day, Ms Hamilton visited the Ebbsfleet Academy in Kent with the Construction Youth Trust.

The event was attended by year 10 and 12 pupils interested in working within the construction and built environment sectors.

In addition to providing careers advice to the pupils through speaking to Ms Hamilton and her fellow attendees, the day also included inviting them to submit questions to the experts in a questions and answer session.

She further explains that the event opened conversations with students about the varying roles in construction, from accounting to contract support and human resources jobs and the ability to obtain apprenticeships.

“This was a fantastic opportunity to reach out to the next generation of our industry and encourage the young students to find their skills pathway into the right construction career for them,” she explains.

“At Ergro we never stop up-skilling our staff with opportunities to add new training which is ‘over and above’ the standard apprenticeship syllabus, continuously arising.”

She provides the example of Ergro project apprentice Max King who successfully completed three courses in passive fire protection earlier this year. This has provided him with additional skills and add to his core apprenticeship training.

“This is an investment that we feel was incredibly worthwhile, as it has enabled him to risk assess his works and prepare a fire plan to safeguard the building, its contents and occupants. Max has also learnt the theoretical knowledge and practical skills to successfully identify and install safe and compliant passive-fire protection solutions on site,” says Ms Hamilton.

Valued members of the team One of the challenges in dealing with young people is explaining the level of effort required. This is another common issue highlighted by employers in all industries, some of whom state that finding staff members capable of arriving at the correct time and completing a day’s work is the most challenging aspect for their business.

“That’s why we put a lot of effort into finding the people with the right attitude and then supporting them. So apprentice engineers will be given a phone and a van, as well as everything else as part of their career development programme,” Ms Hamilton explains.

The long-established Ergro apprenticeship scheme answers many of the questions from other employers, particularly those who state that the majority of their apprentices leave the business soon after competing their apprenticeship.

Providing in-depth training, support and an agreed career path continues to ensure that the company’s trainees remain with the business and frequently become highly valued members of the team.

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In their own words Since its early years Ergro states that it has supported many apprentices each year as part of its ongoing commitment to provide industry opportunities and skills development for young people.

All the company’s apprentices experience the same working day as its fully qualified staff members. As well as having one day per week paid study time, the company’s apprentices spend the rest of their week attending live projects and maintenance visits, logging their times and completing the standard job paperwork as other engineers, preparing them for their eventual full-time role with the business.

Each apprentice is equipped with their own tools, vehicle, fuel card and company phone. Ergro additionally provides them with opportunities to move around different departments in the business, allowing them to experience different roles within the industry.

During the course of their training, apprentices are guided along via various structured support processes, including: Monthly reviews with the training provider/college to discuss the apprentices performance and to ensure we are providing the correct opportunities to enhance the college programme.

Monthly meeting with the managing director and QSHE director. All apprentices attend this meeting, allowing them to raise any concerns, review their progress, receive advice and guidance and additionally discuss ambitions.

Three of the company’s current apprentices share their thoughts on their experiences after joining its apprenticeship scheme, starting with the responses below from heating and ventilation (H&V) apprentice Harry Brierley, who is studying a four-year course to Level 3 Building Services Craftsperson.

When fully qualified, what will your role be and what are you most looking forward to when you qualify?

“When I am fully qualified, I will be recognised as a competent pipefitter. I will attend jobs relating to the heating and plumbing industry. Once qualified, I am most looking forward to being able to attend and complete jobs by myself, as I will be growing and improving my independence as a pipefitter.”

We put a lot of effort into finding the people with the right attitude and then supporting them

What attracted you to this industry and qualification?

“This industry was attractive to me as there is always wide demand and need for heating engineers.

Furthermore, with the changing outlook on heating our homes and offices using alternative methods to gas, it provides a career that has a future.”

What is the next qualification you would like to do to support your career progression?

“The next qualification I would like to achieve is my Level 4 in engineering. I would also like to further my knowledge in the electrical field.”

His colleague office apprentice Ally Webb provides her thoughts as she continues to study for her CIM Level 3 Foundation Certificate in professional digital marketing.

What is your team like?

“My team here at Ergro have been extremely welcoming from the very first day. I have never felt uncomfortable when asking questions or asking for help. Everyone at Ergro is highly skilled and fits their role so well, helping the business run smoothly, along with the teamwork displayed here. I feel grateful to have found a working environment like the one Ergro offers.”

What is a typical day like for you at Ergro?

“Each day is different for me at Ergro, with new challenges and tasks to complete. But typically, I begin my day with checking the office is well equipped and the kitchen is fully stocked. I then check my emails and add anything to my to-do list that needs to be done that day. I generally spend my days keeping the office running, sending letters, updating insurances, answering general enquires and finding solutions to any office issues.

“My days vary and sometimes plans change, but the fast-paced nature of the job suits me well.”

The final response comes from H&V apprentice Max King, who is studying on a four-year course to achieve Level 3 building services craftsperson.

What do you love most about your job and your course?

“I love that my job is active and that I’m not sat behind a desk all day.

“The course that I am on is very relevant to what I do on-site and it’s also giving me a further insight into other technical aspects of the industry.”

What would you like to do with your career after this apprenticeship?

“I would like to further my career and become trained in various different courses that will make me an asset to my company and an important figure.”

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INTERVIEW – HACT

Success at the first attempt for the HACT team within the highly respected Ashden Awards proves its potential to enjoy long-term gains in the years ahead

Awards success supports long-term view of HACT initiative

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INTERVIEW – HACT

O

ne of the best means of achieving third party endorsement for industry activities is to enter a respected awards programme, which often includes adopting a realistic approach and requiring more than one attempt to allow the entrant to learn how the process works and adjust future entries accordingly.

This was not the case for the Housing Associations’ Charitable Trust (HACT), however, which won the highly renowned Ashden Awards at its first attempt this year. It entered with its partner PNZ (previously known as Artica Partners), providing a detailed overview of its efforts to use carbon credits to unlock funds to support the retrofitting of UK homes to reduce carbon emissions.

This is another vital area to address if the UK is to achieve its legally binding net zero carbon emissions target by 2050 and the intelligent approach being taken by HACT and PNZ Group is displaying considerable potential to expand ever upwards over the next few years. FM Director spoke to HACT head of Retrofit Credits Antoine Pellet to discuss the initiative and its efforts in assisting social housing companies and their tenants to reduce emissions.

“It’s been a really thorough and enjoyable process, working with the Ashden Awards and going through the in-depth process,” says Mr Pellet. “It was very interesting to speak to the independent judges, too, who represent all areas of the environmental sphere.”

In addition to the guidance and interaction with numerous industry experts, he further explains how entering the awards allowed everyone to examine their previous efforts and appreciate the success achieved. “You know how things go with projects, you just look forward and try to do more, but it was really enjoyable to look back on the work.”

Without precedent Although the use of carbon credits is not a new concept, it should be explained that the HACT

approach is entirely without precedent to date and Mr Pellet credits entering the Ashden Awards with helping his organisation to appreciate this.

“It’s proved to be an endorsement for the all the great work that everyone has done,” he continues.

“HACT has existed for the last 63 years supporting the housing sector with different products and programmes, but never within the environmental field until now.”

The organisation has a long-established record of working with its industry partners to improve the social benefits of operations around the housing sector, many of which have significant relevance to the FM industry.

More recently this has seen it involved with communitybased projects to assist individuals.

“We started this initiative about a year ago and began to concentrate more on supporting people in need of assistance and helping them to reduce their impact on the environment. A lot of the work we do with data, social value and digital technology is now being enhanced by interaction with outside expertise to make our efforts even more valuable,” he continues.

He explains the premise of the retrofit carbon credit programme established with PNZ Carbon, which is successfully bringing private investment that is assisting the project to accelerate the decarbonisation of the housing sector. One of the central aims of the project is that it assists individuals to live in warmer, healthier and more energy-efficient homes, he states.

“We know that one of the major factors is having access to enough funding to be able to do this work at a faster rate and on a grander scale than would have been possible before.

The way we do that is by verifying energy consumption reduction, which includes a carbon emissions reduction, and we can then create a commodity by the emissions saved and monetising that,” says Mr Pellet.

It’s been a really thorough and enjoyable process, working with the Ashden Awards and going through the indepth process

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Further to this, HACT additionally measures the social value and wellbeing aspects to show the benefits enjoyed by individuals who have had their homes retrofitted to improve their energy efficiency.

This includes measuring both the scientific elements of these efforts, combined with the effects these have on the individuals concerned.

recognised carbon crediting programme in the UK, the Verified Carbon Standard,” Mr Pellet continues.

“We’re only the second project to be certified under the standard in the UK, so that’s quite impressive, and we’re the only organisation that verifies carbon emissions reduction in the built environment anywhere in the world.”

Ethical framework

UK based

“We put those two together and create the retrofit carbon credit, so it’s basically two calculations in one in a single package. Within this, we give the option for providers to sign up to an ethical framework, which means that buyers have to fulfil certain requirements to purchase the credits.”

He further explains that the ethical framework is designed to mitigate against reputational risks and green washing, not just for those in the housing market but for the entire private sector. “We don’t sell the credits on the market, which means that the right type of investors are included and all aspects of greenwashing are also avoided,” he explains.

While the majority of organisations will continue to have a carbon footprint, HACT ensures that its industry partners and investors are working in the most ethical manner. This includes working effectively towards decarbonisation and net zero goals.

“Our intention is to create high integrity carbon credits, so we adhere to the only internationally-

Another strength of the programme is that it is entirely UK based and focused, rather than the more general approach that sees businesses purchase carbon credits for projects thousands of miles away from their location and their carbon footprint. In addition to ensuring that its efforts provide genuine support and benefit for those living in the UK, retrofit carbon credits are all focused on projects within the region.

“That’s why we calculate the social value impact and we do that through the UK Social Value Bank, which is a methodology put together by HACT and our partner Simetrica-Jacobs, the analytics firm, about a decade ago. That’s been regularly updated and we’re now using it to measure wellbeing, health and environmental impact on people, from the retrofit projects delivered.

“If people are warmer and healthier, that means they’ll not need to see their GP and reduce their use of the NHS, which is an obvious saving to the state. It’s a notional value but it’s a way to calculate the impact these measures have on people.”

If people are warmer and healthier, that means they’ll not need to see their GP and reduce their use of the NHS, which is an obvious saving to the state

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INTERVIEW – HACT

Mr Pellet is keen to emphasise that the Retrofit Credits project is very much in its infancy, having been launched just over 12 months ago, and has a lifespan up to 2042. The successful and enthusiastic reception to the project means that there are considerable opportunities continuing to emerge that will see it expand dramatically in the future, he explains.

“Once the retrofit works are completed, which may include increased insulation, new doors and windows and can also include the use of renewable energy, including solar PV panels, heat pumps or other installations, HACT and PNZ Carbon calculates the annual carbon emission reduction from completed works. The saving of one tonne of emissions creates one carbon credit that can be sold on an annual basis. That generates the income for the provider as an annuity type of payment,” he says.

Audited and verified Last year saw the successful completion of a pilot programme that included all types of retrofit works within 6,700 homes, allowing the calculation of the carbon reductions delivered. These figures were independently audited and verified to prove that around 1,400 tonnes of CO2 had been saved during the initial period.

“We then projected that would lead to just under 5,000 tonnes of emissions saved annually and the fact that the credits were successfully sold shows that there is demand and that the project works, generating more than £100,000 of gross income. These funds have been shared with 22 different organisations over the course of last summer,” says Mr Pellet.

HACT has additionally calculated that its donations to the 22 organisations will then generate approximately £350,000, with a highly impressive social value impact of around £3m for the 6,700 homes and the people living in them.

“It’s now a case of scaling it up, because we know that 25% of all the UK’s CO2 emissions come from homes and we have some of the least energy-efficient properties in Europe,” he continues. “This means there’s a lot of work to do, in terms of decarbonisation and supporting people, but we have the potential of more than 100,000 homes in our immediate pipeline over the next few years.”

With the next two years mapped out, the aim is to continue scaling up the initial efforts that will then allow the funding of more projects and exponential increases in activities. HACT and PNZ Carbon are continuing to deliver this on an increasingly circular basis, so that the credits are used to deliver value in the area of the initial project.

The saving of one tonne of emissions creates one Local benefit Mr Pellet provides the example of a business that carbon credit that purchases credits that will then help to improve homes within the locale of its head office. This will can be sold on an then have a focused benefit to the local community and could even include areas where the company’s annual basis employees live, he states.

The winning of the Ashden Awards trophy is endorsing the view that the HACT and PNZ Carbon initiative is a ground-breaking means of introducing new revenue to improve the UK’s housing stock, improve the lives of tenants and which also includes a number of additional benefits that range from progressing the UK’s net carbon emissions objectives to the support of local job creation and addressing climate change. There is additionally little doubt that this model can be rapidly upscaled and adapted to the commercial and industrial sectors within the UK real estate industry.

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LEGISLATION

The importance of complying with all the main areas of legislation within facilities remains the most important aspect of client-side FMs and their service provider partners

Compliancy remains the principle aim of FM operations

O

ne of the most confusing areas within the extensive FM sector is how to establish an accurate view of the level of compliancy achieved by individual facilities.

Nearly all claim high levels of compliancy with the relevant legislation relating to the facility in question, with a high number of FMs stating that this is their first objective when starting their role and providing

the basis from which to add many other aspects, including the meeting of sustainability, CSR and ESG objectives. There is frequently a contrast with these figures, however, especially when new service provider partners are recruited and provide their view on the levels of compliancy in place.

When these differences in opinion occur, it is essential that all stakeholders engage in meaningful discussion to ensure they are working in tandem.

This should include the details and requirements of each piece of legislation to establish a common understanding of the level of compliancy required, along with the actions needed to raise this to the necessary standards.

It is important to avoid the situation when claims and counterclaims are made without justification, which is frequently the point when professional relationships can begin to break down.

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The name Martyn’s Law is a tribute to 29-yearHot topic old Martyn Hett, One example of recently introduced legislation is that of Martyn’s Law, as described by Chubb Fire who was killed and Security sales director David Rowan: “One of the hot topics right now within FM is Martyn’s Law. alongside 21 others In October, I attended a supplier day for one of our customers – a global leader in commercial real in the Manchester estate services – and it was the main topic delegates New legislation Examples include the updates to legislation on sought guidance on.

Arena terrorist “The name Martyn’s Law is a tribute to 29-year-old the hard service side of the FM industry, which have been seen in many instances in recent years, Martyn Hett, who was killed alongside 21 others in the attack in 2017 particularly relating to reducing the emissions of Manchester Arena terrorist attack in 2017. Since then, Having reached agreement on the details to measure the current position, an understanding of whether any changes are due to be introduced by the authorities also needs to be achieved.

This is because there are numerous examples of individuals, companies, facilities and estates achieving a good level of compliancy for all types of legislation initially, but then failing to notice updates in the future.

Depending on the level of alterations from the original requirement, it is quite possible that this will cause major problems in the future.

One of the more unfortunate developments in these instances is that the failure only comes to light when another issue occurs, such as an accident, and can mean an increased risk of prosecution and/or financial penalties as a result.

the built environment and assisting its drive to meet climate change objectives. In addition to carbon emission reductions, legislation has also focused on the global warming potential (GWP) of gases and other fuels.

It is highly likely that some facilities will have achieved a high level of compliance with legislation on an initial basis, only to find that the details of new legislation have been missed for any number of reasons.

there have been a further 14 terror attacks in the UK, and according to the MI5 the current threat of terrorism to the UK remains substantial,” he continues.

“In May, the government published the draft Terrorism (Protection of Premises) Bill 2 which sets out the security measures that, under Martyn’s Law, venues and other organisations will have to meet to ensure public safety. The draft bill will be subject to pre-legislative scrutiny by the Home Affairs Select Committee ahead of formal introduction.

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“The draft describes the steps to be taken depending on the size of the premises and the activity taking place – the standard tier will apply to premises with a maximum capacity of 100 or more people, and an enhanced tier will apply to locations with a capacity for more than 800 people,” Mr Rowan continues.

“Under Section 15, ‘Security measures’ the draft bill states that the person responsible for enhanced duty premises must ensure that practicable measures are in place and must include: ‘monitoring the premises or event and the immediate vicinity of the premises or event.’ This could include the implementation of physical measures like CCTV and access control and processes to enable better vigilance and consideration of security.”

Mr Rowan makes the relevant point of the way companies can now access highly effective technology to ensure the safety of colleagues and others in all locations. This ranges from the ability to raise alerts to communicating critical information at the touch of a button which, in the event of a terrorist incident, may well prove essential in the saving of lives.

Taking this point to another level, the use of technology is frequently seen as providing the best means to achieve agreement on what is needed and how to measure levels of compliancy in all areas of facilities.

The draft describes the steps to be taken depending on Compliance the size of the The fact that technology can be used to provide highly detailed information is proving invaluable premises and the to FMs and service providers in all areas of the management of facilities, including that of proving activity taking compliance with legislation.

Possibly one of the best aspects to have place emerged from the increased use of technology is

One of the most notable developments within the management of facilities has been provided by the fitting of sensors to record the details of anything from the level of attendance to air quality and from the condition and performance of individual items of equipment to the numbers of people using the lifts.

the way it can be adapted to suit the individual needs of users, often at the click of a mouse in many cases.

When discussing the topic of compliancy with industry contacts, another highly relevant comment is the differing attitudes observed.

These can range from an in-depth appreciation of all the areas of legislation that applies to their facility and detailed plans to comply, to the exact opposite, when clients have no knowledge of what is required and a complete lack of desire to make the necessary investment and effort required.

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The two attitudes described above are usually at the opposite ends of the spectrum and include a limitless number of additional reactions from customers, adding further complications for those tasked with working to the correct standards. This is yet another example of how the establishment of productive working arrangements can assist in improving the way facilities are managed and run.

It is much more likely that clients will be willing to listen to their service provider partners that they trust, providing the opportunity to learn how they can improve standards and conditions within their facilities. This is additionally a far better way to obtain quicker return on investment through agreeing the best course of action to deliver the required result.

Taking this a stage further, building owners, FMs and real estate managers are becoming much more aware of the need to work with their leaseholders to keep them happy, with the aim of retaining their custom for longer periods of time. It is also becoming clear that the post-Covid period is seeing companies demanding high standards in the premises they lease and those that adhere to the best practices will additionally find it easier to attract new customers, as well.

Within each of these instances, the starting point should always be focused on ensuring high levels of compliancy with the relevant legislation for the facility and setting in question.

FMs and real estate managers are becoming much Doing better The FM sector is continuing to strive for more more aware of the recognition from clients in order to move away from the long-established opinion of it being a cost, rather need to work with than a benefit, and the ability to adapt to the needs of customers and show results is an important part their leaseholders of achieving this aim. There is a need for clients to play their part in this, of course, and that can often to keep them start from discussions over the level of compliancy of each facility between building owners, leaseholders happy and service provider partners.

Client-side FMs have found that this provides the solid foundation required from which they can add the growing number of additional aspects required by leaseholders to deliver their aims.

Complying with legislation should additionally not be regarded as simply a starting point, as it is something that needs to be instilled at the heart of every action and operation.

Legal requirements for the running of facilities are something that will continue to develop, requiring effective strategies to be established that will keep pace with any updates in the future. The FM sector is ideally placed to deliver these requirements while keeping pace with the expectations of clients, which provides considerable scope for the making of progress in the years ahead.

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CSSA

The latest Cleaning and Support Services Association event included expert opinion on the UK and global economy and progress updates on its ESG ambitions

Economic forecast and ESG overview provided

by CSSA event W

hen political parties are grappling with the complexities of the UK voting system and which special projects and skills to include in their mandates, they are frequently reminded of the importance of focusing on delivering economic stability to win higher levels of support.

This topic becomes even more important when applied to industry organisations and their members, as evidenced by the recent well attended Economic Outlook event staged by the Cleaning and Support Services Association (CSSA). Held at the central London offices of Coutts, adding further focus on the importance of sound financial corporate activities.

Introduced by CSSA chair and Birkin Group chief executive officer Paul Ashton, announcing the most

recent positive developments, including increased membership numbers and new board members of the association, the event began at a brisk pace and included details of forthcoming development and training initiatives. Mr Ashton was followed by senior personnel from Royal Bank of Scotland (RBS), explaining its wide-ranging support and services for its business clients.

This led to the keynote speech delivered by economist Roger Martin-Fagg, providing an in-depth overview of the UK economy and including numerous comparisons with influencing factors on a global basis. In addition to the in-depth information and valuable insights provided, he combined this with an engaging delivery and included humorous asides throughout.

After establishing his impressive credentials by outlining his long and successful career, Mr MartinFagg began to explain the reasons for the recent high levels of inflation and the impact of the Covid-19 pandemic and the cash creation initiatives that followed. “We’re going to see reduced buying power over the next three years and inflation is unlikely to return to the 2% target rate. But we’re starting to see reductions after rises in interest rates,” he said.

The analogy of an elastic band used to pull a brick was the first of a number of methods applied

by Mr Martin-Fagg to deliver a clear picture of how inflation rates worked to control inflation. As the elastic band tightens, financial institutions have to introduce finer controls to avoid the brick moving too far, too quickly, he said.

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CSSA

“The money created by the commercial banks times the velocity and speed that this then changes hands equals the value of goods and services in the economy and provides us with a nominal GDP figure,” said Martin-Fagg.

Comparing the UK with the leading economies around the world, he then illustrated how the lack of investment in recent years had seen it fall to its current low level following political upheavals that have ranged from Brexit to the rapid change of prime ministers and lack of continuity within the government. “For anyone that’s feeling a little depressed at the moment, think of how I feel as I have to look at these details on a daily basis,” said Mr Martin-Fagg in the first of a number of humorous comments to lift the mood of the delegates.

Economy growth There had been better news for the economy of late, he continued, with goods and services likely to post growth figures of around 8% at the end of this year. Additional expansion was predicted for the UK economy next year, although the next five years are likely to see challenges continuing that will continue to restrain growth rates to modest levels.

However, better news for aspects such as shipping rates, inflation within the supply chain and energy prices were shared by Mr Martin-Fagg, all of which are expected to continue to move closer to their pre-pandemic levels of 2019 and early 2020. One of the most significant developments had been the UK housing market, he continued, which is currently shrinking and holding the economy back.

He additionally compared the expected levels of performance for six elements within the UK economy for this year with the predicted results for 2024. These included 0.2 to 1% GDP growth, 5% inflation, 6% earnings, 0% for the housing market, interest base rate of 5.25% and an unemployment level of 4.5%, combined with a record year of insolvency and merger and acquisition activity for 2023.

This was compared with expected, or “guessed”, levels that included the same level of GDP growth, 4% inflation, 5% earnings, 1% housing market expansion and an unemployment level of 4.2% for 2024. He additionally predicted that the UK General Election would see either a Labour administration or a coalition between the Labour and Liberal Democrat parties.

“We’re continuing to pay the price for chronic underinvestment in the UK economy in recent years, which has done a lot of damage to the value of our brand,” said Mr Martin-Fagg. “While things are starting to improve and we’re seeing inflation levels falling and investment levels rising, it’s likely to be another five years before we see the results of current influencing factors and the economy starting to perform at a higher level.”

Having shared the current and predicted demographic profile of the UK for the next 10 years, he used this to show that the current shortages within the labour market are set to continue. With declining numbers of people expected to join the labour market, employers needed to adopt new working practices to cope and provide alternative ways of delivering expectations and growth.

We’re continuing to pay the price for chronic underinvestment in the UK economy in recent years, which has done a lot of damage to the value of our brand

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CSSA

“Companies need to look at how they can produce more with the same number of people and that means looking at how to increase the use of automation, especially for the more repetitive tasks,” he continued.

“Increasing the use of automation will not reduce employment opportunities, but it will require us to change our work practices.”

AI Business The companies that choose to increase their use of artificial intelligence (AI) are likely to see positive benefits from this, including assisting growth, reducing the time of reaction and processing of information. “We need AI within businesses if we’re going to deliver on the growth aspirations of our companies,” he said.

Mr Martin-Fagg further highlighted the value of adopting sustainability practices, particularly those aligned with addressing global warming.

“Climate change is a huge revenue driver and that includes net zero carbon emissions, which is very much an area of importance, particularly for large organisations,” he said.

His closing comments focused on the need for stability within the UK government, avoiding the

rapid turnover of prime ministers seen in recent years and dramatic changes to political policies. “If we can see more stability in economic policy in the future, that will be essential to achieving more reductions in inflation and encouraging investment confidence,” Mr Martin-Fagg concluded.

Yet more value was added to the CSSA event by the presentation by Professor Robert Holdway that followed. Having worked with the association on its environmental and social governance policy, his main intention was to launch and explain this to members.

Prior to this, Professor Holdway explained his credentials and the founding of Giraffe Innovation, along with his work for the Channel 4 television station as a presenter of programmes including Dumped. His rapid and humorous delivery was highly appreciated by delegates, resulting in general laughter on a number of occasions without detracting from any of the important points made.

In addition to explaining the emergence of environmental and social governance (ESG) in becoming an increasingly important aspect of modern businesses, he explained how CSSA members had the opportunity to provide an authoritative voice to the industry.

We need AI within businesses if we’re going to deliver on the growth aspirations of our companies

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CSSA

This could be achieved by agreeing a “common view” by the association’s members and focusing on the most important areas to address when forming effective ESG strategies, he said.

Professor Holdway shared the results of the 25th annual survey of chief executive officers, which found that 74% of respondents recognise the benefits of climate change to their businesses and how this is ensuring that companies act responsibly. He further explained how this is combining with higher numbers of job applicants asking about the company’s culture and opportunities, in addition to rates of pay.

Great position These developments were used to illustrate the message that the corporate world is changing, including the requirement for companies to act more responsibly. “There’s been a huge growth in ESG actions and the CSSA is in a great position to provide benchmarking activities.

“There’s a major challenge to society in general in providing the necessary levels of social care, but the

CSSA is here to help its members and their partners and clients. We’ve already held ESG workshops and shared the data to help them make the best-informed decisions,” he said.

Economic outlook With high levels of progress made in identifying the most important areas of ESG for CSSSA members to concentrate on, Professor Holdway announced that the association would be organising workshops to discuss the various options. Further details of these will be planned with members as soon as they are confirmed, he said, and the results of these would then be used to ensure that subsequent events become even more valuable.

The success of the CSSA Economic Outlook event was confirmed by enthusiastic applause as attendees were invited to take part in the lunch and networking sessions that followed the presentations. Further confirmation was provided by the many positive and appreciative social media posts that continued to be shared throughout the following days.

There’s been a huge growth in ESG actions and the CSSA is in a great position to provide benchmarking activities

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HYDROGEN

In the complex world of Facilities Management, hydrogen presents a unique set of challenges akin to taming a powerful but temperamental horse, writes Paul Meersman of Triton Hydrogen

Navigating Hydrogen challenges in facilities management: Tritonex to the rescue

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t’s a balancing act between harnessing its energy potential and managing its quirks. This is where Tritonex, a pioneering 100% hydrogen barrier coating from Triton Hydrogen, steps in – not just as a solution but as a trusty partner in this adventure.

Tritonex was launched commercially in the latter half of 2023. Here is the story of how we see its future unfolding.

it as a microscopic mole burrowing into metals, compromising the integrity of structures. Pipelines, storage tanks, and metallic structures are particularly vulnerable. Tritonex is like a vigilant guardian, forming an impenetrable shield that keeps this intruder at bay, thus preserving the strength and longevity of metal infrastructure. This protection is akin to a robust and reliable knight’s armour, ensuring that pipes and storage vessels remain intact.

The crucial role of Tritonex in overcoming hydrogen challenges

Ensuring the fortress stands strong: leak prevention Picture hydrogen as a stealthy fugitive, even able to slip through solid steel, finding the smallest exit routes between molecules. Leaks in hydrogen storage or pipelines can be catastrophic, like a hidden enemy within a castle’s walls. Tritonex acts like the watchful eyes on the castle walls, sealing every potential escape route and ensuring a fortress-

Battling the invisible enemy: hydrogen embrittlement Just as a mighty ship can be brought down by the silent corrosion of its hull, hydrogen, though a beacon of clean energy, can be a silent saboteur, weakening metal through embrittlement. Imagine

like safety for facilities that store or use hydrogen. Its application is crucial in areas like refuelling stations, energy plants, and manufacturing facilities, where even a minor leak can lead to safety hazards.

Tritonex’s role is pivotal in transforming these potential danger zones into bastions of safety and reliability.

The wise sage of cost management In the story of Facilities Management, unexpected costs are often the villain. Tritonex is a wise sage, foreseeing and preventing the expenses associated with hydrogen damage. By extending the lifespan of infrastructure and reducing repair needs, Tritonex helps keep budgets healthy. This cost-effectiveness is not just about immediate savings in terms of hydrogen permeation solutions; it’s about the long-term prosperity of any hydrogen facility.

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HYDROGEN

Leaks in hydrogen storage or pipelines can be catastrophic, like a hidden enemy within a castle’s walls

Like a wise investment that yields returns over time, Tritonex’s protective qualities ensure that facilities management companies save on costly repairs and replacements, enabling businesses to channel these funds into further innovations and improvements.

A versatile ally in diverse terrains Facilities Management is a journey through varied landscapes – from pipelines to storage tanks and transport hubs to energy sectors. Tritonex is a versatile ally, adaptable to multiple substrates and environments. Its ease of application, whether by traditional paint spraying or robot, makes it a flexible tool in any facility manager’s arsenal. This versatility is akin to having a Swiss Army knife ready for any challenge. Whether a sprawling industrial complex or a compact urban energy hub, Tritonex adapts seamlessly, proving its worth across diverse applications.

The green champion of sustainable practices In today’s world, being environmentally conscious is not just a choice but a necessity. Tritonex aligns with this ethos, offering a non-toxic, eco-friendly shield. It aids facilities management companies in harnessing hydrogen power efficiently and treading lightly on the Earth, contributing to a greener future. This commitment to sustainability ensures that while we reap the benefits of technology, we also protect and preserve our environment. Tritonex’s green qualities make it an ideal choice for companies committed to sustainability goals and carbon neutrality.

Tritonex in action: real-world scenarios Securing Energy Fortresses: In energy facilities, where hydrogen plays a starring role, Tritonex fortifies storage tanks and pipelines, ensuring that this energy giant is safely contained and efficiently utilised.

Its application in such settings is like a master locksmith upgrading the locks in a treasure vault – it’s about securing valuable resources with the best protection available.

Guarding the Highways and Skyways: For facilities management companies managing transportation fleets, including buses and aircraft, Tritonex ensures that hydrogen fuel tanks are secure, guaranteeing safety in transit.

This protection is vital where transportation is not just about moving from point A to point B but doing so in the safest and most efficient manner possible.

A Sentinel in Aerospace Adventures: In the realm of space exploration, Tritonex is like a reliable co-pilot, protecting fuel tanks in spacecraft, ensuring that these daring voyages into the unknown are safe and efficient.

The high stakes and extreme conditions of space travel make Tritonex’s reliability and robustness nonnegotiable.

The Shield of Advanced Energy Systems: For cutting-edge fuel cells, especially in hightemperature environments, Tritonex acts as a protective cloak, guarding against the ravages of heat and aiding in efficient energy flow. This application is crucial in settings where energy efficiency is paramount, ensuring that every joule of energy is optimally utilised.

Tritonex emerges as more than just a technological advancement; it’s a reliable companion in the Facilities Management journey, offering a pathway to cost-effective solutions, safety, and sustainability.

As we navigate the challenges of harnessing hydrogen, Tritonex stands as a beacon of innovation and trust, guiding us to a future where energy is not just used but used wisely and safely. In this tale of technology and tenacity, Tritonex is not just a character but a hero, leading the charge in the quest for safer, more efficient, and sustainable Facilities Management solutions.

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INTERVIEW

Nick Hawke provides an overview of how his long experience is helping clients to achieve the best mobile and radio network coverage within facilities of all shapes and size

Solving modern communication needs

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INTERVIEW

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hen examining the career paths of senior company representatives, it is frequently the case that they regard their working lives as the result of following unscheduled opportunities that emerge on an almost spontaneous basis.

This could apply to the fascinating experiences of Pan RF Business Development Manager, Nick Hawke, who recalls the year 1994 as being a significant time that shaped his later decisions. Having worked for a company providing the mobile, track-side cameras for sporting events, he was also working as an extra for film production companies.

“I did around seven different films over two years, and they were great fun, but then a friend of mine contacted me, who was running a cellular design company, testing for mobile phone operations. They had a contract with Orange to survey sites for mobile phone masts, requiring panoramic views up to 22m, the maximum allowed height for a new mast.

“I could read a map and didn’t mind heights, so I was contracted into doing that job,” he says. “I then spent six months travelling around and taking panoramic pictures of each site and sending them to a radio planner to decide on which one would be best for the phone mast.”

Mr Hawke then travelled to Holland, after the company won the contract to provide radio test surveys on proposed new mobile mast sites. “We would go to a site and set up the equipment, antenna, and transmitter which would be linked to a highspeed scanner in the back of our vehicle.

“We would then drive around the area to see how the radio signal propagated from that point. This led to us being asked to look at the Rai Exhibition Centre in Amsterdam, where we ended up designing and building one of the first distributed antenna systems in Holland,” he continues.

This was followed by further work in Belgium, before returning to the UK to work with Arqiva and assist with the management of shopping centres and upgrading systems from 2G to 3G coverage.

“This led to a number of roles that you could describe as both poacher and gamekeeper, and my last gamekeeper role was working in the special projects team at O2 Telefonica. We managed all the large, shared infrastructure sites in the UK,” he continues.

Having gained considerable experience in the design and build of complicated communication systems, Mr Hawke then reconnected with Ross Hulley at the time he created the Pan RF business.

He accepted Mr Hulley’s offer to begin work as the company’s Project Manager for its radio design contracts, before progressing to his current position as business development manager.

“Pan RF is a relatively small company but it punches well above its weight, and we sit just below the tier one businesses. Large real estate companies or public money typically fund tier-one companies.

We’re raising funds to offer more flexible solutions for in-building connectivity so that they become part of the operating expense spending for building owners, like how you pay for your mobile phone,” he says.

Pan RF is a relatively small company but it punches well above its weight

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INTERVIEW

“Our first contract was with the Bloomberg headquarters in London, which was a real business milestone. After that, we won the contract for St James Quarter shopping centre in Edinburgh,” he continues.

These and other successful projects with notable clients and major facilities led to Pan RF being chosen to provide communication solutions for the refurbished Battersea Power Station on the south bank of the River Thames. “We got to see that from the start of the project up to the finished product, which was amazing.”

“That’s why I described Pan RF as punching above its weight, because we’ve managed to win a lot of business with some major players. Our latest is with the Old War Office in Whitehall, London, a new Raffles Hotel,” Mr Hawke adds.

In addition to its involvement with major projects, Pan RF continues to work within the enterprise space, where it delivers to clients including the Lidl supermarket chain as a leading supplier. In addition to the individual stores, the company has provided communications systems to the Lidl regional distribution centres around the UK. Further to this, the company has also designed and installed systems within the BBC’s main facilities and Mr Hawke states that he would like to see the creation of more relationships with end clients. “Quite often we find work comes through a third party that is not able to design and build mobile connectivity, but once you get a relationship with an end client, that’s a much better position that allows us to build something they need, rather than what they’ve been sold,” he says.

An example of this is the Pan RF work at 22 Bishopsgate, which was completed in 2020 and claimed the title of London’s tallest building and numerous industry awards for its design and operation. It includes three levels of communication, Mr Hawke explains, beginning with Wi-Fi, supplemented by a second layer of cellular coverage and a third layer for the professional mobile radio solution.

He describes installing the cabling for the radio antennas, located at three-floor intervals throughout the imposing and truly smart building. Pan RF designed, installed, and integrated the system that is the backbone for the facilities team communication in London’s pioneering vertical village.

“You really get to appreciate that you’re working in the tallest building in London,” he says. “And it was a similar story when we installed the PMR and Tetra systems in the new Tottenham Hotspur football club stadium.

“We designed and installed it, then had to test it – I did 33,000 steps in one day!” he continues. “As you get towards the top tiers of seating, the stadium expands, so you have to walk further to test every area of the bowl,” he explains.

Having been in the former White Hart Lane site as it was decommissioned, Mr Hawke then worked at the club’s training ground, which includes a 33-bedroom hotel. “The meticulous attention to detail and substantial investment provides a prime example of creating a top-class facility that effectively achieves all its stated aims”, he says.

There are also challenges with the 5G network, which operates at a frequency of 3.5 GHz and can be defeated by a wet paper towel in many cases

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INTERVIEW

One of the emerging issues follows mobile operators withdrawing their support and investment in large in-building mobile projects in recent years to focus on delivering the macro infrastructure for the 5G network.

Tenants and leaseholders are unaware of the opportunities to invest in the communications networks within their facilities. This means that clients and tenants are missing an opportunity to invest in the connectivity solutions where they live and work.

“The investment within the industry has changed over the last five years. Where previously the mobile operators used to invest in mobile connectivity inside buildings, they’re more reluctant to do that now.

There are also challenges with the 5G network, which operates at a frequency of 3.5 GHz and can be defeated by a wet paper towel in many cases,” he states.

New rules Although an obviously humorous statement, Mr Hawkes explains that the operators have strict rules for the power to transmit signals, particularly for health and safety. “The reason that 900MHz chosen when 2G started was that it was part of the old TV spectrum, and there are not many TV masts around now.”

“This meant they could enjoy great propagation and build a GSM network economically. But as the frequency increases, the radio wave gets smaller, which means it’s more likely to be affected by glass, steel, concrete, etc, in buildings. That means that 5G connectivity can be difficult to get inside a building, but people want it, and that’s why they come to us,” he says.

There are various ways to resolve the issue. Still, the important aspect to appreciate is that the more popular 5G becomes, the harder it will be to deliver effective coverage inside buildings. One solution to the issue is to enhance the outdoor signal by bringing the outside signal inside your building, using an Ofcom-approved signal repeater, or having a dedicated signal source funded privately or by a mobile phone network operator.

“The problem is with multi-tenanted buildings where some leaseholders will want to pay for it, but others won’t,” he continues. “It’s possible to isolate the system to the floors where it’s needed, but the best solution is to create something that covers the entire building.”

One of the aspects within this is the need for real estate owners to appreciate that the investment required to create an effective communications system is more likely to see their facilities remain popular with tenants and support long-term leases, says Mr Hawke. In addition to keeping existing clients happy, it will assist building owners with attracting new tenants.

“The best solution is to include this in the build phase of the facility, which means that the 5G network will be much more resilient and supportive, including things such as live body-worn cameras, CCTV, biometrics, alarms, all of which can be cable-free.

That’s far better than getting involved with expensive retrofit and refit solutions at a later date, which can be quite disruptive for the occupants.

“But that’s why we need to speak to the end client rather than the construction company, and the best way to do that is through the facilities team”, Mr Hawke concludes.

5G connectivity can be difficult to get inside a building, but people want it, and that’s why they come to us

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FASET AGM AND AWARDS

The highly anticipated FASET AGM and Awards event took place on Thursday 23rd November at Worsley Park Country Club, just outside of Manchester

Celebrating Industry Excellence: FASET AGM and Awards 2023

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ith over 100 members of the FASET association in attendance, this was largest event to date, packed with organisational updates, fascinating speaker sessions and a esteemed awards-ceremony and social evening.

As the widely recognised trade association and training provider for the safety netting and temporary safety systems industry, FASET has played a fundamental role in providing leading guidance and legislation to support the industry.

Originating in the late 1990s, the association has evolved to serve a core purpose: supporting its members in ensuring the safety of their clients, employees, and sites.

FASET Managing Director, Tony Seddon, said “Last week’s AGM was a resounding success. With over 100 representatives from members from across the organisation, the day provided a vital opportunity

for associates to voice their feedback and provide suggestions for the future of the association.”

“Every day, the work of FASET members saves lives and ensure that construction site workers within the UK go home to their families at the end of the day.

Hosting an annual awards evening to highlight and celebrate the hard work of these member companies provides an essential opportunity to recognise the significance they place in the safety of our industry.”

The 2023 FASET Award Winners

We shouldn’t forget that what our members do, every day, is save lives

With deep-purple lighting illuminating the room, the stage was well and truly set for an evening full of celebration and entertainment.

Award-winning comedian, Pete Otway took to the stage, providing belly laughs all round, readying the room for the highly anticipated announcements.

With spirits high, Managing Director, Tony Seddon commenced the award ceremony.

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FASET AGM AND AWARDS

The winners were announced as follows (quotations are from Tony Seddon):

4) Health, Safety and Environmental Achievement Award sponsored by IPAF

1) Trainee of the Year Award, sponsored by 3 Education

This category is open to any FASET Member company who can demonstrate outstanding performance or innovation in health, safety and/or environmental issues.

Winner: Max Taylor, Stasafe Limited.

“The progress made by the winner of tonight’s Trainee of the Year award has been nothing short of incredible. He has successfully moved through so many qualifications since starting in the industry and is seen to have been a great addition to his employer’s team.”

2) Installer of the Year Award, sponsored by Huck Nets Ltd Winner: Chris Keeler, Safety Net Services.

“His commitment to others shone through, as he identified a defect with the structure on the site which could have led to an accident and raised them with the site management. They were extremely grateful of this fact and gave vouchers to the team in recognition of his action.”

3) Investment in People Award, sponsored by Trad Hire and Sales Ltd “When judging this award, we were delighted with the standard of entries. So much so, we felt that two entries were worthy of mention, so we have decided in this category to recognize a Highly Commended entry and a Winner.” Mr Seddon explained.

Highly Commended: Onestop Safety Solutions Ltd Winner: Prodeck Safety Systems Ltd “Onestop Safety Solutions Ltd showed commitment to advancing their people from the installers and back-room staff through the office and directors.

The company showed a great commitment to FASET Training throughout.”

“Prodeck Safety Systems Ltd demonstrated a company that is led from the front by the owners and directors. Most of the large workforce hold blue FASET Cards, showing a commitment to FASET Standards. Many client commendations showed how well the site teams are valued by them.”

Winner: Prodeck Safety Systems Ltd “Prodeck Safety Systems Ltd embedded themselves within the FASET Committees and the entry demonstrated taking on and pushing hard a safety critical message that members of the specific committee have been publicising widely to make sites safer.” “…In recognition of their work in promoting the safe use of access hatches, it gives us great pleasure to present this award.”

5) Excellence of Work Award, sponsored by Leon De Oro This award is designed to recognise those FASET Member Companies who deserve recognition for their high standard of work, client satisfaction and good practice - celebrating the best of FASET and its members.

Winner: Jorvik Safety Netting Ltd “Jorvik Safety Netting Ltd demonstrated how they worked in tight confined areas, in tricky surroundings. Demonstrating the benefits of early engagement, they were instrumental in identifying issues which could then be resolved by lateral thinking and good planning. Variation, flexibility and adaptation to change designs and client awards to staff members gave the judges a clear winner in this category.”

During the night, donations were collected for both the No Falls Foundation and Prostate Cancer UK with over £2,200 raised.

The AGM The day kicked off with the customary introductions, welcoming long-standing partners, colleagues and friends back to this year’s AGM. The morning proceeded with essential AGM

updates, board appointments, and financial reports.

Martyn Ostcliffe, David Walton and Bill Dunkerley opened with an insightful discussion surrounding the regulatory and criminal outcome of serious workplace incidents. Their expert analysis emphasised the collective responsibility on stakeholders to reduce risk.

Breakout sessions followed, with opportunities to provide feedback and make suggestions for the future of the organisation. Managing Director, Tony Seddon said, “This is the members association. Listening to and implementing their suggestions and taking their advice on board, is a fundamental part of what we’re about. We’ve taken on-board all comments and will be implementing where possible in due course.”

The afternoon saw a profoundly personal session led by Teresa Clark, Founder and Alchemist at The Wellness Revolution. Advocating for organisations to lead with purpose by prioritising well-being and human experience, the session emphasised that we should all “Treat Health as Safety”, a term coined at the London 2012 Olympics. Teresa presented eye-opening statistics on mental well-being in the workplace, leaving attendees with a strong sense that addressing the ‘silent pandemic’ is as crucial as implementing site safety measures.

Following the day, Mr Seddon emphasised its importance: “The event is a crucial date in the height industry calendar, with the industry being so well represented at this year’s AGM, I’m enthusiastic with the conversations and cross-member networking I’ve seen today.”

“Today wouldn’t have been possible without the support from our members and sponsors, I’d like to extent my thanks to you all for making this possible.”

“We shouldn’t forget that what our members do, every day, is save lives. Whether it be sub-contracting or training, their work is complex and demanding, and their dedication to safety means people within the construction industry go home to their family at the end of the day. The awards evening serves as a token of our appreciation and recognition for the vital work they all carry out” “Everybody involved with FASET should be extremely proud of what they achieve. Regardless of whether you entered or won, you are deeply valued by the industry and beyond.”

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ADVERTORIAL

ESG is now firmly at the top of the agenda for every responsible service provider in FM. The aim is to see all parts of the supply chain aligned in making projects socially responsible and environmentally sustainable, whilst being financially robust

Putting ESG into PTSG

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he term ESG (Environment, Social and Governance) first gained popularity when it was used in a 2004 report entitled “Who Cares Wins”, which was a joint initiative between financial institutions at the invitation of the UN. In less than 20 years, the ESG movement has grown from a corporate social responsibility initiative launched by the United Nations into a global phenomenon representing more than (US)$30 trillion in assets under management.

Premier Technical Services Group Ltd (PTSG) has been committed to the practices and principles of ESG before it became part of the everyday language of the business world. Corporate social responsibility (CSR) has been rooted in PTSG’s business model from day one and in the ordinary course of business, its engineers operate in ways that enhance society and the environment – not because of government edicts but because it is the right thing to do.

In more recent years, as ESG has become a mandatory part of every business’s strategy, PTSG has ensured that each area of its business is not only familiar with the regulatory and reporting requirements and obligations of its staff, but makes them a priority in its business strategy going forward. The aim is to achieve net zero as a Group long before the government mandate of 2050.

ESG is an imperative for today’s business 2021 was the year in which the United Nations Climate Change Conference – COP26 – took place at the SEC Centre in Glasgow, from 31st October to 13th November. David Attenborough addressed the conference by saying that humanity was “already in trouble”. He called on leaders to be “motivated by hope rather than fear” to avoid climate catastrophe. “[It is time] To turn this tragedy into a triumph – we are after all the greatest problem solvers to have ever existed on Earth. We now understand this problem,

we know how to stop the number rising and put it in reverse.’

Whilst cynics may argue that responsible investing is just a fad, a closer look at the forces that have driven the movement over the past 19 years suggests otherwise.

Firstly, technology and the rise of transparency are here to stay. Gathering and processing data is set to become ever easier and cheaper. Smart algorithms will increasingly allow for better interpretation of nontraditional financial information, which appears to be increasing exponentially.

Secondly, environmental changes – and climate change in particular – will, with scientific certainty, put a growing premium on good stewardship and low carbon practices as natural assets will appreciate in value over time. And thirdly, people everywhere are increasingly empowered by technology. ESG investing allows them to express their own values and to ensure that their savings and investments reflect their preferences, without compromising on returns.

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ADVERTORIAL

The best way to capitalise on opportunities and avoid potential future challenges is to embrace the factors that relate directly to ESG. PTSG occupies a significant part of the supply chain in the construction and FM sectors, delivering specialist services from five independent business divisions: PTSG Access & Safety Ltd, PTSG Electrical Services Ltd, PTSG Building Access Specialists Ltd, PTSG Fire Solutions Ltd and PTSG Water Treatment Ltd. The following two initiatives have taken place during 2023 and show how the Group is tackling ESG in two very different ways.

Innovation for sustainability In 2022, PTSG began working with Change Grow Live (CGL) to provide water hygiene and treatment services (via constituent company TEC). CGL is the charity that exists for people who need help with challenges including drugs and alcohol, trouble with housing, domestic abuse and mental and physical wellbeing.

Immediately PTSG was faced with a challenge: CGL has multiple small sites spread nationwide, each requiring weekly/fortnightly/monthly flushing and samples. Managing Legionella services and water hygiene services is costly based on:

The best way to capitalise on 2. Every 5 seconds, the sensors send data to a cloud connector in the building. opportunities and 3. That cloud connector then sends data via secure avoid potential cellular networks.

4. All the temperature monitoring data can be future challenges accessed and viewed on a mobile or computer, giving you very powerful insights. is to embrace the 5. Any alerts or one-click reports are delivered to our water costs – having to run outlets until they reach factors that relate team via SMS or email alerts. temperature, wasting water; The calculated cost savings, CO savings and water directly to ESG energy costs – having to use gas to heat the water; How does remote temperature monitoring work?

1. Discreet sensors (with a 7–10-year battery life) are installed on the pipework.

2

savings up to now are shown in the table above.

engineer visits – L8 testing, travel time and fuel costs; and all activities resulting in a heavy carbon footprint.

Working collaboratively, PTSG and CGL quickly arrived at a solution to overcome this challenge: remote temperature monitoring. This system combines hardware and software to perform automatic temperature auditing and data logging remotely.

This sustainable technology can be attached to CGL’s assets, allowing PTSG to take the temperatures of the assets at any time. The remote temperature monitoring technology is attached to CGL’s assets and provides continual access to real time temperature monitoring (via a dashboard), giving us an accurate take on how each asset is performing and enabling effective recommendations to be made based upon these results.

Remote temperature monitoring puts PTSG in the beneficial position of no longer needing to send an engineer to site, saving time and money. This in turn helps to remove access issues because, with site visits no longer needed, PTSG will never interrupt CGL’s operations to complete necessary works.

A further key benefit is that by using remote sensors for continual temperature monitoring 24/7, it means that PTSG’s engineers don’t have to run the clients’ taps for a certain amount of time to get the water up to temperature, as would be the case if they visited each site. This saves a substantial amount of water and energy costs, which is a huge benefit for the client.

Net zero certification PTSG, via constituent company Trinity Fire & Security (Trinity), has been providing fire and life safety systems at Heathrow Airport since 2011. It is Trinity’s largest account.

PTSG has extensive knowledge of fire, life safety and security systems and offers a full range of services for clients in a large number of industry sectors.

Its Fire Solutions division, whose Heathrow office is headed up by Trinity’s Managing Director Adam Davies, started from scratch, putting together and mobilising a team of over 50 people, from senior project managers to administrators, to deliver life safety systems that have transformed the airport’s operations in this area across Terminals 1, 2 and 3, Heathrow Express Rail Network, Airside and Landside Properties.

Following the work of Trinity’s net zero strategy team, its Heathrow operation now meets the requirements of main contractor MACE, certifying it as NET ZERO. PTSG strove to offset the carbon footprint of its Heathrow operations for the calendar year 2022. Its Heathrow carbon emissions data are being collated and verified for the calendar year 2023, and PTSG will seek to offset its 2023 emissions for this period to maintain the net zero status of this part of its business.

This aligns with MACE’s desire for PTSG and all other subcontractors on site at Heathrow to be net zero by 2026 at the latest. PTSG is leading the way by having already achieved net zero status.

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INTERVIEW

Prabhu Ramachandran explains how the Facilio platform is providing world-class service for the management of large facilities and estates

Making the best-informed decisions through smart data analysis

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INTERVIEW

When we started Facilio, we were very clear in our thinking that if we were to solve all the problems at scale, we needed to take a unique approach to do this

P

rabhu Ramachandran explains how the Facilio platform is providing world-class service for the management of large facilities and estates.

When attending conferences and live events, how many of us spare a thought for the level of effort devoted to the presentation by the speakers?

Having flown more than 4,000 miles to attend the Smart Buildings Show at the Excel facility last month, Facilio Chief Executive Officer, Prabhu Ramachandran delivered a well-attended speech that explained his company’s efforts to support the journey to managing buildings and estates with the best use of modern technology. His explanation of the possibilities provided by his company’s software was supported by British Land Senior Product Manager, Ian Pierce.

Following their presentation, Mr Ramachandran spoke exclusively to FM Director to explain the journey that led to the launch of Facilio in 2017. His presence at the exhibition this year provides confirmation of his company’s continuing success and its potential for considerably more expansion in the future.

“Two of my fellow colleagues and I launched Facilio after our work for Zoho, where I was the head of the IoT Division,” he explains. “I directly oversaw strategy, innovation, and operations of end-to-end telecom and Internet of Things (IoT) building solutions that a number of enterprises rely on for connected services to this day.

“I learned a lot about creating solutions for large enterprise telecoms companies while working for

Zoho and there are a lot of similarities between their requirements and those of large real estate facilities and estates.”

Managing data Among the many common areas between his previous work and the launch of Facilio is the need for a 24/7 monitoring and management solution.

With advancements in technology continuing to support the creation and provision of quality data, it is becoming easier to manage and control equipment remotely and effectively, he explains.

“The three of us worked at Zoho for 17 years and the product was all about providing a data-driven, remote monitoring, remote commissioning solution for large, telecom companies. This worked on all types of devices, from the company’s own equipment to personal phones, computers and tablets,” he continues.

“This gave us a lot of knowledge about what we do now, including using simple technologies like mobile, cloud, IoT technology and machine learning to create value for the industry and individual companies.”

When studying the management of buildings, Mr Ramachandran states that most of the technology now being used is to assist with their construction, but not to manage the facilities once they start to become occupied. Having seen this in his previous work in the telecoms sector, he states that Facilio was founded to provide a platform that was data-driven and had a focus on automatic monitoring to provide high quality insights for all stakeholders.

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Our customers can choose which application they would like to Getting it right Having identified what was needed within the use, and we find Facilio platform, it took approximately two-anda-half years to create it. “We knew it would take that they usually some time to get established and we partnered with Accel, Tiger Global Management, Dragoneer In focus Investment Group and Brookfield Growth for He added: “There are two main areas of focus within gradually increase funding. the platform, the first of which is Connected CAFM for “We continued to refine the platform having portfolio-wide operations and maintenance and the their use of the received the necessary investment and, once second is Connected Buildings for energy management we were happy with it, we started to go to the and sustainability,” he continues. “We frequently platform once customers. We knew we had the right product find that large estates have a significant number of and we’re now working with some very high- blue-collar workers involved in cleaning, security and they see all the profile businesses to help them future-proof their catering, all of which require lighting, HVAC and fire benefits buildings,” he continues. monitoring systems, to be up and running.

“When we started Facilio, we were very clear in our thinking that if we were to solve all the problems at scale, we needed to take a unique approach to do this.” He continues, “We asked ourselves how we could bridge the gap, as I explained during my speech earlier today.”

It now employs more than 230 people in its global operations, with significant divisions located in the United States, the Middle East, Europe, Australia and Singapore.

The company’s list of clients includes real estate owners and businesses operating within the commercial office, retail, hospital, airport and education sectors. “We find that any company that has a large, commercial real estate portfolio can receive a lot of benefits from using the Facilio platform.

Mr Ramachandran lists the various modules included within the Facilio platform, including energy management, remote monitoring, field service management and many others, which can be combined or used individually.

“Our customers can choose which application they would like to use, and we find that they usually gradually increase their use of the platform once they see all the benefits and start to include more and more stakeholders.”

He further explains how the company’s efforts in ensuring it provides a valuable platform with a datadriven approach has seen it enjoy expansion around the world.

“This means you have a lot of very different skill sets and you have to ask how you bring everyone together and help them to collaborate and make sure everyone is working in tandem.”

He explains how the Facilio platform assists real estate owners, building occupiers and their service provider partners to connect everyone. The problem is a complex one, but the Facilio solution is very simple to use, and ensures that all stakeholders are kept in touch and receive the many benefits offered by the platform.

“If you look at British Land, they were able to go live during the pandemic, despite the fact we were unable to travel to the UK to install it.

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“This was thanks to the level of sophistication we’ve built into the system. It can be remotely installed and configured, and we can remotely train users and support them when they go live,” says Mr Ramachandran.

“This is the kind of change the industry needs and we’re truly doing what world-class SaaS companies are doing in other industries. We’re bringing that level of sophistication into the FM and real estate industry.

“Our customers need a solution that is always working so they can provide a better customer user experience in terms of heating, cooling, cleaning, etc,” he continues.

“Then when we connect all the systems and stakeholders, everything becomes a single asset.

Then you can look at energy management, introduce automation and optimisation, and focus on how to save energy and save money,” he says.

Extending life of the system While manufacturers may recommend a working life of around 20 years for mechanical equipment, Mr Ramachandran states that by carefully monitoring performance levels and ensuring that systems are correctly maintained, it is possible to extend this period by up to 30 years, saving considerable sums of money.

“This can apply to any mechanical equipment, from HVAC systems to elevators. By constantly monitoring performance and operation times, you can make sure that everything is serviced correctly, which may allow the schedules to be increased and save more money,” he explains.

Mr Ramachandran says the three elements within

the platform assist the increased use of automation and improved running of buildings. This includes its CAFM program, which delivers all aspects of workplace management. Everything is based on the efficient collection of the best quality data, he states, so that every building is maintained at its optimum level.

“And then there are the added benefits provided by continuous improvement, which ensures the base line expectation continues to rise,” he adds. “There’s been a major problem in the real estate sector in data capture, which is why we have focused on making sure that this is not an issue with the Facilio platform.

“We make sure that we collect data from across sites and make it available so that all our users are using reliable data sets. We collect the information from other systems, energy metres and mechanical equipment like air-conditioning units and other software, including occupancy and security data.

This means the data provides the best insights and allows everyone to make the best-informed decisions,” he says.

Mr Ramachandran states that the platform has been designed to ensure that the highly detailed and in-depth information is normalised and presented to clients in an easy-to-understand format, saving them more valuable time in analysing their data.

“One of the things we’re seeing within the industry is that people are having to move faster, meaning they’ll need more support to make sure they’re managing their facilities in the best way and achieving the best results for energy efficiency and use of their CAFM systems. This rise in demand presents an ongoing opportunity for the Facilio platform to deliver ever-increasing value,” he concludes.

Our customers need a solution that is always working so they can provide a better customer user experience in terms of heating, cooling, cleaning

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TOMORROW MEETS TODAY

Having revived the Tomorrow Meets Today mentoring concept, founders Sajna Rahman and Andrew Hulbert are delighted with the response and look forward to extending these next year

Latest event delivers growth and potential for more activities in 2024

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arlier this month saw the highly successful 2023 Tomorrow Meets Today (TMT) event and its largest to date, which welcomed nearly 50 people to the ASOS facility in the Camden area of London.

The venue proved to be the ideal setting for the top quality mentoring and networking aspects and further emphasising the unique benefits of the initiative.

TMT founders wellbeing and mentoring consultant Sajna Rahman and Pareto FM vice chair Andrew Hulbert were present and centrally involved to ensure the proceedings exceeded the expectations of all attendees. Ms Rahman engaged in sessions with young people throughout and Mr Hulbert oversaw the timing and organisation of all stages.

The evening opened with a speed mentoring session that provided young leaders with the opportunity to introduce themselves and engage with senior industry professionals for five-minute periods, before moving onto their next contact. This meant that each person interacted with the same number of experts throughout the main phase of the evening.

The concluding networking session also allowed everyone to continue their early conversations and to meet more people.

There was a palpable atmosphere of high energy enthusiasm throughout the evening’s activities and this was further endorsed by attendees after the event.

Speaking to FM Director prior to the event (see the front cover interview of this issue with Ms Rahman and Mr Hulbert), both founders stated their belief that the TMT initiative continues to display the potential to increase its impact on the FM industry.

The reaction of attendees on the night and during the days that followed have confirmed this and more information on future events will be shared as soon as they emerge in the New Year.

Possibly one of the most notable developments within the event was the fact that high levels of appreciation were expressed from all attendees, including those from both young people and their senior industry leader mentors.

The energy in the room was electric, and the speed networking format was spot on. You could see people getting real value

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Further to this, Ms Rahman and Mr Hulbert have reported that the benefits are frequently seen to include both groups, with young people enjoying the unique experience of receiving advice from longestablished leaders, who then report the value they derive from their younger contacts.

This has led to more discussion about the reverse mentoring aspect of the TMT initiative and explains both why it continues to attract more leaders to volunteers and why its founders believe there is considerable scope for more expansion in the year ahead.

A positive reaction Having received an encouraging number of applications from those wishing to take part, which allowed the founders to select the most promising to attend, there are numerous options to consider for the type and formation of future events. These have combined with the encouraging reaction of the industry experts taking part, many of whom have stated their willingness to continue their support.

Ms Rahman and Mr Hulbert have additionally stated that despite their extensive efforts, they have been unable to find any similar events taking place within the UK business sector, providing further confirmation of the uniqueness of the TMT concept.

Although the first events took place well before the emergence of the Covid-19 pandemic and the various developments that have followed in the years since, including the recruitment difficulties of the last two years, it has proved to be highly effective in assisting individuals and organisations to deal with these.

The TMT finger is firmly placed one the pulse of the FM industry and this is another positive factor that will see it continue to thrive and develop, which in turn will see more value enjoyed by all those involved in the years ahead.

Those wishing to receive more information about future events are invited to click visit paretofm.com/ tomorrowmeetstoday and leave their details

TMT attendee feedback All those attending the TMT event expressed their appreciation and enjoyment for the evening and the efforts of everyone in making it a memorable occasion.

FM Director invited comment on the event and their reaction to the in-depth interactions enjoyed with fellow attendees.

Sajna Rahman comments: “Last night blew me away! The energy in the room was electric, and the speed networking format was spot on. You could see people getting real value. Excited to hear the incredible stories that unfold from this diverse gathering of leaders and future leaders. Phenomenal evening that exceeded expectations and the best TMT event we have delivered to date. A heartfelt thank you to everyone who attended, the venue and hospitality by host ASOS.com was exceptional. Thank you to Pareto FM for continuous support. I can’t wait for the next one,” she says.

Her enthusiastic response is echoed by Pareto FM chair and co-founder of TMT Andrew Hulbert, who says: “What an evening! I was absolutely blown away by the buzz, the people and the energy in the room.

For me, this was the best TMT we’ve ever delivered. Such an incredibly diverse set of people but all with the common aim of supporting each other. The venue and hosts, ASOS.com, were absolutely exceptional and it just added to the brilliant event. We are so grateful to everyone who attended and we look forward to hearing the amazing stories following the event. Just brilliant!”

Jaguar Building Services site manager Jason Ajayi says: “Tomorrow Meets Today was a great networking event where I had the privilege to connect with inspiring leaders and FM professionals to get advice, learn from their experiences and grow my network.”

On Verve director Bianca Angelico says: “Tomorrow Meets Today was an incredible night of speed networking, where I had the opportunity to meet a future leader every five minutes. The key for me was identifying the challenges these future leaders faced and exploring how I could offer support or connect them with someone in my network.

“It was inspiring to interact with such incredible and promising individuals who are set to shape the industry’s future. Furthermore, I caught up with established industry leaders and made valuable new contacts.

It’s amazing to reflect on my own journey - just eight years ago, I was a future leader benefiting from such events, and now, I’m paying it forward. This event had a massive impact on my career, and I’m thrilled to contribute to the success of others.”

Pareto FM marketing director Rachel McEntee says: “Set in the inspirational head offices at ASOS, the TMT event was something else. The whole event broke the mould of traditional networking and threw the conventional networking model out of the window.

“This event fostered genuine connections and meaningful conversations in both directions between mentors and mentees that will continue well beyond the event. To see so many future leaders sitting opposite today’s industry leaders in a speed dating style was incredible. It was an evening where the boundaries between tomorrow and today blurred, paving the way, not just for collaboration but networking,” she says.

Further proof of the success of the event was provided by the numerous complementary posts on LinkedIn in the days that followed, including the comment below from OCS portfolio event coordinator Charleigh Churchill: “What a brilliant opportunity to meet an inspirational group of leaders within the FM industry, learn about their journey, confidently talk about yourself and your achievements, and speak about ways in which you can help each other with future opportunities!”

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HEALTH AND SAFETY

Eleanor Eaton, Chair of Safety Scheme in Procurement (SSIP), provides valuable insight into the significance of Supporter Membership and the transformative impact it can have on the landscape of procurement

How you can help shape the landscape of health and safety in procurement S

upported by the Health and Safety Executive (HSE), Safety Scheme in Procurement (SSIP) was founded in response to the Government’s call to accelerate the SME economic engine through transparent, simple, and strategic procurement.

The organisation aims to streamline health and safety prequalification while fostering mutual recognition between its Member Schemes. These schemes, comprising over 50 organisations, adhere to the stringent SSIP Core Criteria aligned with the Governmentbacked construction pre-qualification document, PAS 91.

Public and private sector clients often require contractors to undergo health and safety competence assessments at the prequalification stage. This repetitive process incurs both time and cost, prompting the need for a more efficient approach.

SSIP addresses this by operating a Deem to Satisfy (DtS) agreement through its certified list of Member Schemes, promoting mutual recognition and eliminating potential duplication.

SSIP Supporter Members are building a safer future In a bid to further enhance health and safety competence in procurement, SSIP extends Supporter Membership to expert parties or organisations capable of contributing significantly to the cause.

Notable Supporter Members include the Health and Safety Executive (HSE), Telford Homes, Multiplex, and many others, forming a collective dedicated to promoting, improving, and enhancing health and safety standards within the industry.

Telford Homes, a leading London-focused developer, attests to the significance of SSIP certification in ensuring the safety of their employees and supply chain: “Ensuring the safety of our employees and our supply chain whilst constructing our developments is our highest priority. By stipulating that our delivery partners hold an SSIP certification gives us surety that our supply chain understands their own responsibilities in working in a safe manner, considering the safety and welfare of those that come to work on our developments.

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Saving Clients and Suppliers £Millions Each Year.

Mutual Recognition.

One Universal Standard.

Become a part of SSIP today

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HEALTH AND SAFETY

Ensuring the safety of our employees and our supply chain whilst constructing our developments is our highest priority

“As all SSIP Member schemes are audited to the same requirements, we accept any of the accreditation schemes’ assessing bodies certificates; comfortable in the knowledge that the award of such a certificate provides evidence and commitment to complying with all health and safety legislations.”

Despite the significant impact SSIP has had over the past 13 years, there remains a need to raise awareness about the benefits it offers. SSIP has saved buyers hundreds of millions of pounds by removing the duplication of health and safety assessments, a fact that underlines the importance of wider industry adoption.

The Role of SSIP Supporter Members Supporter Members are instrumental in SSIP’s awareness campaign, actively encouraging their supply chain partners through annual assessments with an SSIP Member Scheme. Their commitment materialises in attending at least one Full Forum Meeting yearly, which gives an opportunity to shape the trajectory of health and safety standards in procurement.

Being a Supporter Member signifies a commitment to SSIP as an industry standard and facilitating cost-effective procurement. These industry leaders provide specialist advice and ensure their members have a voice in prequalification standards development. Further perks include full access to the SSIP portal, use of the Supporter Membership logo, and recognition on SSIP platforms, solidifying their role as vital contributors to industry advancement.

Supporter Membership is free of charge and available to apply online: www.ssip.org.uk/aboutssip/supporter-members.

SSIP’s Supporter Membership is not just a badge of commitment; it is a strategic alliance that goes beyond certification. It is a community of industry leaders dedicated to elevating health and safety standards in procurement practices.

As SSIP continues to shape the landscape of health and safety in procurement, the Supporter Membership stands as a testament to the collaborative spirit that propels the industry towards a safer, more efficient future.

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INTERVIEW

Adam Huttly launched his business and has remained true to his goals of working in partnership with clients to improve sustainability in the office supply sector

Daring to be different in a commodity market

P

ost room and office supplies are often given little thought, due to the fact that there are so many other priorities demanding attention within the busy lives of FMs and their service provider partners.

Having worked in the office supplies sector for many years, Red-Inc founder Adam Huttly tells FM Director that he found this frustrating on a number of levels: “It was a price-driven, commodity market, with a focus on providing the absolute lowest price and including ‘free’ next day delivery on most orders.

“As we know, there is no such thing as a free offer in business, and it just means you must cover the cost of these offers in another way. It seemed as though it was all smoke and mirrors and I saw a lot of company failures,” he explains.

His low opinion of the industry contrasted starkly with a growing awareness and appreciation of sustainable working practices. This led to the point in 2008 when he decided the best way forward was to launch his own business.

“That was interesting timing, to say the least, as it was the start of the financial crisis,” he recalls. “I’d always loved talking to customers and decided that I’d take a different approach that was not focused on money and the lowest price.

“I set about creating a more open, respectful business that worked with clients in a better way. I looked at costs, of course, but had no staff and kept everything as lean as possible until the company could afford to take more people on,” says Mr Huttly.

He further states that his determination to work

differently was tempered by an acceptance that the business could fail, but his desire to work in a more interesting and compelling way provided the necessary impetus to drive the company forward.

Despite the difficult conditions in the first few years for Red-Inc, he was pleased to see that his more thoughtful approach towards office supplies was starting receive interest from a growing number of clients.

“We began speaking to customers about their office supplies and looked at what they really needed. It turned out that the majority did not require daily deliveries and we began to establish a cost-effective service based on honesty and openness, without any of the gimmicks, such as ‘free next day delivery’,” he says.

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With the focus set and appreciation growing for value-added service, Mr Huttly states that his growing close working relationships with clients included helping some to downsize, due to the effects of the financial crisis. Despite the challenges, his responsible approach combined with realistic working processes led to more in-depth conversations with clients, particularly around sustainability and net zero ambitions.

“It’s never been easy, but I’ve always regarded it as a genuine privilege to work with the company’s customers in the way we do,” he continues. His consistent efforts resulted in the business enjoying a particularly successful year in 2015, including the winning of the Dealer Excellence trophy within the BOSS Awards, the signing of new contracts with large London law firms and becoming a B-Corp certified company.

“All the effort began to pay off in 2015 and the contract and award wins provided the confidence to push for B-Corp certification. It took three months to go through the process, it was a very rigorous assessment procedure, but was the right thing to do and a career-defining moment when we were notified that we’d achieved it,” says Mr Huttly.

Certification Road map Achieving B-Corp certification provided the company with a roadmap and toolkit to include continuous, sustainable improvement within its mandate, including directions on how to reduce its carbon footprint, in addition to providing more definition on its social responsibilities and actions.

“Things were notably different in 2015 and every year since and although it’s never been easy to maintain the focus on the unique way we do business, there have been more opportunities emerging since

then,” he continues. “It feels like the years since 2015 have been the second part of the company’s life and although the emergence of the pandemic was difficult at first, the last three years have proved to be amazing.”

Future growth After launching the company in Brighton, its expansion involved the requirement for larger premises. The solution to this was found by relocating along the south coast of England to Littlehampton in West Sussex.

“That’s helped us to control our outgoings, as the property market is less expensive in Littlehampton, and we now employ a growing number of local people, which means we’re helping the local economy and remaining true to our values,” he continues. “We also plan to maintain our core focus on providing office supply services, although we now include furniture and print options as add-ons, but the office provision side is still the primary focus.

“Although we’re continuing to grow, we’re still a micro business, really, but we’re now winning business with the largest companies. That would not have been possible a few years ago and I would probably have been laughed out of the room if I’d shown up with the business model that is now firmly established.”

Having successfully negotiated 2020 without losing money, Mr Huttly states that the increased focus on environmental, social, and corporate governance (ESG), corporate social responsibility (CSR), and addressing climate change within the corporate world, has resulted in notable rises in new contracts and appreciation for the Red-Inc collaborative approach. “We’ve become even more closely integrated with our customers as the levels of trust and appreciation have continued to rise.”

Although we’re continuing to grow, we’re still a micro business, really, but we’re now winning business with the largest companies

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“We’ve never taken our foot off the gas and that’s led to a lot more interaction with influential people, to the point where I now sit on the sustainability panels of some of our clients, which is unheard of for a supplier of office products. Much of our success is also down to helping our customers to deal with the change of thinking that’s required,” he continues.

Mr Huttly explains that the making of decisions is always supported by evidence-based data, so that the best outcomes can be made by and with the client.

These increasingly align with customers’ ESG and CSR programmes.

“It often requires a change of culture and that requires a lot of work, but it’s a much better way of working, and steering the conversation away from price alone means we deliver a wholly value-added service. That also means we make a profit, but not an extortionate one, and it’s much better to be seen as an innovator rather than just another supplier,” he says.

Red-Inc’s close collaboration with clients is exemplified by its Plant One, Protect One initiative, wherein a tree is planted for every box of FSC-certified paper bought. In addition to the obvious benefits this has for the environment, Mr Huttly explains that this has also served to raise awareness of how trees are used to make paper and the need to preserve woodland and rainforests.

Working more closely with customers means the relationship lasts longer and avoids the constant pressure of having to find new clients that is often a feature of commodity operations based on providing the lowest price.

“We sit among, rather than below our customers and provide them with valuable, industry-specific support, such as reducing their carbon emissions. Our ESG and CSR commitments are clearly mapped out and that’s a great help for companies struggling with their scope three and supply chain emissions.”

“We’ve also had our targets verified by the ScienceBased Targets Initiative (SBTI) and we’re the first office supply company to achieve this, which shows the progress of the business and its supportive, collaborative approach,” he continues. “It’s taken a lot of effort, passion and commitment but our success shows that it’s all been worthwhile, and I wouldn’t want to work in any other way.”

Describing his company as “a disruptor”, Mr Huttly provides further supportive evidence of the success the business has enjoyed by quoting growth figures of 40% for its 2022/23 financial year. Perhaps even more impressive is the fact that Red-Inc does not employ a sales team, which is another factor that sets it apart from other office supply businesses.

“The more responsible approach to the running of businesses that’s emerged in the last few years is certainly helping us, and we aim to continue helping and supporting our customers to work in the best way.

It certainly feels like the business world is changing and all the hard work of the last 15 years is paying off,” Mr Huttly concludes.

It’s taken a lot of effort, passion and commitment but our success shows that it’s all been worthwhile

For more information, visit https://www.red-inc.com/

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ENERGY EFFICIENCY

Mervyn Pilley explains his association’s efforts that support the drive to reduce carbon emissions and further states that this will be made more effective with improved use of the technology available

The EnCo journey – matching humans with technology

S

ince April 2019 I have been the executive director of the Energy Services and Technology Association (ESTA). ESTA is the primary trade association serving the commercial/nondomestic sector and which celebrated its 40th anniversary in 2022.

I was not new to energy efficiency, having had an active involvement with commercial retrofit in a previous role and a passionate interest in tackling the climate emergency. The retrofit interest had certainly focused the mind on the long established and readily available technology-based solutions for energy efficiency but the relevance to human input into the process had been less obvious to me.

Shortly before I joined the ESTA payroll, I attended our AM&T event at the MTC in Coventry.

A presentation by energy sustainability practitioner and consultant James Brittain on a behaviour change based energy efficiency project he had run at Heathrow airport greatly interested me.

For most of the drive home after the event I was thinking about how we could develop what appeared to me initially to be a potential social movement both driving energy saving and also using human behaviour to help achieve this alongside the technology solutions I recall thinking how best we could drive the movement forward without the benefit of Greta Thunberg or Sir David Attenborough.

A change of behaviour Having formally commenced work at ESTA, I started to research and understand how the behaviour change – fifth - group of ESTA – had gestated from an initial discussion group towards a potential training programme across a number of years. I engaged with the three founders of the group – Jes Rutter, John Mulholland and James Brittain. Jes, I had already met as an ESTA council member. I was very pleased that John had agreed to rejoin ESTA so that he could take the programme forward. James, who’s presentation had been the catalyst for those post event thoughts about the programme.

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Luckily the three founders had already done a great deal of groundwork on the training programme concept. An early issue was to look at the name of the programme. When I joined the discussion, the working title was ‘cognitive energy’.

The word cognitive was used to reflect on people thinking about the energy they use and indeed the energy they don’t need to use. I began to understand the ‘first fuel’ argument for energy efficiency meaning that it is both a supply and a security issue.

I also learned about the ‘negawatt’ concept for negative energy consumption.

After a lively debate on the issue, we decided that it would be harder to get people to generally understand what we meant by the word ‘cognitive’ so we eventually decided to use the Energy Conscious Organisation title – EnCO for short.

As well as running a number of discussion groups and project development workshops, the original behaviour change group of ESTA members had also made approaches to government to discuss how behaviour change could be a powerful way to save energy and for that reason to include the concept far more in future policy especially through existing reporting schemes like ESOS. Having worked with civil servants over many years I was not surprised at the classic ‘not invented here’ argument, but I have to say that in twenty plus years of lobbying work I had rarely encountered a greater gulf between the civil servants who seemed to generally understand what we were saying and their ministers who didn’t.

I was disappointed by the lack of interest and understanding in the government’s Department for Business, Energy and Industrial Strategy (BEIS) around how behaviour change can increase energy savings using the lowest cost/fastest payback basis even before the situation in Ukraine happened.

Have things changed since those early meetings?

Regrettably not by much. Getting a question about behaviour change into a consultation, albeit as the last question, was a very small achievement.

As often is the case with a new programme, creating the website was a challenge. I asked an old friend from my school days to help us create the site but in many ways, we did the job the hard way, building it rather like a jigsaw puzzle and changing the plan as we sought to expand the scope of the programme in a number of ways.

I was disappointed by the lack of interest and understanding in the government’s Department for Business, Energy and Industrial Certification They also developed a range of exercises between Strategy around the modules and across 20 subsequent courses have trained just over 200 internal and external how behaviour consultants and practitioners to deliver programmes to their clients/organisations. change can Having built up the capacity to deliver the programmes we then launched an organisational increase energy certification in 2021.

After the pandemic scenario began to ease, it savings

Just as we thought that things were going to go well following the launch of the EnCO training programme in October 2019, the pandemic unexpectedly started and the need to pivot the training to a virtual environment became an imperative. This was always going to be a challenge with behaviour change clearly being best delivered through face to face rather than virtual training.

That said one of the very few benefits of the virtual was that time zones allowing it meant that we could expand to international trainees faster. It also enabled faster collaboration with like-minded organisations in all parts of the World. The trainers invested a substantial amount of time in creating four two-hour online modules together with a resource of reading materials.

was very important that we brought back the faceto-face aspect of the programme and the first EnCO conference in May 2022 helped us to do that. Having then agreed that this needed to be an annual event we recently held the second conference.

What the conference proved is the fantastic interaction we get from delegates, with the expert speakers sharing their experience of actually doing behaviour change. As part of the conference, we have also introduced annual awards.

And so, what next on the journey? We know that we need an on-demand version of the training to enable faster take up of the training. We also want to rapidly raise the profile of EnCO and as part of that process have launched an Aspiring EnCO category to help organisations start their journey. Creating the social movement was never going to be easy but I am pleased with progress so far.

For more details of the programme go to www. energyconsciousorganisation.org.uk or email mervyn@estaenergy.org.uk

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IWFM AWARDS

Industry involvement proves essential to promote and gain awareness of the IWFM Awards and extend its reach throughout the FM sector

More progress reported for awards initiative

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here is a notable increased number of industry awards that take place during the autumn months of the calendar year.

This often follows a prolonged period of activity that begins with the submission of initial entries in the early months and followed by confirmation of finalists in the spring. The next phase is usually the judging, which can take several months to complete, depending on the processes involved.

These phases are included within the IWFM Impact Awards, which were presented at its established venue of the JW Marriott Grosvenor House Hotel in London on 16 October. The 20 categories included in the 2023 awards are designed to encourage entries from all areas of the extensive FM industry.

The organiser states that the event is designed

to celebrate and showcase outstanding best practice and ingenuity from an influential profession which touches many areas of life, including some of the greatest challenges facing economies and communities across the globe.

Sustainability, social value, wellbeing and productivity are just a few examples of workplace and FM’s areas of influence, which underlines both its importance and its impacts on business, the economy and society.

Previously called the IWFM Awards, the event re-emerged for 2020 as the IWFM Impact Awards, with the intention of emphasising the impact the profession has on the organisations it serves and to celebrate the people, processes and products making a daily difference to the workplace experiences of millions.

Our past winners act as a legacy for others to look to for inspiration

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IWFM AWARDS

Entries come from a cross-section of organisations that include all size, type and sector throughout the UK and further afield. This means that being a finalist, or a winner, is a true achievement and testament to the great work carried out by the individual, team, project, collaboration or organisation.

“The IWFM Impact Awards are much more than a ‘ceremony’; its winners and finalists serve as inspirational exemplars for the profession and the various industries it services. Our past winners act as a legacy for others to look to for inspiration and chart a history of how the facilities management profession has evolved,” says the organiser.

Those attending the presentation ceremony gave an enthusiastic response to the evening’s entertainment and trophy presentation ceremony.

The winners and highly recommended finalists are listed opposite.

The IWFM Impact Awards winners for 2023 Excellence in Customer Experience Applicant to Alumni – Supporting our residents through innovation, Sodexo Workplace Experience: Non-office/Corporate Environment MOJ Shower pods, Amey and supply chain Workplace Experience: Office/Corporate Environment UCAS WOW! Positive Climate Action: Small Organisation (<250 employees) Solar PV project, Wales Millennium Centre Positive Climate Action: Large Organisation (>250 employees) Together Further for Climate: Carbon Reduction Plan Initiative, Bouygues Energies & Services Highly commended: Peterborough Project, Johnsons 1871 and DEFRA Social Value Junior Chef Academy, ESS Defence Wellbeing Ireland’s Fittest Workplace Challenge, Zevo Health Change Management Pareto FM, Claremont & Flutter Entertainment partnership Product or Service Development SDG12 in Action, JPA Workspaces Technology Project Oculus, Churchill Collaboration Landsec Aspire Best SME Led Innovation ESG Innovation, Pareto FM Highly commended – CAFM system innovation, Linaker

Equity, Diversity and Inclusion Initiative Real Estate Diversity & Inclusion, Meta & JLL People Development and Talent Retention E.ON and Mitie

Team of the Year: Private Sector Desalination and Distribution Systems, King Abdullah University of Science & Technology IWFM Newcomer of the Year Darwin Lloyd, ISS UK

Frontline Heroes Jackie Kennedy, 14forty

IWFM Manager of the Year Prithika Selvadurai, Salisbury (part of Atlas FM)

Team of the Year: Public or Third Sector Estates and Facilities Team, The British Antarctic Survey Highly commended – Safe2GoHome, Guy’s and St. Thomas’ NHS Foundation Trust

IWFM Leader of the Year Dominic Ponniah, chief executive officer, Cleanology Those wishing to see more information on the event and previous winners can do by clicking on News IWFM Impact Awards (iwfmawards.org)

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BESA CONFERENCE

BESA president Claire Curran tells conference delegates that more effort is required to improve the running of facilities around the UK

Time to ‘make buildings work better’, says president

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uildings should be made to work better for social and economic reasons and not just to meet safety and climate change goals, according to Building and Engineering Services Association (BESA) president Claire Curran.

Speaking at the opening of the association’s annual conference in London last month, Ms Curran said the government’s “flip flopping” on net zero and infrastructure policy should not be used as an excuse to delay investment that would “make buildings work better”.

“It makes no difference that the government has got cold feet over its net zero timetable and the cost of vital infrastructure,” she told more than 300 conference delegates. “We still have a built environment that is desperate for an upgrade.

“We need look no further than the ‘crumbly

concrete’ scandal in schools and hospitals for proof that our existing building stock is not being properly maintained. Vital investment in refurbishment and retrofit has fallen so far behind the curve that many of our built assets are no longer fit for purpose.”

She shared a number of views with delegates, including her opinion that improving the built environment should be a priority as it was critical to “the hopes and aspirations of this and future generations”.

“The buildings we live and work in are crucial to our well-being and quality of life – and there is nothing more fundamental than that.”

Ms Curran also criticises the two thirds of residential landlords who told a recent survey that they would rather sell their properties than pay for energy efficiency improvements to meet EPC regulations originally due to come into force in 2025.

“And then the government scrapped the deadline anyway,” she says. “What sort of signal does that send? The whole point is that we are supposed to be improving buildings – not letting them continue to degrade.”

She adds that if the government was serious about wanting to help families who are struggling with rising costs, then it should support a major programme of building refurbishment and retrofit to reduce their energy bills.

“Whether you think net zero is achievable or not, making buildings better is surely a basic social responsibility,” adds Ms Curran.

Infrastructure and Projects Authority (IPA) head of project futures Dr Jo Jolly also speaks at the event and calls for delivery teams to be more “courageous and honest” to achieve sustainability goals and avoid the continual “race to the bottom” on quality and cost.

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In her keynote presentation, she tells the BESA conference that too many members of project teams felt afraid to call out poor working practices due to the “toxic culture” that affects many projects. This is combining with the increasingly urgent need to address the climate emergency and “we need to tackle it with fearlessness,” she says. “These are the last best years we have to make a difference before time runs out.”

Key focus The Building Safety Act is a key focus for the event, which was held at the Novotel London West, with considerable debate around the new competence requirements that came into force this month.

However, Office of the Building Safety Regulator representative Neil Hope-Collins points out that “if you were competent before the Act, you are still competent now”.

He says that it is the principal contractor who has the ultimate responsibility for making sure buildings were planned, managed, and delivered in accordance with the Building Regulations. “If they don’t give you the time and the resources [to get things right] that’s on them . . . as long as you told them.”

Mr Hope-Collins also adds that competence requirements were not just about which “card or a piece of paper” somebody holds, but “the skills, knowledge, and competence for doing the job”.

Creating a more diverse, skilled workforce is another theme discussed at the conference, with BESA’s Future Leaders group of young engineers taking a leading role. They also act as ‘roving reporters’, gathering information for the postconference feedback.

“Much of today’s programme is aimed at the emerging generation who will underpin our industry,” says Ms Curran.

“They are the ones who will benefit the most if we get things right and deliver a built environment fit for their future; but by the same token they have the most to lose if we fail.”

The conference additionally features the launch of a new industry guide to mould and condensation in buildings – a collaboration between BESA’s Indoor Air Quality (IAQ) group and Mitsubishi Electric.

Clean air Leading air quality campaigner Rosamund Adoo Kissi-Debrah tells the launch session that a proposed new Clean Air Act – dubbed ‘Ella’s Law’ in memory of her daughter who was the first person in the world to have air pollution stated as her cause of death – would give the UK “the best clean air laws in the world and improve the health of the nation”.

A petition in support of the law has already attracted 10,000 signatures and the aim is to raise that to 100,000 to force a debate in Parliament.

The conference concludes with a keynote presentation from Lord Markham, the government minister in charge of delivering its programme to rebuild the NHS estate by 2030. He urges the industry to work with his department to introduce greater levels of product and design standardisation that would improve efficiency and speed up project delivery.

He says the 2030 deadline was a “drop dead date” because several hospitals would have to close as they were no longer fit for purpose. The improved facilities could cut their operating costs by up to 10% and patient recovery times would be speeded up by 20%, he adds.

“You should never let a good crisis go to waste,” says Lord Markham. “We have no choice. These hospitals must be built, and they will be even if the government changes at the next General Election.”

The event is followed by the BESA Industry Awards, to which the association reports an attendance figure of 500 people.

Much of today’s programme is aimed at the emerging generation who will underpin our industry

BESA Awards winners President’s Award for Outstanding Achievement:

generously of his time and expertise for the benefit of all BESA members. In addition to being former president, he is the chair of BESA Scotland and founder and chair of its Local Authority Forum.

National Apprentice of the Year: Aidan Whetham, Vital Energi

BSE Technician / Project Engineer Apprentice of the Year: Aidan Whetham, Vital Energi Ltd

Technical Innovation of the Year: Dalkia

Electro Technical Apprentice of the Year: Gary Hall, Dalkia

Indoor Air Quality of the Year: Arup

H&V Industrial & Commercial Level 2/BSE Installer Apprentice of the Year: Liam Cowell, Dalkia Rab Fletcher, BESA immediate past president With more than 30 years’ experience in construction and building services engineering, including holding senior positions and managing multi-million-pound local authority contracts, Mr Fletcher still modestly describes himself as “a time served plumber”.

He is a passionate advocate of training and apprenticeships – and continues to give freely and

Specialist Groups Award of Excellence: Mark Snell, Dalkia UK Net Zero Initiative of the Year: RI Cruden Diversity and Inclusion Initiative of the Year: ISS Distributor of the Year: Cool Designs Building Safety Act of the Year: HE Simm and Son Contractor of the Year: Geoffrey Robinson

H&V Industrial & Commercial Level 3/BSE Craftsperson Apprentice of the Year: William Favill, Derry Building Services

Small Budget Project of the Year under £500,00: Accor Hotels, Aether Compliance

RACHP Apprentice of the Year: Jack Newton, Crowther & Shaw

Big Budget Project of the Year over £500,00: DSA6 Wakefield Distribution Hub, Dalkia

Service and Maintenance Apprentice of the Year: Matt Morrison, BGIS Global Integrated Solutions

Outstanding Service of the Year: Steve Marsh, BES

RACHP World Skills: Adam Donges, Cosham Refrigeration

Training Initiative of the Year: FP Hurley & Sons

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INDUSTRY OPINION

As the world grapples with the realities of climate change, the construction industry has a significant role to play in reducing carbon emissions, writes Paul Bullard, product director at SFG20

The future of carbonneutral buildings

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s the world grapples with the realities of climate change, the construction industry has a significant role to play in reducing carbon emissions.

In the UK, buildings contribute to 33% of the greenhouse gas (GHG) emissions and 40% of the global energy consumption. This article explores the concept of carbon-neutral buildings, current trends, future predictions, and the role of sustainable building practices in achieving carbon neutrality.

In a carbon-neutral building, energy efficiency is paramount. Architects and engineers use principles such as passive solar design, natural ventilation, and high-efficiency insulation.

In addition to energy-efficient design, carbonneutral buildings also use renewable energy technologies to generate electricity. This can include solar panels, wind turbines, and in some cases, geothermal systems. The electricity generated by these systems can be used to power the building’s lighting, heating, and cooling systems, as well as any appliances or equipment in the building.

Carbon emissions In the UK, the construction industry is a significant contributor to carbon emissions. The embodied carbon of a building, which includes the carbon emissions associated with the extraction, production, and transportation of construction materials, as well as the carbon emissions from the construction process itself, can be equivalent to 20 years’ worth of its operational carbon emissions.

The drive towards carbon-neutral buildings is gaining momentum, with several key trends shaping the future of the built environment. These trends reflect a growing commitment to sustainability, energy efficiency, and technological innovation.

Solar panels and wind turbines are becoming a common sight on buildings across the UK. As the cost of these technologies continues to fall, they offer long-term cost savings, making them an increasingly attractive option for building owners and operators.

Architects and engineers are using principles such as passive solar design and high-efficiency HVAC systems to minimise energy consumption. Passive solar design takes advantage of the sun’s energy for heating and cooling, while high-efficiency HVAC systems use less energy to provide the same level of comfort.

These materials, which include recycled or reclaimed materials, can significantly reduce a building’s embodied carbon – the carbon emissions associated with the production, transport, and disposal of building materials.

By choosing sustainable materials, builders can reduce the environmental impact of their projects while often also improving the performance and aesthetics of their buildings.

Smart thermostats, energy management systems, and other technologies can optimise a building’s heating, cooling, and lighting systems, further reducing energy consumption. These technologies can also improve comfort and convenience for building occupants.

The landscape of the UK’s built environment is set to undergo a significant transformation.

The drive towards carbon neutrality is expected to accelerate, spurred by technological advancements, evolving government policies, and heightened public awareness of climate change.

The government’s Ten Point Plan for a Green Industrial Revolution and Net Zero Strategy provides a roadmap for this transition, outlining strategies for improving energy efficiency, promoting low-carbon heating solutions, and encouraging the construction of energy-efficient new homes.

Moreover, the decarbonisation of the UK’s electricity grid and the development of a low-carbon hydrogen sector are set to make it easier for buildings to reduce their carbon footprint.

At the same time, investments in carbon capture usage and storage (CCUS) technologies could further help offset emissions from buildings and industrial processes.

Beyond government initiatives, we anticipate a growing number of businesses and individuals investing in carbon-neutral buildings. As energy prices continue to rise, buildings that generate their own green electricity can offer a financially attractive proposition.

The public sector is leading by example, with the government committed to achieving net-zero emissions from its operations by 2050.

This sets a precedent for the private sector, demonstrating the feasibility and benefits of carbon-neutral buildings.

Architects and engineers are using principles such as passive solar design and high-efficiency HVAC systems to minimise energy consumption

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INDUSTRY OPINION

Malvern Panalytical global segment manager Murielle Goubard looks at innovation in the contruction sector

Trash into treasure: using waste to fuel greener construction

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The United Nations estimates that the global population will reach approximately 9.7 billion people by the year 2050. This raises concerns about the amount of waste such a vast number of people is expected to produce.

The growing population will lead to a greater demand for housing and infrastructure, which will require more concrete and cement. There is concern that the necessary increase in construction using these materials may have a detrimental impact on the environment.

The cement industry produces the majority of its carbon dioxide (CO2) emissions through two processes: Combustion of fuels to heat the kilns; and calcination of limestone, the principal calcium carbonate raw material.

In the production of ordinary portland cement (OPC) with 95% clinker, 38% of CO2 emissions per ton of produced cement comes from the utilisation of fossil fuels for heating the rotary kiln. Strategies must be designed to reduce the energy consumption and emissions associated with this process.

Fortunately, researchers are already producing solutions to the waste problem. It has been projected that waste production will increase by 70% by 2050, primarily due to the increasing population. Whilst this is potentially a significant issue, it could be transformed into an opportunity. Utilising waste as a substitute source of fuel could be the answer.

Reducing emissions The cement industry has already implemented the use of alternative fuels. The substitution of fossil fuels with fuels derived from waste materials has resulted in a significant drop in emissions.

Burning waste as a fuel source is beneficial for both communities and manufacturers, as it transforms waste into a productive resource, eliminating the need for costly disposal or storage. Using pre-existing infrastructure conserves further resources, as the heat generated from incineration is harnessed as useful energy, rather than being wasted in a municipal plant.

Manufacturers also benefit from this method.

Substituting pricey fossil fuels with a readily available resource that people are eager to dispose of is costsaving for businesses.

The issue with this is that alternative fuels derived

Burning waste as a fuel source is beneficial for both communities and Environmental harm manufacturers Some other elements like Chlorine and Sulfur for

from waste materials tend to vary significantly in terms of the materials they’re composed of. On top of this, they also may have different levels of moisture and varied distributions of particle size. Some of these fuels can even contain toxic elements such as mercury, thallium, or cadmium. These elements can potentially cause illegal or harmful emissions.

instance could also have adverse effects on the cement properties and on the process itself. Finally, these variations can also modify the temperature and atmosphere in the rotary kilns, leading potentially to heterogeneous and inappropriate clinker.

However, this does not imply that these fuels should not be used. Instead, meticulous control protocols should be employed. This will ensure a stable fuel stream, guarantee safety, prevent environmental harm and make sure to get the targeted clinker, leading to the cement with the right composition and properties.

The most effective approach to controlling the fuel stream and monitoring its composition is through materials analysis. Ideally, this analysis should be fast and accurate to facilitate efficient operations and maximise value.

X-ray fluorescence (XRF) is a prominent technique for precise and consistent elemental characterisation, and it can be effectively combined with other methods.

Standardless analysis program software can also be used to quantify elements when no matrix-specific standards are available. This is especially useful for alternative fuel applications, where samples may be inconsistent or even unidentified.

XRF Instruments like the Epsilon 4 and the Zetium answer this challenge, while cross-belt analysers like the PFTNA CNA Pentos allows to continuous elemental characterization and monitoring of the process, with real-time measurements and related (re) actions.

It’s clear that the future presents a multitude of challenges and opportunities for us all, particularly in the building materials industry. However, by employing intelligent solutions and pioneering tools, we’re capable of constructing the future world and enhancing its environmental sustainability.

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MOVERS & SHAKERS

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

Latest appointments of senior FM professionals

Hard service provider Emcor Group (UK) has announced that chief financial officer Cheryl McCall has been appointed as its chief executive officer, effective 1 January 2024.

She joined as chief financial officer in 2021 and brings extensive experience in the infrastructure and FM services sectors and has more than 30 years of finance experience, having previously served as UKI CFO at AECOM. Prior to that, Ms McCall worked as an auditor in South Africa with Hills Howard & Associates and an infrastructure controller at ICO Global Communications, a telecommunications company.

She is a Chartered Accountant and has both a BCompt. degree and Honours degree in Finance.

Group CEO Anthony J Guzzi said: “We are pleased to appoint Cheryl as the next CEO of Emcor UK. With her significant business experience and financial acumen, we are confident that under her leadership the business will continue to successfully drive its growth as it delivers customer-focused solutions in the fast-paced UK facilities market.”

FM specialist service provider Stadium Support Services has announced the appointment of its new managing director. The organisation is entering its 20th year of operations and sees the change as an opportunity to fuel further growth and diversification across its portfolio.

Scott Hudson is reported to have been a central part of the company’s senior management team since 2015, where he served as operations director and takes the reins from current MD and company founder Kevin Hudson, who will transition into the role of chairman.

He will step back from day to day management of the company but will continue to support the business in strategic decision making and governance matters.

He said: “I couldn’t be prouder of how Stadium Support Services has grown and evolved over the last 19 years, and we have seen a steep growth trajectory over the last five to seven years, which is in no small part down to Scott’s leadership and vision.”

Property compliance specialist Inspectas has celebrated 10 years in business with four new appointments, a senior promotion and a move into new premises.

The 40-strong business has expanded its team with the appointment of Major Projects, Fire and Compliance chief operating officer Neil Triggs, Fire Compliance Services divisional lead Michael Shone, Health & Safety divisional lead Naveed Mohammed, senior director Land Remediation Andrew Ford and the promotion of Fiona Lindsay to operations director.

With a decade working in the public and private sectors specialising in asbestos surveys and removal, health and safety compliance, fire safety and land remediation, the company has recently moved to new premises in Leeds, doubling its office space to allow further team and departmental growth.

FM infrastructure service provider M Group Services has announced the celebration of its people at its Beyond Expectations 2023 ceremony.

The was designed to provide opportunity to recognise the people and teams that have delivered exceptional performance and results across the company and its operating businesses over the past year. The event took place at the IET London: Savoy Place earlier this month.

The ceremony was hosted by chief executive Andrew Findlay and saw people recognised across 13 awards, from the Community Hero Award to Championing Innovation in the Workplace. The awards reflect the Group’s four values: people, safety, delivery and integrity.

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MOVERS & SHAKERS

FM service provider Abloy UK has announced the appointment of Cassie Wong to its Critical Infrastructure division, specialising in the telecoms sector. Her appointment is designed to improve the skills and experience within the team and further strengthens its position in the industry.

She previously worked for Assa Abloy Hong Kong, concentration on the construction sector and forging relationships with architects and specifiers.

Ms Wong then went on to become a DipGAI qualified ironmonger, and gained experience around new building projects and specification, ironmongery, hardware such as electric locks, and automation.

Real estate business Jones Laing Lasalle (JLL) has appointed Sophie Oliver as a director in its Rating division.

She has 13 years of experience from her tenure at LSH in London. As a strategic rating advisor, she has provided guidance to clients spanning various property types, including offices, industrial and retail spaces. Her expertise also extends to more specialised areas such as TV and film studios.

Ms Oliver’s appointment is reported by her employer to reflect its ongoing commitment to bring top talent onboard to deliver exceptional services to its clients. Her experience will further enhance capabilities in providing industry-leading advice to clients, said the company.

Guest services provider On Verve has appointed Gabbie Lapompe as its new head of operations.

She started her career within the front-of-house industry as a receptionist at CBRE. Since then, she has worked across different roles in facilities management, including as a facilities account manager at JLL for Meta. Most recently she was a space operations manager at ASOS headquarters in London. Ms Lapompe now returns to her roots and passion for creating exceptional workplace experiences.

As head of operations, she will be managing the London and southern account portfolio held by On Verve, with director Bianca Angelico continuing to manage the northern contracts for the first six months.

Ms Lapompe said: “I’m thrilled to join On Verve as the business continues to flourish. My personal journey through facilities management and frontof-house means I understand what excellent guest service looks like, and On Verve certainly delivers it. I look forward to sharing my experience with the teams at On Verve to ensure we are always making someone’s day.”

Sodexo has announced that its head of quality and compliance Chris Achillea has been appointed a fellow of the Chartered Quality Institute (CQI).

The CQI Fellowship aims to recognise professionals who have demonstrated high levels of achievement and made significant contributions to their profession.

Mr Achillea was appointed a fellow in October 2023 following a rigorous application process documenting high standards of work, skills, qualifications and CPD needed to achieve the gold standard of the profession and validated by industry peers.

To become a Chartered Fellow, applicants must have been CQI members for a minimum of two years, demonstrating their own career development as well as others, through voluntary contributions to the objectives of quality, thought leadership and mentoring.

Mr Achillea said: “The CQI’s reputation is second to none so to receive the fellowship is an accomplishment that I am immensely proud of. Becoming a Chartered Fellow will enable to me to help expand and share my knowledge around best practices, the latest developments and advancements in quality practices.”

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DIRECTORY

300 North is a team of Facilities Management (FM) recruitment experts who source permanent, temporary and fixed term contract solutions for the UK Facilities Management, Mechanical & Electrical and Construction sectors.

Marketing@300nr.co.uk https://www.300northrecruit.co.uk 0113 336 5161

360 Sport Finance and Mentoring is dedicated to helping professional and semi-professional sporting clubs and venues with sustainable financial growth, including non-event day business. help@360accountants.co.uk www.360accountants.co.uk 01482 427360

A service provider for the future, Advance Facilities Solutions Ltd delivers complete building solutions to customers in the industrial, commercial, and domestic sectors. helpdesk@advance.fm www.advance.fm 01622 720 888

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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

We create, maintain, and monitor healthy spaces – using pioneering online and apps-based technology.

This includes working with suppliers and products in the marketplace to deliver long lasting and scientifically tested air and surface protection. info@envelo.solutions https://envelo.solutions 020 7096 1941

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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

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DIRECTORY

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

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Launched in 2008 following the merger of two 50-year-old companies, Magicccote provides a range of expert commercial cleaning solutions to customers across the UK. info@magiccoteuk.com www.magiccoteuk.co.uk 01482 211033

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

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PPSPower (PPS) is one of the industry’s largest and most respected providers of generator and UPS (uninterruptible power supplies) installation, maintenance and repair solutions. sales@ppspower.com https://www.ppspower.com/ 0345 200 9888

Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services to the construction and facilities management sectors. info@ptsg.co.uk https://www.ptsg.co.uk/ +44 (0) 1977 668 771

Working with globally recognised organisations, we are specialists in creating Online Induction Systems, Turnkey and Bespoke Software Solutions, Websites, Mobile Apps and a lot more. hello@res.digital https://res.digital 01724 376002

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With over a decade of experience in safety solutions for working at height, we are the ideal partner for solving your roof safety problems, and we pride ourselves on having the highest level of commitment to ensuring safety at work. info@roofsafetysupplies.co.uk https://www.roofsafetysupplies.co.uk 07889 572315

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

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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

SLM can provide all types of waste management tailored to meet the customers’ requirements.

We deal in all types of recycling; electrical, hazardous, clinical. Anything you need disposing of, SLM can help. lucy@slm-waste.com https://slm-waste.com/ 01304 775000

SCAN ME

SCAN ME

SCAN ME

Reach up to 20,000 FM industry professionals List your business here for just £200 Contact Cheryl Ellerington – cheryl@fmbusinessdaily.com

November 2023

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Start your search, upload your CV today

Find your dream FM job 10,000+ facilities

management

jobs to choose from

The new FM job board Contact the team to discuss your recruitment needs on 01924 667939 or lousie@FMRecruiter.com

www.FMRecruiter.com

THE BUILDINGS YOU SEE…

…AND THE SPECIALIST SERVICES YOU DON’T Some of the UK’s buildings need no introduction – they are instantly recognisable.

At Sellafield, our specialists deliver a variety of award-nominated water treatment services.

Water Hygiene

Legionella Risk Assessment

Water Sampling

Mechanical Engineering

Product Chemical Supplies

Our work keeps buildings safe, compliant, clean and efficient for 20,000 customers each year. Let’s talk about how we can help you.

01977 668771

info@ptsg.co.uk

ptsg.co.uk