FM Director September 2022

EXCLUSIVELY FOR FM INDUSTRY LEADERS

Lucy Hind   Delivering benefits through challenging accepted FM industry practices

Darren Steer   Applying FM experience to manage luxury retail market estate

Alan Stenson  Assisting businesses to achieve their net zero carbon ambitions Alan Gilbert  Managing the FM requirements of the Middle Temple estate

2022

First issue confirms progress for FM

The launch of the magazine represents another significant development for the FM Business Daily brand, as it continues on its journey to create a community of industry professionals, with the overall aim of becoming a valuable business facilitator.

Having joined the company last month, I’m delighted to report that my faith and respect for our industry has been further supported by the long list of positive responses received during conversations with both existing and new contacts.

Further evidence of the enthusiastic response can be seen throughout the following pages, which include interviews with leading industry service providers, FMs and consultants working in all areas. Perhaps this is most evident within our two main features, particularly for Net Zero Carbon Emissions (see p16 of this issue), for which we’ve published an additional online version.

Although we extended the space allocated to the feature, we’ve still been unable to incorporate all responses and have created the online version to include everyone and this will also be featured in our daily newsletter service on FMBusinessdaily.com and within our company LinkedIn group.

We’re continuing to engage with senior professionals in all areas of FM, which is providing us with increasing levels of enthusiasm for future issues of this magazine, while further extending our coverage of the long list of major topics and areas of interest.

I’d like to say a personal thank you to all our interviewees in this issue, including Sodexo’s Sean Haley and LVHM FM’s Darren Steer, for their enthusiastic and generous support.

In addition to personal interviews, more case study articles are being discussed and I very much hope that the example of our first article, which provides an instance of the FM operations of the Middle Temple estate in London (see page 26), will be followed by many others in the months and years ahead.

Our features list for the rest of this year will be followed by the 2023 plan in the near future, please contact me for further details of this and any editorial aspect. My colleagues Cheryl Ellerington and Martin Stead, both of whom are well known by many within our industry, are the main contacts for commercial conversations.

We also plan to publish special features and supplements on an increasingly regular basis, the details of which will be confirmed as soon as possible, and these will provide further reasons for increased engagement with industry contacts.

One of the most exciting aspects of the FM sector is its dynamism and ability to adapt, which continues to include opportunities for growth and development that have numerous positive connotations for FM clients, service providers and individuals.

DENNIS FLOWER MANAGING EDITOR

Welcome to the first issue of FM Director magazine, the new monthly magazine for senior personnel working in all areas of our wide-ranging industry

Our features list for the rest of this year will be followed by the 2023 plan in the near future

6 P roving the value of the FM industry

S ean Haley shares how working with the best intentions continues to add value for Sodexo, its employees, clients and the wider community

11 J oining forces for the betterment of all

T here is a common challenge facing most sectors in the UK. With an ageing population and the development of roles through technology, the gap between skilled people required and skilled people available has significantly widened

12 P TSG – a product of ingenuity, clear focus and sheer hard work

From a simple idea 15-years ago to one of today’s leading FM suppliers

16 N et zero carbon emissions and FM

D iscussing the impact and further considerations of the UK’s legally-binding requirement to achieve net zero carbon emissions by 2050

22 A ssisting the roll out of net zero

A lan Stenson explains his long involvement with the FM sector and his focus on assisting clients to achieve their sustainability goals

24 S pecialist Industrial Supplies

A strong team delivering across multiple industries

26 Co ntemporary solutions to the running o f ancient Middle Temple estate

E pitome of estate management best practice can be seen throughout the FM operation of the 400-year-old Middle Temple estate in central London

29 M aking a difference by doing the right thing

J ulius Rutherfoord & Co is finding its ethical approach to service delivery is finding favour with its clients and the FM industry

30 T he right solution

H ull-based Magiccote offers total commercial cleaning solutions for customers in East Yorkshire and beyond

31 T he psychology of FM service delivery

Greater understanding of the human psyche is helping FMs to derive more value from the running of their facilities

34 Co mprehensive actions required to a chieve net zero carbon emissions

A ligning with one of this issue’s main features, Adler and Allan’s Dan Ellis provides an overview of the main areas the UK will need to address to achieve its net zero ambitions

36 Adding value through in-depth industry experience

L ucy Hind has adapted to working as a consultant for FM clients, having worked in a variety of FM roles throughout her career

39 I ntroducing Volta Compliance to FM Director readers

A ssisting companies to meet their legally-binding compliancy obligations has resulted in Volta Compliance being named as a Top 100 business

40 A Powerful Combination

YorPower and PPSPower are partners in the delivery of a full range of back-up power solutions for customers UK-wide and internationally.

42 M oving with the teams pays dividends

f or company and its clients

Clockwork Removals and Storage has over 25 years’ experience in the provision of commercial relocations and move management services

44 How sustainable are hybrid working practices?

W ith FMs and service providers reporting ever higher occupation numbers for facilities, we look at whether hybrid working initiatives will continue to evolve

48 B est practice recruitment methods to meet business needs

Paul and Michelle Connolly provide FM Director readers with their thoughts on current employment trends and the need to adapt to the changes in the market to attract the best talent

51 W ide-ranging waste management services of the highest order

L ucy Annett and Sarah Webb are the founders of SLM Waste Management, which continues to enjoy growth through partnership working and maintaining high standards throughout the business

52 D riving appreciation levels and value of FM

Darren Steer has found that a fearless, high-energy approach has helped him to overcome difficulties to deliver value-added FM services throughout large estates

58 R ise of ESG confirmed by new director role

F ollowing her recent promotion, Sarah Shaw is helping CBRE with its drive to embed ESG into all areas of its business and service delivery with clients

60 Eventful journey adds value to facilities

W ith many commercial facilities unoccupied at evenings and weekends, Green & Fortune provides a catering and events service to deliver more value and return on real estate investment

62 I mpact Awards 2022 approaching trophy presentation evening

Celebrating its second year since its relaunch, the IWFM Impact Awards is designed to celebrate best practice and ingenuity from all areas of the FM sector

64 M overs and shakers

6 6 Co ncrete goals

Structural stability delivered by CCUK

68 Di rectory

70 R ecruitment service adds more value to FM BD brand

T he launch of FM Recruiter will provide another essential element within the rapidly expanding FM offering from Business Daily Group

Managing

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Flower

Jackaman

Smith

Burwood

Director of Marketing Services

Stead Managing Director

Ellerington

Sean Haley shares how working with the best intentions continues to add value for Sodexo, its employees, clients and the wider community

Proving the value of the FM industry

Having worked in FM and real estate for more than 30 years, Sean Haley has spent the last 11 of these with Sodexo, where he is currently region chair for the UK and Ireland. In addition to the various aspects of his wideranging role, he has engaged with the company’s strong focus on social value and continued to extend this into all areas of the business.

Prior to joining Sodexo, Mr Haley worked for Atkins for 22 years, serving as its managing director since 2005. He was at the helm during the Sodexo acquisition of the Atkins asset management business in 2011 and, while he hadn’t initially considered joining Sodexo, he was soon won over by the business.

“I’m a surveyor by profession and worked in the more traditional property consultancy space, but really started to understand Sodexo and its role in the market as we went through the acquisition process, and the values of the company and the service ethos of the market really attracted me,” he says.

Since joining, Mr Haley says he has enjoyed several stages within his business career that have assisted his personal development and also hopefully helped Sodexo. One of his most fulfilling achievements was the leading role he played in the company’s growth between 2012 and 2015.

“We took the Sodexo UK and Ireland business from a £1bn turnover to £1.5bn through a clear strategy that we followed, through being very, very focused on what was happening in the market and making sure we directed our resources appropriately,” he says.

In addition to his focus on the UK and Ireland, Mr

Haley has added global responsibilities to his role, providing more scope to aid the company’s continued development. “Sodexo does great things around the world, and we need to get access to these so they are shared with the UK business,” he says.

He is responsible for the company’s global supply chain, which is understandably extensive, and additionally its expertise platforms for safety, food, and soft and technical services. This provides Mr Haley with an extensive overview that enables him to ensure the company leverages its expertise in all areas of its work around the world.

“If you look at the market since the collapse of Carillion and include Brexit, Covid-19, global security issues and rising inflation, the market has experienced significant disruption over the last five years,” he continues. “But the way the business has stepped up and continued to grow during that period has been quite rewarding and humbling to see.”

Mr Haley further states his belief that the various disruptive elements have also resulted in some positive developments for the FM sector, including improving professionalism and responsibility in the lessons learned following the collapse of Carillion.

“It’s provided a much better understanding between contracting parties of the elements of risk and how that should be managed,” he says.

Having dealt with the various developments, Mr Haley believes the FM industry is now stronger and more able to cope with other demands and this has also helped the company to become a better partner and supplier of services.

The market has experienced significant disruption over the last five years

“I think the end result has been a great deal better for the industry and our people, my colleagues,” he says.

There are, of course, more challenges to face in the current business climate, including the need to recover from the impact of the pandemic and deal with the current high levels of inflation, he continues.

“But in all of that there’s opportunity, and that’s the exciting thing about this industry,” says Mr Haley. “There’s always risk, of course, but in any changing situation there are always opportunities, and you just need to be as close to your clients as possible to be able to read those changes, and then you need to be agile enough to develop the solutions that are required.”

Covid strategy

Another notable achievement referred to by Mr Haley is his role in assisting the company to navigate the recent demands resulting from the Coronavirus pandemic. Within the first twelve months, Sodexo established a business of 9,000 employees to support the Covid-19 test centres around the UK.

“We’d never done that before, but we had to do it and we provided an excellent and critical service that helped to manage the pandemic and we gave lots of people employment,” he says. “We learned a lot about ourselves and those lessons are now helping us to deal with all the post-pandemic challenges, too.”

Two of the most influential areas within the FM sector at present are the ability to add social value and provide advice and assistance in achieving net zero carbon emissions, Mr Haley continues. He further states that the pandemic saw the FM sector raise its profile and receive recognition for the value it provides, leading to more opportunities to continue this and assist clients with their net zero aims, while also helping them to demonstrate their social value in all areas.

“Our clients needed to have solutions in place to help them deal with the pandemic very quickly and we did that,” he says. “That also applies to the post-pandemic world, where everybody is living and working differently.”

Last year, Sodexo UK and Ireland announced its own ambitious roadmap to net zero carbon emissions across all three scopes. This strategy was validated by SBTi, and will be delivered by 2045.

Mr Haley explains that the Sodexo Vital Spaces proposition was launched in late 2020 to assist its clients in dealing with post-pandemic workplace requirements. It is designed to guide those seeking to transform their workspaces and attract talented employees, the latter of which is described as “one of the greatest challenges facing our clients”.

While the usual demands for FM service providers continue to play an important role in all areas in the running of facilities and estates, he finds that clients are now requiring their industry partners to help with their ongoing difficulties in recruiting staff with sufficient skill levels, and also keeping them working within the business.

“And that’s another great opportunity for us to help them to have the best working environment, including the best food, to allow them to attract the best talent,” he continues. “Interestingly, that’s the same for both the private and public sectors, because everyone is suffering from the same challenge in attracting the best people.”

There is now a notable drive in both public and private sectors to improve the attractiveness of their offices, enable flexible and collaborative working, provide nutritious food and support well-being –including the provision of processes to support good mental health – all of which are included in the Vital Spaces solution, he says.

“There’s an increasing need to create and manage data to analyse worker performance in the workplace,” says Mr Haley. “This further emphasises the need for us to remain flexible and be able to deliver the services that clients need to ensure their staff are supported in the best ways.”

Central within all aspects of the company’s operations is its focus on social value, he continues, and emphasises this has been the case since its launch in 1966.

Our clients needed to have solutions in place to help them deal with the pandemic very quickly and we did that

In addition to being one of the most attractive elements that encouraged Mr Haley to join Sodexo, he describes a number of positive mutual benefits it continues to deliver.

“We grow through delivering social outcomes, we improve the communities in which we live, work and serve, and all of this is embedded in our services,” he explains. “This is not just bolted on, we bake it into all the elements of our service offering and it’s a central element of our DNA.”

On target

The company made the decision to transparently share its commitments within its Social Value Pledge in 2014. Clear targets are identified, and these continue to be updated, with details of progress published every year.

“We’re still working to achieve the targets set out in our 2021 pledge, which spans three years. Our efforts are ongoing, but progress has been made.” says Mr Haley. “This includes our spend with SMEs, which accounts for 44% (£256 million) of our total spend in the UK and Ireland, and the way we partner with and mentor them, plus apprenticeships – not only within Sodexo – but we also share our surplus levy contributions with other organisations to allow them to invest in apprenticeships.”

Sharing the details and results of the company’s progress within its social value commitments allows everyone to view its progress, he says. Transparency has become a critical need within the FM sector in recent years and Mr Haley says that Sodexo continues to be the market leader in this area.

“We’re obviously still a business at the end of the day and we have shareholders, and some things are commercially sensitive, but we try to ensure that we grow by doing good and we’re quite prepared to share what that means to us,” he continues. “I think we’re becoming much better at showing the value we deliver, and I also think customers in both public and private sectors are becoming more receptive towards this.”

He provides the example of all public sector contracts, some of which have a minimum requirement of 10% social value elements, which have increased in a growing number of cases to reach a value of up to 30% being considered. This is helping the FM sector to move away from its pricedriven focus of the past and Mr Haley credits the government with playing a major role in assisting it.

“As the government continues to reform procurement activity post-Carillion, part of this reform has been more weighted against quality and social value, looking at the whole value proposition including price. We have made progress, but we just need to ensure collectively that we don’t go backwards, as government budgets continue to come under pressure through an economic downturn,” he says.

The FM industry has proved it can be an enabler to business success, Mr Haley continues, and states that it can provide the best services to support clients in their drive to recruit the most talented employees.

“And in a recessionary period, organisations need to employ the best people to allow them to navigate their way through it,” he says.

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We grow through delivering social outcomes, we improve the communities in which we live, work and serve

Regardless of how the UK economy performs, legislation will not change and targets such as those relating to net zero carbon emissions will continue to be relevant and require continued action to achieve. The potential of the FM industry to assist companies to achieve these aims is now much better understood, he believes, which is highly likely to continue to drive further opportunities in the future.

Allowing companies to have the opportunity to adjust their cost bases is frequently essential in the drive to maintain competitiveness within businesses and Mr Haley believes the FM sector can play an important role in this. The considerable investment in technologies, systems and processes made by an increasing number of service providers is now allowing clients to manage their portfolios more effectively, whilst also making their businesses more attractive to employees.

A new mindset

The points above are used to add further support to his earlier statements explaining the positive developments emerging from the challenges in recent years, which continue to have the potential to deliver value and allow companies to embrace the opportunities that will emerge in future.

The industry drive to engage with technology is highly likely to continue, he states, and this should see the number of emerging opportunities increase.

“We all know that it’s very difficult to get the right level of resource for many reasons,” he continues. “But technology allows us to continue to deliver services while mitigating the risk and that’s a good thing, because it means our services become more resilient.”

He adds that technology will continue to evolve and that this has been accelerated by the challenges of recent years, as companies seek to meet them in the most cost-effective way for their business. It should support the gathering of data to enable the establishment of processes and strategies that allow each property or portfolio to be operated in the best way, he says, while also supporting longer-term contracts so that both sides can improve the value delivered.

“Data is king and our industry has not been great at that in the past, but there are now some fantastic examples where clients are willing to invest in putting the right infrastructure in place, to allow them to capture the right level of information to run their portfolios as effectively as possible. But you need clients to be supportive of that and willing to invest in it with you,” he says.

Technology and software development is also becoming increasingly important in the drive to attract and retain staff, Mr Haley continues, and this is reflected within Sodexo and its staff of 38,000 (including part-time and temporary workers) in the UK and Ireland. He further states that the role of the business community in meeting the challenges emerging in all areas of the future requirements within the industry needs to increase, as the government is not capable of providing all the answers. The Sodexo placing of social value at the heart of its operations has proved to be essential, and Mr Haley believes that more large companies need to further develop this aspect to make a difference to the lives of their workers and communities.

“I believe that ESG codifies everything we’ve been doing for a very long time, including looking after the environment and being aware of the impact we have on society,” he continues. “And it helps customers to understand the things we’ve been doing for a very long time.

“It’s all about doing business in a good way and I believe we’ve been able to demonstrate that for many years by being transparent and baking it into every element of the way we do business. You can’t just decide to add social value, you need to have established the right culture over many years.

“You’ve got to embed this in your culture, ethos and values to allow you to evidence it and I like to think we’ve got an advantage because we’ve been doing it for over 50 years,” he says.

He further states that although the world is in “a very uncertain place” at present, the FM industry has worked its way into a good position to deal with current and future challenges. “We can be an enabler for change and add value, and I think that gives the hundreds of thousands of people that work in our industry the confidence to go forward and have a positive influence, because we’ve learned so much.

“I’m absolutely committed to ensuring that we continue to have a positive impact on the community and continue to grow by doing good,” Mr Haley concludes.

You can’t just decide to add social value, you need to have established the right culture over many years

There is a common challenge facing most sectors in the UK. With an ageing population and the development of roles through technology, the gap between skilled people required and skilled people available has significantly widened

Joining forces for the betterment of all

Facilities management, especially from a maintenance perspective, face the same challenges that are seen in sectors such as rail, aviation, transport, construction, manufacturing, and even healthcare. To combat this, leading industry bodies have set up taskforces and initiatives in a bid to help businesses train and develop skilled labour.

But more needs to be done from a cross-industry perspective. Infrastructure support services provider SWGR has continued to innovate and invest in different ways to support, not only the services it provides, but partners in other industries, such as construction and maintenance, to develop transferable skills that can be used to support many industries.

SWGR is one of the largest skilled workforce providers in UK rail and has been recognised for its development of a strong safety ecosystem which has been shared as best practice in supporting its workforce. It continues to invest and develop in its team in a relentless pursuit of higher standards.

Raymond Johnstone, Head of Business Delivery at SWGR, is working with the organisation’s training company in order to combat this challenge.

He said: “There are a lot of opportunities to be had from a resourcing perspective if companies were to partner with each other. The level of transferable skills across many industries may be a viable solution in reducing the skills gap and ensuring work is completed on time and within budget.

“Businesses that require skilled labour are blatantly aware of the huge levels of investment they are required to make in order to train one person up, who may then leave in a short space of time and leave companies with the same problems.

“What SWGR is saying is that this way of working needs to change. Industries are too often working in silos

and not looking at best practice across other sectors.

By doing this, they will be able to realise that there are huge levels of crossover in transferable skills. Through joint investment, organisations who join forces will be able to benefit from reduced investment in training and development, while benefitting from a skilled resource.

“Many of those who work in the facilities management sector will have skills that they will be able to use in a rail environment. The industry alone, according to research from the National Skills Academy for Rail and City & Guilds, requires more than 120,000 skilled colleagues to complete the projects outlined for the next 10 years.

“If we do not act now, we will further compound the challenges all our industries face in years to come. We need to support each other for the betterment of all in sectors where the skills gap is a huge issue.”

To contact SWGR, call 0844 692 0692.

Many of those who work in the facilities management sector will have skills that they will be able to use in a rail environment

Raymond Johnstone, Head of Business Delivery at SWGR

To be a great place to do business with it is vitally important that we are a great place to work

From a simple idea 15-years ago to one of today’s leading FM suppliers

PTSG – a product of ingenuity, clear focus and sheer hard work

FM Director caught up with Premier Technical Services Group’s (PTSG) CEO, Paul Teasdale recently. Paul, a co-founder of the company, came up with the ‘big idea’ of providing the niche specialist services that building owners, building managers and FM’s tier one contractors found difficult to deliver. He had a clear vision back in 2007 that PTSG could supply these more technically complex compliance services. Today the business has five distinct divisions that do just that – operating in isolation or also delivered as bundled services.

In September 2022, PTSG celebrates 15 very successful years in business. The traditional 15th-anniversary symbol is crystal - an enduring symbol of lightness, clarity and durability. All attributes that sum up PTSG’s vision perfectly. It’s not often you see something ingenious. This interview left me feeling like this is one of those times.

The big idea

I started by asking Paul what inspired him to come up with such a unique and innovative business model.

“You cannot always see or solve a problem with the same mind that created it – a fresh set of eyes is always helpful,” he explains. “It was clear to me that organisations were finding it difficult to deliver some of the more challenging compliance tasks in a cost effective and safe manner – often paying more than they should via a range of disparate smaller organisations that didn’t necessarily have the ability to deliver consistently well and, importantly, safely. Talking to many of the sector’s business leaders they didn’t know where to turn for high-quality, valuefor-money, safe and reliable compliance solutions. That is where we would come in. We would look to deliver, in one place, those more challenging building compliance activities whilst streamlining backoffice costs, through the use of new and innovative technology, and focusing on delivering great value and service for our customers.”

Paul had an incredibly clear vision of what PTSG would look like in five, 10 and 15-years. From day one, he clearly identified the actions and steps needed to take to make his vision happen.

He says: “I have been lucky to have worked with some incredibly bright minds throughout my career. One of the most knowledgeable and inspirational is John Foley, our chairman. When we joined forces to create PTSG it was clear that our combined industry knowledge, business acumen and ability to deliver something very different would become a positive, disruptive force for good. At times it felt ambitious, but we have pretty much delivered everything we set out to do up to this point. Floating on the London Stock Exchange in 2015, and consecutive major investments by equity firms Macquarie Group Limited and later with Warburg Pincus were undoubtedly very positive milestones for the Group. Our ongoing journey with our partners will be travelled with the same level of enthusiasm, clarity, pace and focus with our fantastic team of people – many of whom are some of the brightest minds in the sector.”

A wealth of experience

Today, PTSG has five divisions: Access and Safety, Electrical Services, Building Access Specialists, Fire Solutions and Water Treatment – all highly specialist but absolutely essential to the smooth and safe operation of buildings and structures that keep people and the UK economy socially and professionally mobile.

“We currently employ more than 2,300 highly skilled people across 47 office locations UK-wide serving a growing customer-base in excess of 20,000 and caring for around 200,000 buildings,” Mr Teasdale explains. “We have a large fleet of vehicles with people’s daily schedules often starting from and finishing at home. Controlled through a bespoke proprietary software system called Clarity, and managed by a team of highly trained and skilled labour controllers, we can mobilise people quickly, efficiently and at a time of our customers’ choosing.

PTSG Head Office in Castleford

You cannot always see or solve a problem with the same mind that created it – a fresh set of eyes is always helpful

“Our efficiency levels enable us to deliver a value for money service and our customer retention rates remain stable at around 90 per cent per annum –some of the strongest in the sector.”

PTSG has spent more than £2m in Clarity and it is clearly paying huge dividends from a logistical, deliverability and customer service perspective with incredibly high efficiency levels that mean the company can offer volume-based discounts at an unprecedented level. The company is no stranger to investing heavily in process, procedure and people. In September 2022, to mark its 15th anniversary, Mr Teasdale and the company’s managing director Roger Teasdale agreed to invest £1.5m on a new building that would be leased back to PTSG to create more office, training and relaxation space at its Castleford HQ, where the campus now includes 15,000sqft of modern and contemporary workspace – not dissimilar to what you might find if you were to visit offices in San Francisco’s infamous Silicon Valley.

Investing in people

Mr Teasdale says: “To be a great place to do business with it is vitally important that we are a great place to work. It is an overused cliché sometimes, but our people really are our main asset and it is essential that we look after them – creating opportunities for people to develop careers, not just jobs or tasks to undertake. Recruiting and selecting the best people, offering a clear career path and fulfilling roles and constantly investing in everyone is so very important. Our directors of HR and safety, Helen Aukland and Terry Wilcock and their teams, do a fantastic job of working across our great many sites to support our teams day-in-day-out. With so many back office and frontline personnel we know that we have to work really hard to continually engage, educate and enthuse the whole team in the interests of our customers – the people who actually pay our wages.”

Finding good people at the current time is a challenge for most organisations with vacancies considerably exceeding available people according to figures released by the Office of National Statistics showing that there are currently around 1.2 million vacancies in the UK (an incredible increase of around 954,000 in two years). With more than 100 openings in the business at the current time, PTSG is hoping that its ongoing investment in people and facilities will continue to position the business as an employer of choice for those looking for new opportunities.

“Like a great many organisations, we have found recruiting people a challenge in the current climate. We are listening carefully to the wants, needs and expectations of our current workforce and those who might wish to join us to assess new ways of doing things to try and attract and retain the best talent. Flexibility will be key and an ability to adapt to the changing habits at home and in the workplace. The balance is to try and meet the needs of our people without passing on any additional costs to our customers – especially as other factors such as longer lead times and price increases on materials present us with further challenges. Close financial control and resource planning are, therefore, essential,” says Mr Teasdale

It is thought that wider economic challenges will put further pressures on organisations. PTSG has seen consecutive years of growth since its formation and is working towards a valuation of more than £1bn in the next three to five years. With this in mind, I asked Paul how PTSG will overcome the inevitable issues to be faced by yet another possible recession.

He says: “Current fears about the return of stagflation to the UK will prompt some organisations to consider cutbacks. I think growth is possible for those bold enough to invest, rather than retrench, during any downturn. We will do all of the sensible things such as putting back-up lines of credit in place, bringing down aged debtors and ensuring that we maintain a strong relationship with our customers. We will keep a tight control on our cost structure and run sensitivity analyses to look at how changes in daily variables affect the business. We will then get every division thinking about what they would do in each of the risk scenarios.

“The quality of our finance department is key, because it is the accounts team who will provide the foundational information on which all commercial decisions will be based.

More crucially, it has oversight of the whole group and will therefore contribute to our ongoing growth. Getting these decisions right now will free our team up to invest in our customers and business prospects at a time when our competitors are likely to be pulling up the drawbridge. The changes you make don’t have to be transformative. There will be small things you can do to add great value for your customers at very little cost.”

New and different £1bn in value from a standing start and in a short period of time is no mean feat. PTSG has brought something new and different to the market –products and services that the industry needs underpinned by strong leadership and consistent delivery at every level. Its acquisition of symbiotic businesses and strong organic growth has stood the company in good stead to this point.

Paul and his leadership team’s foresight on changes at a macro and micro-level will undoubtedly keep the ship steady as more rocky waters ahead seem inevitable.

This includes investing in important initiatives such as environment, social value and governance [ESG], which Mr Teasdale says is very much in the company’s current line of sight.

One final thing that came across so very clearly from our discussion is Mr Teasdale’s commitment and respect for PTSG’s people. His loyalty and desire to do the right thing was abundantly clear from the outset. Unsurprisingly his parting request was that we dedicate this article to Sally Bedford, the company’s first employee and director of integrations, who sadly passed away three years ago in October. It is clear he misses her greatly.

He also mentions Paul Evans, a longstanding friend and the company’s director of access and safety, who is undergoing intensive treatment following an unexpected and sudden illness. It is crystal clear he never forgets the difference his people make.

Net zero carbon emissions and FM

This year has seen a growing number of announcements from companies either confirming their forthcoming net zero carbon emissions status or confirming the year this will be achieved.

With the UK required to achieve its net zero ambitions by 2050, changes will need to be actioned throughout society well before this to ensure the target is reached. While the actions of a growing number of businesses in this area are essential, they will need to be complemented by initiatives in all areas within the next 25 years. Questions remain on a number of fronts as to how this can be achieved, most notably for all

aspects of travel and infrastructure. With increasingly more renewable energy feeding into the National Grid, combined with the nuclear power developments planned by the government, power generation is becoming less carbon intensive, although this area will also need to be substantially improved.

With carbon reduction requirements increasingly seen within FM contracts, it can be stated that net zero is already impacting upon the sector. In order for the UK to achieve net zero carbon emissions, however, there will need to be a considerable increase in these measures to reach the desired target.

The opening comment for our feature is provided

by Cleenol Group fourth generation owner and managing director Sam Greaves, who warns of the challenges facing companies committing to a net zero future “because to really understand the positive impacts of our actions, we would need to be in the future looking back”.

“One of the main challenges is widespread lack of knowledge or experience with carbon management. It can be difficult to convey how the different processes of any business can have large impacts on CO2 levels and with technologies always improving it is vital for business to keep training and guidance up to date,” he continues.

Discussing the impact and further considerations of the UK’s legally-binding requirement to achieve net zero carbon emissions by 2050

Image: Shutterstock

One of the biggest issues in creating and following a net zero plan is cost. For any business whose systems and buildings are last century, the costs involved to upgrade can be immense, and while reduced emissions benefits are understood by the customer, there is always a degree of reticence to pay for these improvements.

Another major challenge is that whilst progress in starting the path to net zero can be made as an individual business, it can be difficult to ensure this is replicated throughout the supply chain. Again, pressure on price drives a search for the cheapest option and increases the supply chain, which can be susceptible to disturbance.

“At the end of the day, we are all consumers. The decision-makers in the facilities management companies will always react as an individual consumer – unless constrained by company targets and strategies that may or may not be dictated by shareholders. Their decisions will be based on the most cost-effective (read cheapest) solution for the business which is inevitably informed by their position as a consumer, informed or not,” says Mr Greaves.

Churchill Services group environment manager Hannah Dales says net zero is both a challenge and an opportunity for the FM industry.

“FM companies are different in that we are predominantly operating within other people’s businesses. Our carbon impacts are overwhelmingly indirect. This means that to meet net zero we need to look far beyond our own activities.

“With this difficulty, however, comes opportunity, and we are uniquely positioned to innovate, form strong client relationships, and drive carbon improvements through collaboration,” she continues.

Net zero

Increasing interest from clients in relation to net zero can be seen, including examination of SCOPE 3 emissions, leading to expectations of the production of carbon reduction plans and sustainability reports as part of tenders. This increasing pressure requires FM providers to take steps towards net zero or else risk being overlooked.

“We are asking the same things of our own suppliers too. Having a serious, transparent environmental strategy is now the minimum expectation, and I anticipate that requirements in this area will only increase,” Ms Dale continues.

“The solution to achieving net zero is complex, and this is especially true in FM given our significant indirect emissions. For net zero commitments to be realised, they must sit centrally with other core business values and goals. Achieving net zero is not a simple project that can be undertaken in the background, it is a highly complex topic and one which will require investment to comprehensively understand, and then to achieve. For this reason, the commitment to net zero needs total support from top down. With the correct support and strategies in place, FM companies have the potential to be forerunners and leading collaborators in achieving net zero,” says Ms Dale.

Further opinion is provided by PTSG sales director Andrew Dack: “We believe that embracing the factors that relate directly to net zero is not only the right thing to do, it also makes good business sense.

Our approach in having a local workforce has numerous benefits, with lower vehicle usage being chief among them, leading to fewer carbon emissions.

“In highly unusual circumstances, generally short notice sickness absence, where we need to call upon others for support, it is our policy to source suitably skilled workers from the immediate area, wherever possible. Helping to grow the number of jobs in specific areas makes for a better place to live and work, which creates a healthy economy for the community.”

Carbon footprint

Fuel is the biggest contributor to the company’s carbon footprint, amounting to 5.6m litres of fuel per annum. Switching to electric vans is impractical at present, due to the distances driven by engineers on a daily basis and a lack of charging infrastructure.

“However, we are moving from diesel to petrol vans, which emit less carbon. We have also reduced the size of the engines in our vans from 1.8l to 1.4l. Our fleet provider is continually looking to provide cleaner vehicles,” Mr Dack continues.

Utilities and energy usage in the company’s 47 office and depot locations are documented to show what is being used, from the water boiler down to the number and type of lightbulbs. Recommendations are then drawn from this data and made by the group’s HSEQ team, one example being the use of energyefficient LED lighting.

Other measures include: remote controlled air conditioning; solar panels; planting trees to offset carbon use.

“We continually monitor carbon emissions throughout the company. With 2,300+ staff operating UK-wide, that is quite a task but it is one we have committed to in order to become a net zero company,” Mr Dack concludes.

Cloudfm chief executive officer Jeff Dewing says a more holistic approach to reducing carbon emissions from the built environment is required urgently if the UK is to meet or exceed its net zero ambitions.

One of the main challenges is widespread lack of knowledge or experience with carbon management Sam Greaves

Paradise Building Image: Feilden Clegg Bradley Studios

Image: Cleanol

Facilities management plays a hugely important role in the transition by helping companies monitor and act on carbon emission data.

“IoT technology is advancing rapidly and will be essential in reducing carbon emissions over the next decade. Our own studies have shown that the data generated by our unique technology can be used to transform behaviours to save energy and reduce emissions radically.

“Extensive trials in the hospitality industry and NHS have shown the technology, when combined with behavioural science, reduces energy consumption by at least 20%, which is a substantial monetary saving and a significant CO2 reduction,” he continues.

“We believe that carbon emissions data should be provided in an easy-to-use platform that allows users to make early and easy decisions about energy consumption, whether that be turning off the hot water boiler outside working hours or shutting down energy on floors when people aren’t present. It’s an approach that Cloudfm itself has used to significantly benefit businesses across a wide range of industries.

“Using Portugal as an example, where purchases are linked to tax incentives to encourage healthier behaviour, perhaps we can match company purchases on green products against a company registration number so that they can be directly recovered against tax.

“The government has a part to play in this journey. An easily implementable tax incentive or grant would help fund the adoption of vital new technologies that will help reduce energy consumption during an energy crisis and benefit the environment by accelerating the road to net zero,” says Mr Dewing.

A double-edged sword

Wates FM managing director James Gregg describes the net zero target as “a double-edged sword”.

“We have three decades, which feels like plenty of time, but when we consider the enormity of the task - 2 million non-domestic properties to decarbonise - that window feels increasingly narrow,” he says.

Mr Gregg describes his client’s challenges as “putting us in a great place to support them with sustainability. FM is at its best when done collaboratively and this will be essential when it comes to developing and delivering net zero strategies.

“A great example of this is our work with HMRC; we have collaborated to develop a new environmental, social and governance (ESG) strategy, which we are currently rolling out.

“In 2020, we also worked with JLL and its landlord to trial an Energy Management System (EMS). We invested the profit from our contract into a 12-month trial to assess the system’s impact.”

This pilot project made data visible and supported the installation of a building management system (BMS). Data from the EMS demonstrated the impact of the BMS, with a 27% reduction in energy use from air handling alone.

“We’re very proud of this award-winning collaboration because it enabled JLL to explore measures to operate more sustainably before making an investment.

That isn’t always going to be possible in FM, but the principle remains; we are there to guide and support our clients in making informed decisions to optimise their budget. Investing in green tech is still relatively new to most businesses, and so understanding and experiencing how different systems work gives peace of mind when making investments.

“Costs are undoubtedly a factor for businesses looking to invest in green technology and practices. Arguably, the mounting cost of energy makes now a perfect time to look at ways of reducing consumption, but it isn’t that simple. Renewable energy and measures to reduce reliance on electricity and gas are costly, and when most businesses are focused on balancing the books, there is a risk that sustainability can become a ‘nice to have’. This is where FM needs to step up; it’s our job to help our clients source sustainable solutions that bring value for money and can demonstrate a real return on investment,” says Mr Gregg.

Industry impact

Sustainable Facilities Management Index sustainability consultant Kieran King states that an energy crisis is on its way and this is seeing more companies eager to report their greenhouse gas (GHG) emissions.

“FM professionals are going to be drawn into both, it is inevitable. There are various ways in which net zero will impact on the FM industry,” he continues.

To guarantee a business is “future-proofed”, it should firstly ensure it has a full carbon emission assessment in place covering all Scopes of the GHG Protocol.

“Most organisations have got to grips with Scopes 1 and 2 which relate to own operations, but the focus has shifted to Scope 3 and in particular purchased goods and services and capital goods, which often dwarf operational emissions. The process of calculating Scope 3 can be slow, as it is cumbersome both to gather all the relevant data and to calculate emissions using a systemised approach.

The mounting cost of energy makes now a perfect time to look at ways of reducing consumption, but it isn’t that simple James Gregg

Image: Shutterstock

“Secondly, the progress will require FMs – both in-house and specialist providers - to upskill and focus their attention on matters of sustainability. The mindset is changing from blindly delivering a ‘low cost’ service to offering a ‘low carbon’ service – and with energy prices spiralling, these two approaches are converging.

Mr King says FMs “should start now, in earnest, to put emissions reduction plans in place” to enable a smooth transition to net zero that prioritises energy efficiency and creation of renewables capacity, leaving offsetting as the final solution or last resort for unavoidable residual emissions.

“With 40% of carbon emissions attributable to the built environment, low carbon facilities management presents a significant opportunity for companies to demonstrate leadership through strategies that protect both business continuity and reputation. Every crisis is also an opportunity,” says Mr King.

Sustainability for business

Biovate Hygienics managing director and co-founder Nick Winstone emphasises the importance of sustainability for businesses, with environmental impact becoming a major driver in procurement decisions. This is sure to accelerate and increase demand for chemical-free and plasticfree cleaning products.

“Most commercial cleaning products are in a readyto-use format, increasing plastic waste and carbon footprints. Others contain traditional chemical actives which are unkind to the environment, while inhaling some chemical cleaning products is simply unhealthy, especially for cleaners using the products all day,” he continues.

“We are on a mission to establish our company as the UK’s go-to sustainable brand offering a carbon neutral range of liquid cleaning products that will change the way Britain cleans.”

The major source of FM industry carbon emissions lies within the supply chain, making it important to work with suppliers that show a commitment to reducing emissions to meet the net zero target.

“The reality is that FM sits in a very influential position within organisations. Its personnel are responsible for support services and the operation of buildings and so have influence over the decisions which will determine the extent of emissions. They also have to handle the various building management systems, Internet of Things (IoT) software and sensors which can monitor actual versus predicted data readings.

“Finally, we must not lose sight of reducing the carbon footprint of everyone’s daily activities. This can include key measures such as switching to electric or hydrogen powered fleet vehicles and maximising power, fuel and heat from reusable or non-polluting resources,” says Mr Winstone.

Culture change

The final words on this topic are provided by PPSPower group managing director Stephen Peal, who says emission regulations are becoming a reality for all businesses and “the mandate to become net zero means a culture change throughout our entire operations”.

His company aims to be fully net zero long before the government deadline and works with Neutral Carbon Zone, which helps organisations manage their sustainability agendas and carbon footprint.

“Increasingly, customers and employees want to work with companies that demonstrate a commitment to becoming carbon neutral. We are undertaking a full carbon audit, assessing our core emissions, calculating our operational emissions and also engaging our supply chain in reducing their emissions,” Mr Peal continues.

His company additionally plans to launch a futureproofed model that will be focused on meeting or surpassing the government’s ESG objectives.

“We take a partnership approach in all our projects, becoming an extension of our customers’ teams. Therefore, if all other companies share our approach of becoming more sustainable in all areas of operation, with the eventual goal of being carbon neutral, we will be naturally aligned with each other,” Mr Peal concludes.

We are moving from diesel to petrol vans, which emit less carbon Andrew Dack

Image: Shutterstock

Assisting the roll out of net zero

With an obvious passion for improving the environment, Alan Stenson continues to combine this with knowledge and expertise to guide businesses toward achieving their net zero carbon emissions ambitions.

He founded the sustainability consultancy Ethical Nation in 2006 and has continued to add further skills and knowledge. The business was formed to assist SMEs to better understand their environmental impact, establish credible reporting and offsetting emissions to become carbon neutral.

“Then at the beginning of 2022, we took things to the next level and launched neutral carbon zone (NCZ), which is a carbon management and certification platform that progresses FM businesses and service providers all the way through to net zero,” Mr Stenson continues.

The new platform was launched to report on and facilitate the reduction and balancing of emissions throughout the entire value-chain for companies within the FM industry. This means NCZ members can manage the emissions of their organisation, services and supply chain, all within one platform.

“This also enables businesses to report on and influence what would have previously been inaccessible aspects of their wider impact,” he adds.

Mr Stenson further explains that legislation is likely to increase its scope and require more businesses to engage with reducing their carbon emissions.

Currently applying to larger companies, he believes the focus will be widened to include more businesses.

“The biggest drive for change that we’re seeing is the level of expectation being applied to companies by their customers to demonstrate their sustainability credentials,” he continues. “The specific environmental impact of a product/ service/supplier, etc is fast becoming the number one factor when companies are deciding who to engage with.

“As a sector, FM reaches virtually all areas and therefore has an enormous opportunity to really lead the way. You only have to look at the 17 United Nations Sustainable Development Goals (SDGs) to see that the FM industry can make a difference in all 17.”

A brighter future

Within FM, Mr Stenson is seeing KPIs included in contracts to assist in the reduction of carbon emissions, while explaining that this is not yet the case for all agreements. He adds that it is “very likely to be just around the corner”.

“I think we’ll start to see legislation roll out further in order to capture more businesses, and more sector-specific guidelines in the future,” he continues. “The pressure will start to increase if too many businesses lag behind.

“Globally we need to halve our emissions by 2030 to stay on target for net zero, that’s only seven years away and it’s increasingly likely that compliance could become a mandatory requirement.

“Organisations that can provide a detailed and specific breakdown of what their emissions are, where they’re being generated and how they’re dealing with the reduction and balancing of these throughout the lifetime of a contract will almost certainly have an advantage over those that cannot.”

His dealings with the industry show an increasing number of businesses are engaging with strategies to reduce their emissions and impact on the environment.

Alan Stenson explains his long involvement with the FM sector and his focus on assisting clients to achieve their sustainability goals

“However, without detailed analysis and clear, credible and compliant reporting, and a targeted approach to decarbonisation, it’s easy to spend time on activities that seem positive, but may not necessarily be the most successful or appropriate way forward.

“Our job is to establish where the client is, see what the best options are, and then create a tailored strategy to drive the kind of results necessary to achieve their goals.”

Planning ahead

He further explains that for those wishing to achieve net zero, the best approach is to prepare as fully in advance as possible.

“It’s better to have a strategy in place than being forced to toe the line later. By setting a baseline of emissions, you can clearly see what needs to be done, have more time to do it and more control over setting targets, implementing changes, collaborating with suppliers, and so on.

“I also think that so many more organisations understand that the benefits of embracing this transition to a more sustainable way of business bring significant commercial, social and environmental value,” he continues. “This wasn’t necessarily the case back in 2006.”

With a growing number of FM businesses turning their attention to the need to reduce emissions, Mr Stenson says the creation of a robust carbon management programme is essential. This should break down into clear phases to ensure

a comprehensive and structured process can be followed.

“Establishing the footprint of your business is just the beginning. We have established a four-phase programme that consists of: 1. Organisational emissions (company footprint); 2. Operational emissions (product/service footprint); 3. Supply-chain compliance (wider SCOPE 3 supplier emissions); 4. Decarbonisation (emissions reductions).

“Breaking it down into phases will help a business to successfully progress through their sustainability journey and establish ways to integrate targeted efficiencies, so carbon reduction becomes part of the very fabric of the business,” he says.

Mr Stenson further states that there is no “one size fits all” process to achieve net zero. What one company might focus on may not be applicable to or appropriate for another.

“Every organisation will have its own aspirations and requirements, so be clear on what it is that your business wants and needs to achieve. Ultimately, your carbon management programme will have objectives that are committed to achieving those aspirations, but first you need to make a start.

“It’s OK to be in the initial stages if you’re able to communicate where your business is on its overall journey and what the next steps are. This will demonstrate a comprehensive, targeted and structured approach by an environmentally responsible business.

“Approaching this as a tick box exercise or marketing strategy to try and make the business look

good will soon prove to be inadequate, or worse, misleading. Our planet needs genuine action so only a genuine approach will do.”

He finds that the recent increased energy costs have resulted in more businesses expressing interest in reducing their consumption and emissions.

“I always say when you think about emissions, think pound signs. If you can reduce your emissions, you can reduce your running costs.

“The shift we’ve seen in prioritising efficiencies to improve commercial sustainability has been one of the driving forces, and now with the energy crisis, this has never been more urgent. Reducing reliance on fossil fuels and reducing overall consumption is clearly good for business and the planet, and it’s our priority to ensure our clients are aware of the options available,” he says.

Good business

For those that achieve net zero status, the main advantages include improving the commercial, social and environmental bottom line of their company.

“This is also the only way to really become a sustainable business. Establishing a comprehensive net zero strategy that delivers in all areas will help to increase profits, attract new business, improve staff engagement and morale, boost supply chain collaboration, attract greater investment and add further value to client relationships.

“Net zero business is good business,” Mr Stenson concludes.

Specialist Industrial Supplies

– a strong team delivering across multiple industries

Specialist Industrial Supplies (SIS) is an SME that dedicates itself to providing high-quality PPE and tools to the FM maintenance, construction, engineering and rail sectors. Founded by a team working predominantly in these industries, the PPE and supplies provider truly understands how these sectors work and tailors its service to help companies run projects as smoothly as possible.

It is a business that can provide products across the entirety of the UK and is absolutely focused on delivering excellent products to a high quality and with an immense degree of sincerity and customer focus.

A reliable industry partner

Acknowledging the stresses and strains within the FM sector means that SIS has developed a 24/7 on call service, as well as a dynamic branding facility, and has forged strong partnerships with key suppliers so that it can always deliver.

Headed up by Business Services Director, Fiona Baggley, who has more than 30 years’ experience in the engineering sector, the business has been able to develop a range that supports businesses and the niche requirements they need to deliver their work safely. SIS continues to work with its customers to expand the range to accommodate any requirements they may have.

Fiona said: “We acknowledge that the industries we serve need a reliable partner who can consistently provide a quality product that supports keeping their colleagues safe.

“SIS wants to work with companies of all sizes to play our part in creating safe environments for people to work through the correct standard of clothing. There has been an increasing trend of works required across the UK, both in the FM and construction sectors, and we’re keen to support that challenge.”

responsiveness. The team’s deep-rooted understanding of how the industries work and their demands means it can work as an extension of its customers’ businesses to provide PPE quickly and anywhere in the UK. An embroidery and branding facility on-site also means that SIS can provide a personalised service and have stock readily available based on PPE usage that has been analysed throughout the partnership.

develop a ‘can do, will do’ mentality to ensure that everyone is safe and completes works on time.

“This has been integral to our strong foundations that demonstrate our responsiveness and costeffectiveness.

“Our message is clear – we are open for business and standing by to support you.” You can find out more by emailing sis@sw-gr.com

Contemporary solutions to the running of ancient Middle Temple estate

One of the most fascinating aspects of the FM role is the sheer diversity of tasks and responsibilities it includes, with the management of the Middle Temple estate providing one of the best examples of this.

Located close to the north bank of the Thames river, it covers an area of 24,300 sq m and includes both Grade I and Grade II listed buildings, formal

gardens and courtyards that require specialist care and maintenance throughout. In addition to private apartments, the estate includes office facilities, the Grade I listed Temple Church, another Grade I listed building that houses the restaurant and library and more in the list of 43 buildings.

The formal gardens and courtyards require

considerable upkeep and there is a constant need to both monitor the condition of all aspects of the estate and repair and maintain it to resolve any faults and prevent others from developing.

Middle Temple FM Alan Gilbert began his role during the first year of the Coronavirus pandemic which resulted in him being one of the few people to attend the site on a daily basis.

Epitome of estate management best practice can be seen throughout the FM operation of the 400-year-old Middle Temple estate in central London

Although this allowed him to familiarise himself with the extensive estate quicker than would otherwise have been the case, the majority of maintenance, construction and repair projects had to be continued, with some brought forward while the estate was in lockdown and much quieter than normal.

The estate is over 400 years old, having been established in 1608 following the signing of Letters Patent by James I. In addition to the many centuries-old buildings on site, it is also designated as a conservation area and is one of four Inns of Court.

When FM Director met Mr Gilbert on site last month, the sanding and refinishing of the dining room area was approaching completion, which had been preceded by the installation of a new oak staircase. The latter had been installed to provide a fire escape, which was the main requirement for increasing the capacity of the dining area.

“Looking at the staircase, it would be difficult to tell that it’s new, as it matches the surroundings, but it cost us £250,000 to manufacture and install,” says Mr Gilbert.

“We also have to sand and refinish the oak flooring of the dining area every year, which means we have to be very careful in protecting the original artworks, oak panelling and artefacts within the area.”

The oak-panelled walls of the building provide a sophisticated background to a number of original oil paintings, with suits of armour also on display that were cleaned and returned after the sanding of the floor had been completed.

Private functions are held in the rooms adjacent to the dining area on a regular basis and all works are planned to allow these to be held and uninterrupted where possible.

Further work

One of the recently-completed projects included the painting of the exterior walls of one of the Grade II-listed buildings on site. While the painting itself is more of a routine operation to organise for Mr Gilbert and his team, the repair and repainting of the building’s iron railings was less straightforward.

“The plinth that held the railings in place was crumbling and allowing water to leak into the building,” says Mr Gilbert. “It was therefore necessary to remove the railings, which are Grade II-listed, cut off the bottom ends that were fairly heavily corroded and weld new metal pieces in their place, then rebuild the plinth with a resin coating that will prevent any frost and water damage for quite a few years.”

While it is essential for all facilities to be repaired to high standards, the importance of this for the Middle Temple estate is twofold in that it has to comply with the requirements of the listed status of many of its buildings, which additionally then helps to meet the high expectations of members and visitors.

Its membership includes many of the leading figures of the UK law profession, with visitors ranging from world leaders and politicians to members of royalty and the nobility. Those touring the site will usually be taken to the Queen Mother room adjacent to the dining area, for example, which has carpeting that includes the crest of the Bowes-Lyon family and was used by Queen Elizabeth the Queen Mother on a regular basis before her death in 2002.

The dining area, function rooms and library building and its courtyard are highly likely to be Mr Gilbert’s next main area of concentration, due to two major faults emerging over the course of this year. Tree roots are causing several of the large flagstones to be lifted, which will need to be rectified to avoid them becoming major trip hazards.

Additional repairs

Further to these works, a restoration project is also being planned for the front entrance of the building, after cracks were found in the exterior walls, indicating that subsidence is occurring.

“We’re monitoring the walls closely to make sure that the problem doesn’t escalate, but it’s looking increasingly likely that the walls and steps will need to be underpinned,” says Mr Gilbert. “The lift that provides access to disabled visitors is also unreliable, so we’re looking at creating a new entrance and installing a replacement lift to improve this, which can be combined with the underpinning works to keep disruption to a minimum.”

In addition to its core focus of providing top quality facilities for the legal profession, Temple Estate is frequently involved with the entertainment sector, particularly in the use of its older buildings, some of which date back to the 17th century.

The plinth that held the railings in place was crumbling and allowing water to leak into the building

Parts of the site continue to be lit by gas lamps – there are 160 in operation – which help to further enhance the ‘stepping back in time’ feel that has proved particularly attractive to film and television companies.

“We’ve had some of the top Hollywood actors on site, including Tom Hanks and Tom Cruise,” says Mr Gilbert. “The estate is also popular with makers of TV series and documentaries, which provides another aspect that livens up the working day on a fairly regular basis.”

The estate is also a popular venue for special events such as weddings and celebrations, which are coordinated by its events team. Additional in-house delivered services, including painting and decorating, carpentry and woodwork and grounds maintenance, are managed by Mr Gilbert and the on-site team, which includes joiners, plumbers, painters, two co-managed electricians and five housekeeping staff.

Mr Gilbert also manages administrative staff and included in this is the running of the estate’s helpdesk function. At the time of writing, Middle Temple was aiming to update this with another option that is also used by another of the Inns of Court, with the aim of benefiting from enhanced functionality.

Expanding team of professionals

Outsourced services are delivered by cleaning, security, catering, mechanical and electrical, construction, IT, telecommunications and waste management providers. Further to these areas, Mr Gilbert finds it essential to work with a number of other specialist service provider businesses, which seems entirely logical when considering the requirements of complying with all aspects of the unique, historical site.

“We can’t just use Joe Bloggs and his mates when replacing the roof of a listed building,” says Mr Gilbert. “That means we frequently have to pay a premium to employ the companies that will do the work to the required standard.”

This is highly likely to be the case when repairs are carried out to the Grade I listed Temple Church that dates back to the 12th century, which is jointly owned with the Inner Temple, although responsibility for its upkeep falls within Mr Gilbert’s extensive remit. The stonework surrounding the main entrance to the church is another area which will require the attention of one of the estate’s specialist service providers to fix.

Specialist service providers to middle temple estate

Julius

ABM

SAFIS

Metro

West

City

Office

cleaning

“We’ve also had to pay hundreds of pounds to have all the pews in the church rewaxed, which is another legacy after Covid,” says Mr Gilbert. “The pews were sanitised every day, but the alcohol in the sanitiser affected the wax, so this has had be redone.”

Another area of significant importance throughout the estate is that of security. In addition to the necessity of ensuring the safety of members, staff, visiting dignitaries and those using the facilities in any capacity, the value of the artworks and other items provides further need to keep everything secure.

High security

All external service providers need to ensure that they comply with the on-site security requirements and avoid disappointment and delays by arriving in vehicles or with personnel that have not been registered in advance. Mr Gilbert provides the example of contractors that have not been able to access the areas needed to complete their tasks, which is frequently the result when the security team has not been notified about the timing and other details of their visit.

While the examples above provide instances of some of the Middle Temple’s most recent special projects, these are combined with the long list of day-to-day tasks included in the remit of Mr Gilbert and his team to ensure that it complies with all aspects of legislation.

These examples provide an indication, but by no means an extensive overview, of Mr Gilbert’s responsibilities for the ancient Middle Temple estate, which he compares to covering a similar area to that of a small town.

“It’s always different and often challenging but the estate’s been here for hundreds of years and I’m sure we’ll continue to find solutions to everything and keep it running in the years ahead,” Mr Gilbert concludes.

We can’t just use Joe Bloggs and his mates when replacing the roof of a listed building

Making a difference by doing the right thing

Julius Rutherfoord & Co reports that it undertook a survey amongst its 170 London-based clients to understand the most important factors in choosing a cleaning service provider, with flexibility and sustainability overwhelmingly coming out on top.

“The 2020 pandemic has driven home the fact that the unexpected is to be expected. There are currently known risks from: rising interest rates; escalating energy prices; the risk of recession; escalation of the war in Ukraine; the effects of global warming; the constantly changing labour market; the constant threat of cyber-attacks; the return, or the mutation, of COVID and supply side disruption,” says JR&Co managing director Chris Jarvis.

These risks deliver a degree of uncertainty, which combined with the question ‘Does your office meet employees’ evolving needs?’ means that FM teams are having to respond to working practices agreed between employees and bosses.

“It would be a fair assessment that bosses, including high profile ones like Elon Musk and Tim Cook are adamant that the office working environment is best, while perhaps unsurprisingly their employees are more interested in a work-life balance. While unemployment is currently very low, it is the employees who hold the balance of power, but if any of the risks outlined above escalate, the balance of power might shift.

“Property experts, Cushman & Wakefield, research indicates the hybrid work model is here to stay. Not only do employees across industries want hybrid solutions, but their reasons for going to the office have shifted to be about socialization, collaboration, connection, and to achieve work-life balance,” Mr Jarvis concludes.

The company further states that it feels it is no longer acceptable for cleaning to be conducted using harsh acidic or alkaline cleaning chemicals. It finds that progress in technology means that, to achieve the best all-around results, it is imperative to use biodegradable and non-hazardous products.

The use of these products means JR&Co can deliver an outstanding service without causing detriment to its clients’ building assets. To support this mantra, it has made a commitment to solely use products that are safe and non-hazardous

but support its teams in delivering the premium standards it has become known for. It is additionally working in collaboration with waste management partner First Mile in the operation of a zero waste to landfill policy. JR&Co has also recorded a 33% reduction in its carbon emissions over the last three years, easily surpassing its target of 15%.

Those wishing to find out more about the company and its sustainability achievements can call JR&Co on 020 7819 6700 or browse its website: www.juliusrutherfoord.co.uk

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Julius Rutherfoord & Co is finding its ethical approach to service delivery is finding favour with its clients and the FM industry

Trusted by remarkable clients including The Honourable Society of the Middle Temple

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Hull-based Magiccote offers total commercial cleaning solutions for customers in East Yorkshire and beyond

The right solution

0 years of passion and professionalism have seen the company evolve into a state-of-the-art operation, counting names such as Hull City Council, McDonald’s, Mitsubishi and Howden’s Joinery among its client base. Magiccote leads the way in its sector by combining the very latest technology, such as ultrasonic equipment, with a customer-led approach – including 24/7 emergency call-out. This offers valuable peace of mind, knowing that expert help is always on hand.

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Ultimately, the emphasis is on developing and delivering the right solution for each customer’s unique building or workspace. Led by directors Adam and Ian Carrison, the business’s expert team cleans everything from industrial facilities and professional kitchens, to offices, floors, drains, and commercial vehicles.

“Communication is key, and we ensure that we keep a dialogue going with customers prior to, during, and after every clean,” Adam explained. “It’s all about providing peace of mind and building strong relationships, as well as delivering excellent service.”

Magiccote is now a leading provider of commercial window cleaning services, using deionised water to achieve professional, streak-free results. Its trained technicians rely on water-fed poles, which enable them to clean up to six stories without ladders or access equipment. This safer, more cost-effective approach is suitable for a range of buildings.

The CHAS-accredited company also specialises in industrial cleaning, tailoring solutions to suit its customers’ facilities and production schedules. Its industrial services range from high-level cleaning and ducting inspections, to pressure washing, machine

cleaning, and fire and flood damage clean-ups. The priority is always keeping workspaces clean, safe, and operational. It takes a similar approach to office cleaning, offering a range of schedules and services to suit customers’ needs. Regular inspections ensure that standards remain high, whether its team is carrying out fortnightly deep cleans, or daily visits.

Magiccote’s kitchen cleaning service recently benefited from a significant investment in stateof-the-art ultrasonic equipment. This technology enables it to clean extraction hoods, canopies, and ducting to TR19 standards – something required by most insurers.

“Without cleaning services, a business cannot move forward,” Adam commented. “They keep workplaces safe and compliant.”

Investing in people and equipment

Magiccote’s drain cleaning service is a case in point, helping to identify and clear blockages before they lead to serious problems. Its operatives can also clean external or internal floors, using state-of-the-art equipment to achieve a safe and professional finish.

Adam is committed to investing in, both the latest equipment, and Magiccote’s team of experienced technicians, who receive regular onsite training.

“Our employees are our greatest asset, and it’s important that they remain safe and empowered,” he added.

Magiccote holds a range of industry accreditations, and is ISO 9001:2008 GB12218 compliant. Its commitment to operating accountably and safely means that customers can have confidence in their clean.

It also takes its environmental responsibilities seriously, using the ‘Spotless Water’ network, and ensuring that cleaning poles are fitted with ‘aquastops’. It plans to switch to a fully electric fleet in the next five years.

Adam and Ian are now looking to the future, with new branding and a streamlined new website due to be launched shortly.

“We have enjoyed steady growth over the last several years, moving to a new facility in 2020. Going forward, our focus is providing excellent service to our growing customer base, and responding to their changing needs,” concluded Adam. For more information, visit magiccoteuk.co.uk

Greater understanding of the human psyche is helping FMs to derive more value from the running of their facilities

The psychology of FM service delivery

Facilities managers (FMs) are frequently seen to be “jacks of all trades” due to the wide range of topics included in their day-to-day activities, which can be seen to be extending in yet more directions for some.

With the need to achieve the expectations of clients and colleagues balanced with the management of their in-house teams and/or external service providers, many FMs can frequently be seen to have added psychology to their already extensive skill sets.

Meeting financial targets and remaining within budgets continue to be two of the most important aspects of the FM role, although the more enlightened client will be looking to extend this view towards value and adopting a more long-term

outlook. In these instances, FMs and their service provider partners have the opportunity to be far more creative in the running of facilities, with the aim of delivering added value in as many areas as possible.

Bearing this in mind, we thought our readers and subscribers would enjoy reading about the results of some activities delivered by FMs in recent years that are unlikely to have been the first consideration for others in the same situation. While initial investment is often needed, this can be seen to have reduced or completely eliminated the need for further expense in the future.

In order to understand the origins of these actions, greater understanding of the thought processes of the workforce has proved essential in many areas, hence the title of this article:

Psychology of FM service delivery. Applying this knowledge to create practical solutions can be seen to have proved highly effective in a growing number of instances.

Hot and cold

Our first example of the application of creative thinking to provide solutions to long-term issues begins with the perennial problem of colleagues in the workplace complaining that the temperature is too hot or too cold for them.

This is perceived to be one of the most common difficulties within any office, with colleagues at adjacent desks frequently heard to be stating they would like the temperature to be higher and lower at the same time.

Solutions have included separating those wishing for higher temperatures from those preferring cooler working environments and then creating zones that meet their requirements. Depending on the heating and cooling systems in place, this is likely to require more investment in older facilities and can prove difficult to deliver without considerable expense in some cases.

However, the FM of a large law firm in central London found a highly cost-effective solution to the issue by purchasing a number of room thermostats. These were duly installed and all colleagues were then able to adjust the controls to their preferred temperature setting and the FM found that all complaints ceased to be heard from that point.

An innovative solution

This highly effective result was achieved without the thermostats being connected to anything other than the walls of the facility, which obviously meant that adjusting them had no effect on the heating and cooling systems. Without an understanding of how people’s minds work in these instances, however, it is unlikely that such a cost-effective solution to the issue would have been found.

Another creative solution was applied that resulted in the saving of considerable expense for a sports facility. The entrance to its gym consisted of a wide staircase and an escalator, with the majority of those entering the facility preferring to use the latter.

When the issue resulted in queues forming to use the escalator at peak times and numbers of complaints rising, the owner of the facility began considering the installation of a second elevator.

Before this was put into action, the FM began considering options for making use of the staircase more appealing.

The solution decided upon included the adding of decals and low voltage lighting to improve the appearance of the steps of the staircase, the cost for which was considerably less than that required for a second elevator and was quickly found to have provided a highly effective solution. By understanding what would appear attractive to the minds of others, the FM was delighted to see that the stairs became the preferred means of entry to the facility and both queues and complaints were reduced as a result.

Another staircase issue was experienced by an FM managing a high-profile government facility in central London. The building had been designed with two staircases, both of which were used by facilities users in equal numbers, which would seem to have achieved the aims of the original design.

Other options

This was not the case, however, as changes had been made within the facility that required those using it to move in the same direction to reach their destinations in the most efficient manner and use one staircase to do this.

It was not feasible to block access to anyone wishing to use either staircase, so the FM began to consider the options available.

The final solution found to be most effective was the installation of carpeting on the staircase that was required to be used, while the other was left without any covering.

FMs and their service provider partners have the opportunity to be far more creative in the running of facilities

Although the new carpet involved financial outlay, the FM stated that no further expense was required and this was seen to be the best by both colleagues and the owner of the facility.

This also avoided the use of more restrictive actions and resulted in the facility becoming more attractive to users, who appreciated the improvement to the interior décor provided by the carpet.

Another example of ‘thinking outside the box’ provided a highly effective outcome that resulted in considerable savings.

The issue in this case was experienced within a central corridor that was used by high numbers of people, resulting in the walls becoming scuffed and scratched on a regular basis.

Regardless of how many times the walls were redecorated, the issue was seen to quickly re-emerge every time, resulting in a constant requirement that the FM compared to the painting of the Forth Bridge: “As soon as it was finished, we had to begin painting the other end!”

A new mindset

Yet another example of creative thinking provided a highly effective outcome, when the FM purchased a number of large pictures that were installed along the length of the corridor. This was completed for less than the cost of a single repainting project and provided an immediate solution to the problem.

Having removed the considerable expense of constant redecoration, the FM was able to concentrate on other areas of responsibility. Given the example of the artwork installation, it is highly likely that this has led to further advantages for both the building owner and facility users.

Without appreciating the respect and consideration that the artwork would engender in those using the facility, the FM would not have considered the initial purchase. This example provides one of the clearest examples of the advantages that can be enjoyed when FMs make use of processes more frequently attributed to aspiring psychologists.

Having achieved these successes, it is highly likely to be the case that the FMs in question have used these to consider alternative solutions to other issues emerging in their daily tasks, with the potential of further increasing the range and scope of these in the future. In addition to an understanding of the human psychology, it can also be seen as essential to have the ability to think creatively to ensure the success of these projects, although many FMs will have these attributes already.

The above provides further support for the view that the most successful FMs can be individuals who combine a wide range of talents. It is often the case that their wide-ranging roles provide numerous options to both use and further develop these attributes and provides the reason that many find their choice of career to be highly satisfying.

In addition to being amateur – or even professional – psychologists, FMs frequently need to be diplomats and find compromises that meet the expectations of both owners of facilities and those that use them.

Without an interest in people and the ability to communicate with everyone on a number of levels, it could be said that the FM role would become less enjoyable and even difficult for those who do not possess these skills and interests.

It can also be said that the aspects of the FM role discussed above lead to additional consideration of another frequently-heard statement from FMs that their choice of career was both unplanned and a matter of chance, with many stating that they felt they had fallen into the FM industry, rather than seeing it as a clear opportunity and planning accordingly. This shows there is considerable scope for more official routes to join the FM sector, which may well include the development of appropriate tests to identify those most able to find the various demands, challenges and wide-ranging requirements enjoyable.

FMs frequently need to be diplomats and find compromises

Comprehensive actions required to achieve net zero carbon emissions

One of the most recent areas of interest to emerge within the FM sector is that of the UK’s legally binding aim to achieve net zero carbon emissions and the need to support clients in their journey and ambitions.

One of the most attractive elements within this is that reducing emissions will also involve using less energy, which in turn requires the client to spend less on utility bills. However, achieving net zero will require significant changes in all areas of society and high levels of investment in many areas.

Expert comment on this topic is provided by Adler and Allan head of Sustainability Consultancy Services Dan Ellis, who says “the UK’s built environment will have to undergo significant changes to its energy and fuel infrastructure”.

“For those assets that will take time to upgrade, alternative liquid fuels can provide a transitional option. Hydrotreated vegetable oil (HVO), as a waste biomass-based product, has 90% fewer emissions than diesel. As it is fully miscible with diesel, it can be used wholly in a system, or as a ‘top-up’ for incremental change.

“As we decarbonise our buildings, we will have to decommission legacy fuel infrastructure such as tanks, pipework, and containment. The risk of pollution incidents is mitigated with renewable energy, there are fewer pipes liable to freezing, and maintenance costs and downtime are reduced,” he continues.

Historical pollution issues may require remediation and early investigations help FMs to understand risks to be factored into the business case.

The ability to charge an EV at work will also become a greater priority for employees and free charging will be seen as a value-added perk to attract good talent.

Installing charge points should be factored into any net-zero plan, with FMs ensuring that renewable energy is either procured or generated on site to power these where possible. The changing climate means drier dry spells, more extreme rainfall events, stronger storms, and increased flooding, so

commercial building managers may need to adapt their assets and strengthen resilience, he continues.

“Effective maintenance is key to ensuring plant remains as efficient as possible. Existing and future critical infrastructure should be protected against physical risks,” says Mr Ellis.

Aligning with one of this issue’s main features, Adler and Allan’s Dan Ellis provides an overview of the main areas the UK will need to address to achieve its net zero ambitions

The UK’s built environment will have to undergo significant changes to its energy and fuel infrastructure

Lucy Hind has adapted to working as a consultant for FM clients, having worked in a variety of FM roles throughout her career

Adding value through in-depth industry experience

hallenging FM industry practices has become a significant factor in the provision of consultancy services by Lucy Hind, following her many valuable industry experiences.

Having launched and run her own successful building services company that delivered a range of hard service options to clients, she has also worked for some of the largest FM businesses – primarily on the client side in pharmaceuticals and healthcare.

Speaking to FM Director about her career, Ms Hind also provides some thought-provoking and insightful comments on a range of current and potential future trends, all of which are based on her previous, wide-ranging industry experience. It should also be appreciated that she worked as a qualified engineer and although the male/female balance is improving, it is still far from being equal and was even further from this level when she began her career and then formed her own engineering business.

Ms Hind has approached each challenge with her trademark positive attitude. With this in mind, FM Director asked her if any stages of her career had proved more significant than others, or if it had been a natural progression.

“I think that my career has been quite fluid in the latter years, initially I was quickly moved from a hands-on building services role into leadership and I think this was where the change started,” she says. “I would say that I have had to work hard for my positions and I have had to show expertise and prove

She adds that there is currently more evidence emerging to show that more women are working in roles traditionally occupied by men, although more needs to be done to ensure this trend continues. “I think we have to work harder but the change is afoot and it is becoming more obvious with senior leadership roles now being taken on by females in all aspects of business,” she says.

When asked how companies should create more diverse workforces, she replies that she can see definite signs that this is now happening in various areas of the FM industry. “I think the pandemic has helped with this, and dare I say the world that we knew of business is changing with more flexibility and a changing mindset, which aids the equality and diversity challenges that have potentially been seen in the past.”

Industry links

Perhaps one of the most valuable lessons her varied career has taught her is the value that can be created when companies and business partners establish true, collaborative working relationships. This will usually apply to FM clients and their relationships with service providers, and Ms Hind expands on this further.

“This is a key one for me and this is a definite yes,” she continues. “If the balance between partnership and equal benefit can be met, a real relationship can be achieved that aligns and cements the benefits and service delivery. A win-win for all.”

“I would suggest it is like a marriage and it’s about the people and striking the right team with reflecting

I think we have to work harder but the change is afoot and it is becoming more obvious

This form of working partnership could truly revolutionise the FM sector,” she says.

Having previously worked in both the private and public sectors of the FM industry, the main difference she has seen is the creation of PFI contracts, some of which have been the subject of negative coverage within the national media.

“Currently I think we have had PFIs some of which have worked and others that maybe have been seen to be controversial, but on the whole, I think that this style of working is akin to the vested contract approach,” she says.

Added value

Those wishing to improve the situation should seek to work with like-minded organisations that share the desire to create the added value seen in many areas of the FM sector. If this can additionally include a business-first approach, further encouraged by the creation of the best cultures and working environments, the application of effective communication between all stakeholders and support for all team members will see the desired results delivered.

One of the many areas of discussion within the FM industry is whether this is continuing to work ever closer with the commercial real estate sector and Ms Hind states that she sees the two industries as a single entity. “But that is what I have always worked within so my lines in my working life have never been blurred with conflicting departments.

“It is key to success and RICs are currently reflecting this in their course material where FM is becoming an important part of the curriculum,” she says.

Another notable development within the industry has been the emergence of environmental and social governance (ESG), which has become an important element within competitive tenders and contractual agreements. Ms Hind states that she feels FM has always been at the heart of corporate social responsibility (CSR) and sustainability from a number of viewpoints.

Environmental and social governance

The various perspectives this incorporates range from welfare, energy and systems to care of the environment. “ESG is the new outline of this and things like social value, the circular economy, governance and compliance are what an FM client continues to consider and work towards on a dayto-day basis,” she continues.

“I think the new push is going to help FMs, but I truly do believe that the sector was already pushing this within the organisations in which we work. This may open up some further opportunities and even assist into the future for the FM teams,” she says.

Ms Hind provides more expert comment on how companies and individuals within the FM sector can work together to deliver more value and appreciation of its potential.

“Many years ago, I worked for an organisation that had people like me going into their current client portfolio to talk about updates in industry, changes to regulations and areas of improvement around energy and the savings this would create,” she continues. “This element of contract management and roles for individuals has been removed from organisations and the view is much more towards financial performance.

“Consolidation should be given to working with clients and providing added value and information as this in course can expand a portfolio without having to seek additional clients, it can cement a relationship with a customer and add longevity to a contract.

“Would you really want to lose the intelligent supplier that updates you on industry developments, advises on changes in regulations, comes up with ideas to assist the business and regularly delivers wider than the remit they hold? Would this not be the supplier we would all like to work with and expand services with?” asks Ms Hind.

FM Director asks whether she believes that the methods of procurement adopted by FM clients should be changed, adapted or improved in the drive to deliver more value within contractual agreements.

“I would say yes and no – we need to think about the way we procure in potentially a different way –and yes we need the guidelines, but there is more to consider,” she says.

“Further considerations should include the partnership approach we have discussed, relationships and building the right team, encouraging the correct values, understanding of expectations and flux in the economy, with others also included depending on the needs of the stakeholders,” Ms Hind concludes.

Would you really want to lose the intelligent supplier that updates you on industry developments?

Introducing Volta Compliance to FM Director readers

Assisting companies to meet their legally-binding compliancy obligations has resulted in Volta Compliance being named as a Top 100 business

Leeds-based contractor Volta Compliance helps businesses to ensure that their electrical installations and appliances remain safe and robust, carrying out planned inspections, ongoing testing, and essential checks.

Established in 2016 by experienced electrician Richard Carr, Volta has grown year on year. Its dedicated six-strong team now supports customers in the manufacturing, food and drink, pharmaceutical, and aviation industries, as well as housing associations and community interest companies.

SafeContractor-accredited Volta acts as an extended facilities arm for these customers, ensuring that they operate in accordance with the latest electrical safety regulations. That means drawing up Electrical Installation Condition Reports (EICR), carrying out electrical inspections and testing (including PAT and emergency light testing), and servicing fire alarm systems – everything a business needs to remain safe and compliant.

Volta’s user-friendly online portal enables customers to manage electrical compliance on an ongoing basis, accessing documentation quickly and easily. Developed in consultation with clients, the time-saving platform also displays their compliance status in real-time, ensuring that they never miss an essential re-test.

This innovative, forward-looking approach has brought Volta to the attention of business support programme Digital Enterprise, which twice named it a Top 100 company.

“Ultimately, it’s about providing peace of mind for our customers; helping them to maintain workplaces that are not only efficient, but safe for both employees and visitors,” explained managing director Richard, a fully qualified and approved electrician with over 20 years of experience. “It’s easy to forget about the essential role energy plays in the workplace, but without safe, properly maintained installations, a business cannot operate.”

Volta is also committed to helping customers operate more sustainably, and offers expert support with both Energy Saving Opportunity Scheme (ESOS) assessments and Streamlined Energy and Carbon Reporting (SECR). As an authorised installer of EV charger points, it has helped a range of clients to move to electric fleets. Richard and his team strive to provide peerless service, and customers are asked to complete a satisfaction survey after every project.

“We put the safety of businesses at the heart of everything we do, approaching each project with the same level of professionalism and commitment,” he added.

Assisting companies to meet their legally-binding compliancy obligations has resulted in Volta Compliance being named as a Top 100 business

A Powerful Combination

PPSPower is best known for providing reliable maintenance solutions for both generators and UPS units.

YorPower operates nationally and internationally to manufacture, install and commission generators to provide back-up and prime power solutions for its wide-ranging customers.

The two companies are now reorganising their business structure and premises to offer a far more efficient service, which aims to capitalise on the steady growth both have experienced in recent years. The prospect is exciting both for existing customers and potential new customers looking for reliable back-up power solutions of any kind. And that could be anyone in the UK or overseas!

Unified for greater power

All areas of the business now work together from the company headquarters in West Yorkshire, offering a unique combination of experience, technical excellence and nurtured apprenticeship talent to deliver:

G enerator sales, servicing, repairs and installations

U ninterruptible Power Supplies (UPS) sales, servicing, repairs and installations

Planned Preventative Maintenance (PPM)

24/7 Call-out

Stephen Peal, formerly the managing director of PPSPower, is now group managing director of the YorPower, PPSPower, Glenace and Generator Warehouse businesses. “This reorganisation is the next logical step in the group’s progression. We will

now operate as a much more unified entity with all parts of our business combining to offer complete generator and UPS solutions for all customers in all sectors, wherever they are located globally,” he explains.

“The common thread that runs throughout the different areas is our partnership approach: we work collaboratively with our customers to understand exactly what they need so that we can deliver a solution that exceeds their expectations. Now we are applying that same approach within our group of companies. All our staff, from CEO to apprentice, will be part of the one family approach to exceptional service.”

Becoming net zero

Like most other responsible, forward-thinking companies, PPSPower and YorPower are aiming to be net zero long before the government deadline of 2050. Stephen Peal has recently teamed up with neutral carbon zone, which helps organisations take an expert look at their sustainability agendas to see how they can slash their carbon footprint in ways they may not have expected.

Increasingly, customers and employees want to work with companies that demonstrate a commitment to becoming carbon neutral. The message from the YorPower group of companies is “watch this space,” as they will soon be announcing a new future-proofed model that will focus on meeting or surpassing their environmental, social and governance objectives.

The UK and beyond Emergency back-up power continues to grow and thrive as an industry as more organisations are built around 24/7 service. Even a momentary break in power can be disastrous. For healthcare providers,

lives can literally depend on a reliable supply of continuous power.

Most emergency power systems are based on diesel generators, but these can take a few seconds to kick in. Uninterruptible Power Supply (UPS) units are an additional method of ensuring continuous uninterrupted power for businesses, which is crucial for critical environments.

UK-manufactured and assembled equipment is still extremely sought-after and the export market is going from strength to strength. “With grid infrastructure across Asia and Africa being incredibly unreliable, more and more clients are looking to YorPower for reliable back-up power solutions,” explained YorPower’s export manager, Jordan Kincaid.

Working as a complete provider of back-up power solutions, YorPower and PPSPower have a customer base both in the UK and overseas that continues to increase. And with the recent reorganisation for increased efficiency, that future looks bright.

YorPower and PPSPower are partners in the delivery of a full range of back-up power solutions for customers UK-wide and internationally.

More and more clients are looking to YorPower for reliable back-up power solutions

Clockwork Removals and Storage has over 25 years’ experience in the provision of commercial relocations and move management services

Moving with the teams pays dividends for company and its clients

With a network of seven branches throughout the UK, its experienced commercial team works across both the public and private sectors. The company believes a successful relocation should be delivered on time and within budget, while minimising down time and disruption to its clients.

Clockwork finds that the office environment is continuing to adapt to the post-Covid environment and it is assisting its clients with reconfiguring their workspace to ensure a smooth, efficient and safe return of their staff to their workplace.

Certificate of excellence

Recently awarded the British Association of Removals (BAR) Commercial Moving Group’s certificate of Excellence for 2022, Clockwork also has the Safe Contractor accreditation, ISO 45001 in occupational health and safety, and holds the ISO 9001 in quality management. It is focused on its environmental impact and ISO14001 environmental management systems certification and all vehicles are fully compliant with the UK’s Ultra Low Emission Zones (ULEZ). The business also engages with tree planting and carbon capture schemes, while ensuring that the materials it uses are recycled and/or recyclable.

Two examples of recently completed projects include the relocation of the Macdonald Hotel Group.

The Clockwork team conducted an extensive relocation for the Oxford-based hotel, which is part of a nationwide group. It had recently been sold and required all the furniture in the bedrooms and public rooms to be delivered to three different hotels in the group for storage.

The large relocation project was conducted over 11 days, with a total of 17 crew, eight vehicles and a highly experienced move manager. Over 100 boxes were needed as well as 20 roll cages for delicate light fittings, oversized mirrors and countless glass covers for bedside cabinets.

All fragile items were treated with the utmost care, expertly packed and wrapped by the team for transit and storage. A high number of beds had to be moved, including several oversized four posters. These could not fit in the small residential lift, so the crews carried them down the sweeping staircases.

This relocation posed logistical difficulties, including large numbers of very similar-looking furniture having to be delivered to specific locations throughout the UK. Despite the potentially high margin for error the company’s crew and its experienced move manager made sure the hotel relocation went without a hitch.

The next case study was for a laboratory, whose Edinburgh branch relocated a range of freezers, hoods, large cabinets and specialist laboratory equipment.

The operation was highly complex and completed by a team of six operational staff using ramped and tail lift vehicles. The team also needed nearly 100 specialist crates along with appropriate lifting equipment.

Further analysis

Following initial risk assessments, walkways and equipment was made safe for the removal. Correx and floor protection were used to safeguard the lift and walkways. The crew packed the equipment into the crates using bubble blankets and paper for each item.

IT equipment was protected with specialist monitor covers and then secured into larger IT crates and the use of specialist removals equipment to navigate through the building and onto the ramped lorry.

A team of four operational staff then set about moving the large hoods and cabinets, whilst the two most experienced packers packed the contents of the freezers. The freezers were then moved by the entire team, using specialist equipment to ensure they remained stable and upright.

A risk assessment was completed prior to work starting at the new location, with several areas again protected with Correx. The crates were then delivered from the ramped vehicles and the freezers were carefully moved to their new location.

The Way We Work Has Changed…

From recon guration to relocation Clockwork Removals have cost e ective moving and storage solutions for all working environments

Recon guration & Repurpose

It’s been a challenging time for companies and how we work has changed. Clockwork are on hand to help businesses conform to new social distancing directives by planning and executing workspace recon guration across all sectors.

Storage

Clockwork have secure long and short term storage available across their network of UK branches o ering inventories and quick collection and delivery. Whether you are an academic institution storing high volumes of furniture or you need secure document and archive storage to free up some extra space, Clockwork have cost e ective storage solutions for all organisations.

Relocations

Whether you need assistance with upsizing, downsizing, decom and recom of IT or specialised time sensitive moves, Clockwork’s highly experienced project managers and crews will work with you throughout your relocation process.

Recycle & Clearance

From decluttering o ces to the full clearance of hospitality and retail spaces, Clockwork o er sustainable recycling and disposal services to suit all working environments.

For more information on our commercial services call us on 0800 195 8671 or visit our website www.clockworkremovals.co.uk

We are a Covid Secure Business

With FMs and service providers reporting ever higher occupation numbers for facilities, we look at whether hybrid working initiatives will continue to evolve

How sustainable are hybrid working practices?

Looking back to March 2020 and the first UK lockdown in reaction to the rising infection rates of the Covid-19 virus, it was an understandably worrying time for many on both personal and business levels.

The situation was unprecedented in peacetime UK society and comparable only to the conditions seen during the Second World War in the 1940s. Predictions of the death of the commercial real estate sector can fortunately now be seen to be premature, although the market is continuing to recover and adapt to the many changes resulting from the pandemic and other issues.

Initial statements by some business owners that they were considering closing their office facilities, following the rapid and effective way that staff members had adapted to using online calling to replace live meetings, frequently resulted in questions over the lost benefit of

collaborating with colleagues. There have, of course, been many examples of companies moving to smaller offices and enjoying reduced costs as a result, while others have invested in their existing workplaces to reduce desk space and increase both formal and informal meeting place provision.

In both cases, a key measure has been the introduction of hybrid working programmes, which have proved popular with many staff members and especially those with young children to care for. Others have been able to work from home and avoid lengthy commuting times and the resulting expense.

With Mondays and Fridays the most popular days for home working, there have been a number of concerns expressed on the issue of ensuring that offices do not appear to be deserted on these days. Perhaps one of the best solutions to this has been the creation of

teams of colleagues that are scheduled to attend their offices at different times of the week, with these days rotated on a logical basis to ensure that an acceptable balance is achieved between employers and their workers.

FM Director asked our industry contacts for their thoughts on the best methods of hybrid working, with a view to sharing best practice developments with our readers. As the FM industry continues to refine its support for these measures, it seems highly likely that this method will continue to be adapted for many years ahead.

First to respond is Pareto FM founder and managing director Andrew Hulbert, who states that “much is said about encouraging people back to the office and as we enter a new era of work patterns, no one has the answer. We are all learning as we go along”.

Image: pcruciatti / Shutterstock.com

“That’s what makes it so exciting but also gives us all the opportunity to be innovative and create competitive advantage in the workspace arena,” he continues.

He explains his company is fortunate to work in some of the most high profile and progressive workspaces that have much of the best talent in the world.

“So, it’s an interesting challenge when these spaces are only achieving an average of sub 30% utilisation. Even more interesting that Mondays and Fridays are extremely quiet and Tuesday, Wednesday, Thursday are now the core ‘office’ days of the week. Thursday has become the new Friday, with many end of the week drinks and treats often occurring as everyone is working from home again by Friday.

A reason to attend

One emerging trend is the rise of the ‘destination office’, resulting from organisations giving people a reason to attend. This includes more town hall meetings, special talks (often from celebrities), group activities, street food days, doggy therapy and other innovative ideas.

“When these sessions are run, we see a proportionate rise in people coming to the office. Even more so as a service provider, we are seeing a greater focus than ever before on workplace experience, resulting in us adding events coordinators to some of our operational teams across Europe.

“The base line psychology being played on here is presenteeism. We are trying to balance people’s want to work from home versus the fear of missing out.

“If lots of people are in the office and they are not, what opportunities, initiatives and chance conversations are they missing out on? This will remain the challenge as we all continue to drive forward with new ideas and try to create the new working patterns and workspaces of the future,” says Mr Hulbert.

His comments are added to by Business Moves Group managing director Rachel Houghton, who says the much hyped ‘return to the workplace’ is not a one-off event, but an ongoing process.

“You could even argue that it’s a misnomer considering the number of people that continue to work remotely for at least part of the week.

“Which leads us to the best methods of hybrid working,” she continues. “If there is one thing we have learned from the last few years, it’s that no two workplaces are the same.

“What works for a major law firm probably won’t work for a tech company. Rather than thinking about the end goal, leaders should think about the steps to reach it. The process determines the success of the final method.

“We’ve supported businesses from numerous sectors and the ones with the most successful hybrid work schemes have had a robust process throughout.”

Two key factors stand out as the most important, the first being employee communication. Ms Houghton provides the example of businesses embarking on workplace change projects without engaging employees at any stage, then being surprised when they do not attend the office.

“The workplace is primarily for your staff, so talk to them, survey them, listen to them and do what you can to implement their feedback. Of course, you can’t please everyone but if you have shown you are listening, and that you care, they will more likely feel valued and part of the journey.

“Secondly, ensure your hybrid working model is adaptable. Things can change, from employee sentiment to business priorities. After a hybrid model has been implemented, monitor occupancy and room use and continue to survey employees.

“The benefits of a hybrid strategy are welldocumented, and include improved talent attraction and retention, increased productivity and enhanced employee well-being. So, it pays to put the work in to getting it right. Make hybrid working, whatever that looks like, work for your most important asset – your people,” says Ms Houghton.

Finding the right solution

Additional thoughts on this subject are provided by Louis Vuitton FM Darren Steer, who believes the task of determining the best method of hybrid working is a metaphorical Rubix cube-type challenge.

“Two twists to the right, and the implementation of a ‘remote-first working’ hybrid model solves an immediate challenge, only to be faced with other challenges, such as employee experience, ongoing operating costs and other methods of hybrid models that weren’t adopted.

“Two twists to the left and you’re back at the beginning. I believe we need to clearly define two things: What is the workplace for, now the pandemic is over? What should does individual experience in the workplace look like?”

The infrastructure of the workplace has been disrupted and technology has reduced time and space, making the physical workplace less indispensable. As a result, the once common office activities have been either been reduced, reimagined or removed, changing the experience for the individual to a more ambiguous and highly fluid journey.

As we enter a new era of work patterns, no one has the answer. We are all learning as we go along Andrew Hulbert

In short, the answer to the best method of hybrid working is highly dependent on the organisation and its people.

“However, my take on nailing down the variables of the two points above is that the workplace is a location where the individual affirms, discovers and shares identity and meaning. The experience of the individual must therefore tie into a tapestry of all other individuals, centred around common events, collaborative spaces and the desire to be part of that inclusive community.

“From my experience of working in the retail sector, I watched the luxury retail store model go through the same disruption. The model changed from a storefocused approach (all business to be conducted on the premises) to a customer centric one (positive customer experience in and outside of store location). In essence, the store infrastructure was transformed by click and collect, VIP events and customer rewards.

“The transformation in retail seems very similar to what the workplace is going through. Part of the fun and the challenge of discovering what the best method of hybrid working is, is that we will all continue to adapt, reconfigure and twist that Rubix cube until we get the maximum benefit of services, products and recognition from all key stakeholders and colleagues,” Mr Steer concludes.

New challenges

PPSPower group managing director Stephen Peal agrees that the Covid-19 pandemic has undoubtedly created one of the biggest challenges for the workplace in a generation.

“Due to some forward-thinking in embracing technologies (as well as some good fortune) our group has recently established cloud-based systems for all CRM, parts, planning and field software – in addition to cloud-based telephony. This meant that at the height of the lockdown, our specialists were all able to work freely from home without any effect on customer service and departmental communication,” he continues.

“As a result, we were able to grow rather than diminish, as many competitors did. The last 18 months have seen eight new people taken on in a variety of roles including inside sales, coordination, field engineers – plus an apprentice.

“We know that the Covid-19 virus affects people in different ways and that, for some, the risk of infection means that returning to a communal environment remains too risky. That’s why we continue to support our team and now that we have the technology in place, that presents no obstacles for us.

“As managing director, I know that the well-being of my workforce is all-important. Two years ago I attended a course to become a mental health first aider (MHFA) and this enables me to approach the well-being of my staff in their return to the workplace, with measures such as: planning to visit before they actually return; keeping in touch with colleagues regularly; returning to work gradually; re-adjusting to workplace working hours; creating a schedule with their manager; making use of peer support services,” says Mr Peal.

Further comment is provided by Bennett Hay

business development director Zoe Watts, who explains how her company is well-positioned to meet the new organisational values that companies are upholding in this fresh era for the workplace.

“Representing and cultivating company culture is more important than ever, and our expert teams are adept at providing a genuine warmth whilst anticipating workplace clients’ needs with seamless service,” she continues.

The emergence of pandemic lockdowns and remote working proved productivity does not rely on simply showing up. Rather, the offices and company cultures that appeal to workers have now placed flexibility at their core, with corporate flexibility emerging as the new way to encourage productivity, employee retention and the all-important employee experience.

Ms Watts adds: “We are seeing that the traditional desk-filled floors have become open plan, utilising their square footage for meetings, training and the gathering of minds. Green space and open air have overtaken the ping-pong tables and bean bags of the past as an office design ‘must have’”.

Software solutions are also having higher levels of implementation and these can cover every step from visitor management to space booking to enable a right-size-service tailored to the office space.

“With employee mental health and well-being now firmly on the corporate agenda organisations are creating quiet, meditative spaces for their employees along with a curated programme of activities that promote mindfulness and self-care. Rising fuel costs may well lead to a growth in cycling commutes which needs to be addressed with secure cycling facilities,” she advises.

“The workplace still is focussed on Tuesday, Wednesday and Thursday as the popular days for attending the office, which means we are adapting our service styles and production levels. For example, quieter Mondays means cook-to-order and table service whereas a busy Thursday sees food stations and ‘grab and go’ areas in full flow.”

She further states that food is a key connector for everyone and should be at the heart of all hospitality businesses, hand-in-hand with the all-important well-being factor.

Improved catering

Using the latest high street food trends coupled with the best local suppliers has seen her company create a sustainable catering offering from barista bar to full company restaurant.

“More and more we are seeing food being used to attract and incentivise the workforce back to the office. ‘Free-issue Fridays’ are helping to encourage employees back, however, a significant impact on the office is without doubt the crushing costs associated with utility bills. A day in the office may well become more attractive as hot air gets costlier,” Ms Watts concludes.

Julius Rutherfoord & Co reports that it undertook a survey amongst its 170 London-based clients to understand the most important factors in choosing a cleaning service provider, with flexibility and sustainability overwhelmingly coming out on top.

The benefits of a hybrid strategy are welldocumented Rachel Houghton

Paul and Michelle Connolly provide FM Director readers with their thoughts on current employment trends and the need to adapt to the changes in the market to attract the best talent

Best practice recruitment methods to meet business needs

ompany owners have described the difficulty in attracting and retaining workers to be one of the most challenging aspects of business for many in the FM sector and this remained virtually unchanged for several decades.

However, these difficulties have increased considerably in more recent times due to what many describe as a “perfect storm” of issues that include Brexit, the initial impact of the pandemic, and the drive to expand workforces as UK businesses seek to recoup their losses. FM Director spoke to recruitment service provider 300 North founders and owners Paul and Michelle Connolly to hear their thoughts on the current recruitment market position and how this is likely to change in the future.

A perfect storm

In their view, the main three things affecting the market are: the general lack of people available, ESG, and diversity and inclusion. “For the first time ever, there are more vacancies than people unemployed,” begins Mr Connolly. “But there are also pressures for companies around ESG (Environmental, Social, Governance) and D&I (diversity and inclusion) strategies.”

Increased focus in public sector frameworks and contracts around measuring social impact have caused many FM companies to look at how they can benefit their local communities including working with schools to raise awareness of FM among young people.

The intersectionality of D&I and ESG has seen an increase in engagement with young people as well as training and graduate programmes that support them into businesses.

“There is always a shortage of certain skills in the market,” acknowledges Mr Connolly, “and at the moment we’re seeing people shortages for maintenance engineers, which is a longstanding issue for FM, but there are also rising numbers of vacancies for compliance roles especially within PFI projects, and commercial management and quantity surveyor roles.

“Interestingly, something coming down the pipeline we’re seeing is an uptick in PFI hand back roles, with companies often looking to fill these several years in advance of the contract end date. We’re seeing some proactivity around recruiting for these roles with a view to taking on an entire PFI hand back team eventually.”

There is also evidence of more people leaving a new role within the first 12 months for a variety of reasons including a greater awareness of opportunities, lack of support from their employer, low job satisfaction, salary levels and issues caused by rising inflation.

“Salary levels and cost of living concerns are definitely out there and we’re seeing companies having to work harder to retain staff, but it seems these issues are less likely to influence higher wage earners,” Mr Connolly suggests. “They place more weight on feeling valued, job satisfaction and offers of hybrid working.

Employers will lose candidates if they don’t react as quickly as possible

“A good onboarding strategy and process is a great first impression to a new candidate and we’ve seen these improving to be fair, but there’s still lots more to do.”

Developing a larger team

When recruiting new members of staff, it is essential that employers react quickly to applications, arrange interviews swiftly and provide prompt feedback to avoid applicants losing interest. Ms Connolly notes that in the current market, it’s common for applicants to have multiple opportunities in the pipeline therefore it’s vital to provide certainty and transparency in your recruitment process and act quickly to demonstrate your commitment, providing a positive experience of your company and brand from the outset.

“Employers will lose candidates if they don’t react as quickly as possible,” she continues. “We’re also working more closely with our clients to advise them on how to avoid some of these issues.”

This includes explaining the benefits of creating more schemes devoted to supporting employees, encouraging them to take up opportunities for training to gain extra skills and assisting them in their career development ambitions. “Companies are realising that they will lose staff if they don’t support them, which adds further importance to retention strategies,” she says.

“We can definitely see the investment made in improving the working environment,” Ms Connolly continues. “We’ve done the same and improved our office so that it’s far more supportive in assisting everyone to be as productive as possible, while allowing them to work in a pleasant environment.”

Possibly one of the most positive developments observed is the growing number of apprentice and graduate recruitment schemes being introduced and further refined by companies, with the aim of addressing the issues emerging from the ageing UK workforce, which is of particular importance within FM.

Due to the lack of people and skills available to fill current roles, as well as the drive for improved D&I strategies, it’s imperative for recruitment partners like ourselves to be able to support clients in ‘widening the net’ as far as possible, as well as offering a consultative approach to recommend ways in which people can engage with different talent pools.

Ms Connolly further explains how the addition of the Recite Me accessibility toolbar of the company’s website is enabling the business to match the inclusion policies of its clients by attracting more people to apply for jobs. “By allowing personalisation of the browsing experience on our site, we are able to support access to the job market and reach a more diverse talent pool,” she says.

“We need to support people in thinking outside the box when it comes to recruiting in the current market. For example, in our own business, engaging with the government-funded Kickstart Scheme that was launched to encourage more businesses to recruit young people has proven beneficial, showing you can teach people some of the skills that are in short supply.” Ms Connolly noted the scheme has been seen to improve diversity in the workforce and open the job market to a wider range of young people.

Looking to the future of the recruitment market, Mr Connolly views the economic downturn predicted to impact the UK economy with cautious optimism.

“We’ve been through recessions before – will it make it easier or harder? Both in some ways, but if you look at Facilities Management as a sector it historically has always fared better than other sectors such as retail or hospitality in an economic downturn because buildings still need to be maintained and looked after. Services still need to be provided. I’m sure again the FM sector will do better.”

Looking ahead

Mr Connolly added: “But we’re also likely to see companies restructuring and this will probably lead to a reduction of the workforce in these instances,” he admits. “There may also be a possible temporary freeze in recruitment practices, especially by some of the larger companies, while they complete their restructure.

“You can see that restructuring needs to happen in some businesses and it’s obvious that the rise in salaries, increased cost of living and inflation can’t continue, but unfortunately other sectors will likely perform less well than FM, and the sector will see an increase in candidates looking for work in the industry which should ease things from a recruitment perspective.”

“Overall the FM sector has great resilience and is tackling the issues facing staffing and environment head on,” adds Ms Connolly. “The appetite for change in the sector continues to grow, and companies are engaging with third-party organisations across various industries to bring in solutions, however what I would like to see is FM providers coming together on a larger scale within the industry to do something about the issues and invite the next generation of FM professionals in.”

Lucy Annett and Sarah Webb are the founders of SLM Waste Management, which continues to enjoy growth through partnership working and maintaining high standards throughout the business

Wide-ranging waste management services of the highest order

SLM Waste Management is a solely female-owned waste company, which has been trading for two years. This has been both challenging and immensely rewarding for company directors Lucy and Sarah and all their hard work is starting to pay off.

Covering all aspects of waste management, SLM offers a complete one-stop shop for customers. It provides a personalised and bespoke service in all areas whilst achieving sustainability, innovation, diversity, equal opportunity, and transparency. The business also holds ISO Certification for the 14001, 9001 and 45001 standards, guaranteeing that work will be carried out safely and to the highest standards.

Company founders Lucy and Sarah are both members of WeConnect, which connects verified, women-owned businesses with member buyers

While SLM’s client base is mainly in London and the South East, it has the supplier chain network to cover the whole of the UK, offering total waste management and facilities management for a range of businesses. Lucy and Sarah strive to deliver the personal touch and can advise you on ways to maximise recycling and work towards carbon neutrality whilst delivering the best value for your business.

“Sarah and I started SLM during the pandemic in 2020 after we both found ourselves made redundant due to the sale of the company we were previously

employed by, along with the beginnings of the pandemic,” says Lucy. “We decided to start up on our own and haven’t looked back since. I won’t pretend it’s not been tough and hard work, but I am extremely proud of what we have achieved in the last two years that we have been building the business. Exciting times ahead!”

“Lucy and I are working hard to expand and build on the strong foundations we have already achieved, building new relationships and working with diversity

Services provided

Commercial Waste

Wee Waste

Clinical Dry Glass

Food

General Waste

Secure Shredding

Haz Waste Chemicals

Batteries

Fluorescent Tubes

Pressured Cyclinders

Oil Solvents

Pesticides

teams within the FM market and our ever-growing supplier chain,” says Sarah.

Between them, Lucy and Sarah have over 20 years’ experience in the waste industry and strive to provide both an efficient and reliable service. They build relationships with their clients and suppliers so they maintain a strong structure to their business core.

They are fully licensed waste disposal operators and can provide the relevant certification on request.

Facilities Management

Total FM Services

General & Specialist Cleaning

Washroom Facilities

Pest Control

Secure Shredding

Site/Office Clearances

Skip Hire

General Waste, commercial & domestic Green Waste

Plasterboard

Wood

Haz & Wee Waste

Our business requires the personal service and efficiency is key to us. Total facilities management is what SLM provides to an outstanding professional level. Totally taken care of by Lucy and Sarah

Lucy Annett (left) and Sarah Webb (right)

Darren Steer has found that a fearless, high-energy approach has helped him to overcome difficulties to deliver value-added FM services throughout large estates

Driving appreciation levels and value of FM

One of the many fascinating aspects within the FM sector is the journey that leads to individuals joining the industry, which can frequently be seen to have subsequently resulted in the delivery of solutions through the application and use of their unique talents.

Darren Steer is currently the FM for Louis Vuitton Moët Hennessy (LVMH), one of the most famous and recognisable luxury retail companies. His path to this position is difficult to appreciate in many ways, but will be entirely understood by many readers who have come to work in the FM sector via diverse and possibly roundabout routes.

First step

His first experience of FM came through working in the stockrooms of the Coach retail organisation, with his career there also incorporating shop floor duties followed by increasingly senior roles that led to him joining the company’s Operations project management EMEA team. He became an FM coordinator for Coach shortly before the company was acquired by a large retail brand. The company’s acquisition by the Tapestry group transformed the organisation into a business with a total of 275 facilities located in 13 countries. Mr Steer enthusiastically accepted the role of FM manager and began to concentrate on the many and varied requirements.

“I transferred to the facilities department of the new business and loved it,” Mr Steer recalls.

“I’m a bit of a tinkerer and a busybody and there was so much that needed doing.”

The reality was that there was little understanding of all the long list of challenges and requirements involved in the running of an extensive commercial retail estate, with no budgets or formal procedures in place to ensure that all facilities were compliant with legally binding legislation.

“My brain was rocking with all the work that was needed, with a 24-hour focus and the need to keep OP-EX costs as low as possible, but with lots of autonomy for the team combined with no understanding of FM and how it works,” he continues.

“I felt really stretched but also really invigorated because there was so much to do as we started to look at how to make sure the entire estate was compliant,” he says.

Creative solutions

Mr Steer quickly found that although many of the company’s compliancy requirements were similar for countries in the EU, for example, there were often many variations in reality, due mostly to the culture of each country. While there was little understanding of FM practices within the company, he found that this provided more freedom to apply creative thinking to resolve issues and Mr Steer reported his progress directly to the group president.

Within six months, the small FM team that consisted of Mr Steer and five colleagues had created an effective workstream for all the group’s planned preventative maintenance (PPM) schedules.

I felt really stretched but also really invigorated because there was so much to do

This required detailed studies of all aspects of the extensive estate and was made even more complicated by the fact that facilities were either owned, leased or sub-let, with each of these involving different responsibilities and requirements. The new PPM schedule also included requirements for the leasing of space within shopping centres and other areas where these were let on a concessionary basis.

“When compared to the three-day period assigned to the opening of new stores in the retail sector, six months seemed like a long time, but we established a robust PPM method. And complying with the health and safety needs of all areas within the group took a lot longer,” he says.

Working together

Being able to refer to his project management background provided Mr Steer with the necessary understanding of how to achieve the creation and implementation of a comprehensive health and safety strategy. This was achieved through close collaborative efforts between the FM team and DDS International, he explains:

“We worked very closely with DDS in the UK and used the pilot as a template for our international operations to understand all the requirements. It was then a case of communicating these to the rest of our business,” says Mr Steer.

“We started with a million dollar spend, which was just the beginning, but justified all expense and showed the savings this quickly delivered and would continue to deliver, including avoiding fines for noncompliance,” he continues.

“Our team was fearless in explaining the risks and aspects of managing all areas of the estate and I relished the challenge of getting everyone engaged. We created an awards scheme and rewards combined with training schemes to encourage everyone to support all the various improvements.

“We found that occasionally we would crash and burn, but as long as we could learn from this, take ownership and apologise if we’d got something wrong, we were able to move on and continue to push the boundaries,” says Mr Steer.

Increasing knowledge

Having established an effective infrastructure and FM delivery strategy for a large, international estate and gained considerable satisfaction and enjoyment, both from the experiences resulting from this and the high levels of camaraderie within the company’s FM team, Mr Steer explains how the need to widen his experienced led to the further progression of his career.

“Although I felt I had a lack of experience in areas such as managing corporate offices, my role with Tapestry provided me with a lot of confidence that I could meet challenges in all areas of FM,” he says.

Having managed new or recently-constructed facilities, his next roles included older buildings and added further to his expertise: “I quickly became aware of the dangers of aspects such as asbestos and Legionella, all the implications within contracts, including energy management, and also how to gain the confidence of the company and receive support and investment,” says Mr Steer.

We started with a million dollar spend, which was just the beginning, but justified all expense and showed the savings

Although many of his experiences were highly stressful at times, he persevered with the same high energy and positive attitude and found this helped with the creation and delivery of solutions. “The best outcomes were when we repurposed and reinvigorated FM operations and changed the view of companies towards their FM teams,” he says.

Further proof of his rising star status came when Mr Steer received approaches from two large businesses, one of which was LVMH, the other from Rackspace Technology. Using his experience, he adopted an honest approach to the interview process and engaged in meaningful dialogue with his interviewers.

Making the right choice

Although aware of the high standing of LVMH, he found everyone he spoke to at Rackspace, the second company to make an offer, to be highly approachable and empathetic.

“There were 250 candidates for the Rackspace position and I became their first choice at the end of the long and intensive interview process. They made a superb offer, including the support of an FM mentor and I happily accepted,” he says.

“I went in with all guns blazing and spent hours and hours looking at everything and learning how their business and its FM operations worked,” says Mr Steer. This allowed him to begin negotiations that delivered savings of £250,000 with the company’s long-term service provider and assist his employer with dealing with the challenges of the Coronavirus pandemic.

“Working with Rackspace was an amazing experience and provided lots of opportunities to learn more about all the aspects of FM,” he says. “I had the support of the company’s global FM Director and its senior managers and felt that we achieved a lot in a short space of time.”

Having rejected the initial offer from LVMH, Mr Steer saw the company approach him again with a revised offer earlier this year. Following more constructive dialogue, the company then confirmed its interest in him by raising this yet further, leading him to accept the offer.

At the time of his interview with FM Director, Mr Steer was preparing to oversee the move of the LVMH retail operation from a temporary to a permanent location, along with numerous other projects that he has delighted in delivering throughout his career to date.

“The luxury retail market is a completely different proposition to my other roles in that the company focuses entirely on delivering the best customer experience, almost regardless of cost,” he says. “It’s a different world from other businesses that aim to do everything for the lowest price.”

Mr Steer states that he is keen to continue learning and feels that he is able to assist with combining creativity with the delivery of accepted FM best practice so that facilities are managed in the best way and given the opportunity to evolve.

The company focuses entirely on delivering the best customer experience, almost regardless of cost

“Although I believe that my experiences over the course of the pandemic have changed my life, I still love my job and being in the eye of the storm when issues need to be dealt with and resolved,” he says.

“I’m still happy to roll my sleeves up and get on with things, which sometimes means I have to tell people to buckle up for a stormy ride, with the aim of making things better as the main outcome.”

His work with LVMH continues to reaffirm his commitment to working with and supporting colleagues in all areas, with technology identified as one of the aspects that is continuing to develop at a rapid pace.

Bespoke solutions

Mr Steer added: “Both hard and soft service delivery are seeing some major changes through applying technology in different ways and areas.

“While a lot of my work is still about the physical location, there’s been a lot of movement in e-commerce within the retail sector and this also needs managing.

“Further to that, there’s never a ‘one size fits all’ solution and every operation needs regular tweaking so that it continues to meet the aims and requirements of the business.

“But that means we have more options to consider, as long as we continue to maintain the right focus and work with all those around us to deliver the best experiences for our colleagues,” says Mr Steer.

BE PART OF THE UK’S LEADING VOICE IN FM

FM Director was created exclusively for those with the influence to shape the facilities management sector. We’d like to give you the opportunity to have your say in forthcoming issues of FM Director, getting your company’s unique message across to the people in the industry who make the important work-winning decisions.

FM Director forward features:

October CAFM systems

How will CAFM systems advance to assist FM delivery?

Cleaning Are cleaning providers becoming more environmentally friendly?

November Waste management

Is managing waste the starting point of sustainable business practice?

Legislation updates

What are the latest updates and how will they impact FM?

December Sustainability

Which areas are most important for sustainable FM operations?

Technology-led FM delivery

How is technology changing FM service provision?

For more information, contact: dennis@fmbusinessdaily.com

I believe that my experiences over the course of the pandemic have changed my life

Following her recent promotion, Sarah Shaw is helping CBRE with its drive to embed ESG into all areas of its business and service delivery with clients

Rise of ESG confirmed by new director role

When speaking to industry contacts about the rise of environmental and social governance (ESG) within the FM sector over the past decade, there is general agreement that this emerged through the sector’s increasing commitment to impact sustainability and wellbeing across most industries.

FM companies are at different stages of their ESG journey, with leading organisations emerging after identifying the importance of this and heavily investing in their offering, one of which is CBRE Global Workspace Solutions (GWS). We spoke to Sarah Shaw, ESG Director at CBRE GWS |Local UK, about this topic and her role in assisting FM clients on their ESG journey while driv-ing collaboration between CBRE teams, clients, and the supply chain.

Having initially joined CBRE in an energy management role, Sarah’s new role as ESG Director, for CBRE’s UK GWS | Local Business, covers a variety of responsibilities. “My new role has a dual focus and includes what we’re doing internally on our own commitments and also how we work in partnership with clients to support theirs” she says.

CBRE surveyed 200 clients last year, nearly 50% of whom stated that ESG has become a central focus for their business. Another CBRE survey of 400 people, from 150 organisations showed that 53% state that their organisation is at the beginning of their ESG journey, with only 6% saying their company has a formal delivery plan in place to reach its ESG goals.

Given that CBRE clients are at different stages if their ESG journeys, Sarah states; “This means we need to approach each business on a bespoke basis and adapt the services to meet their needs. We usually find that companies will need different things at different times to complete their ESG commitment,” she says. “There is no one size fits all but the great thing about CBRE is that it can adapt its services and support clients with anything they need.”

“This can range from practical support to strategic assistance,” she continues, and provides the example of support from on-site engineering teams or its project management division, com-pared with the potential to draw-up roadmaps and provide an overview of the journey a com-pany needs to follow to achieve its aims.

As well as supporting clients to proactively take steps to reach their ESG goalsto be able to best reactively respond to external factors that may affect or hinder their ability to achieve their ESG goals. “We’re also seeing that our clients have to deal with many other pressures, such as the rise in energy prices, which have gone from 12p kWh to more than 70p kWh. Security of supply concerns are included in this and we’re now seeing more enquiries for on-site renewable energy generation than we’ve ever seen in the past,” she continues.

Ensuring CBRE meets its ESG goals

As well as supporting clients, Sarah’s role is to also ensure that CBRE meets its own ESG targets.

“A very large percentage of CBRE’s emissions come from its supply chain, so it’s essential we lead by example and work with our supplier partners to reduce these as we continue to help other companies to achieve their ESG goals,” she says.

This includes the CBRE UK GWS | Local target to achieve net zero carbon emissions by 2035 and its journey toward this point as outlined in its latest CBRE UK GWS | Local ESG report.

One of Sarah’s principal areas of focus is increasing awareness of all elements within ESG and their potential to benefit all stakeholders, including her colleagues.

We’re now seeing more enquiries for on-site renewable energy generation than we’ve ever seen in the past

“If an engineer leaves something running, for example, that will impact either ours or our client’s emissions, and everyone needs to be aware of the potential outcome of their actions so they can make the right decisions on their tasks and how these are completed.”

On the social part of ESG, Sarah works with her colleagues to ensure that activities are occurring on a regular basis.

“It feels like I’m doing a good thing and I really love the social element of this, such as the beach cleans, charity cricket matches, the London to Paris bike ride and many other volunteer-ing opportunities,” she continues. “It may take a day or even a couple of hours, but the benefits can be long-term.”

Advantages of these activities assist local communities, members of the supply chain, colleagues, and clients, says Sarah.

At the time of the interview, she had applied to become a STEM (science, technology, engineering, and mathematics) ambassador to provide education and career support in the STEM subjects and states her enthusiasm for “giving something back”.

Expanding CBRE’s ESG team

In addition to visiting local schools to explain the employment opportunities emerging within CBRE, she also supports initiatives within the business, such as working with its apprenticeship cohort on special projects.

“The company is very keen to use the skills of the workforce to help local communities wherever possible, such as creating local parks, etc, and this is very much part of the social side of ESG,” she says.

She further states that ESG is of considerable interest to many colleagues and those seeking to join the business, with school leavers and graduates finding the various ESG elements highly attractive. CBRE is now taking applications for its Energy and Sustainability Graduate Programme designed for graduates looking to gain experience within CBRE’s UK GWS business looking to take on an Energy and Sustainability Manager position at the end of the two-year programme.

There seem to be a great number of positive activities within Sarah’s role and several of these appear highly likely to increase in their diversity and prominence from both within CBRE, its clients, the supply chain, and society in general, continuing to provide challenges and the po-tential for ever higher levels of job satisfaction for many years to come.

As occupiers and custodians of the buildings they manage for their clients, it’s clear that Sarah and her CBRE counterparts are embracing a holistic approach focussing on the full spectrum of Environmental, Social and Governance (ESG) to ensure their facilities management service delivery model has a positive, sustainable impact on the people, communities, and world around it.

It’s essential we lead by example and work with our supplier partners

Eventful journey adds value to facilities

There have been numerous reports of companies considering their options to ensure their facilities are being used to best effect and the choices provided by Green & Fortune include various potential avenues to add more value and recoup investments that may not have been previously considered by many building owners and clients.

The company specialises in the delivery of retail and event services and these vary from the running of cafes and restaurants to the organisation of events that require hundreds of people to be entertained and fed. It is also unique in that it collaborates closely with its clients and this recently led to the inclusion of Rose Court Events that opened earlier this year in the recently-opened Rose Court building on the South Bank of the River Thames in London.

Founded by partners John Nugent and Peter Millican in 2008, Green & Fortune was created to initially manage the hospitality and catering services for Kings Place, which is owned by Mr Millican.

Located in the Kings Cross area of the capital, the facility is now well-established as a centre of culture and artistic developments.

Having established a highly effective business to support Kings Place through the staging of conferences, private dining, parties and celebrations within the 10 event spaces available on site, the partners began to look at the next stage of the Green & Fortune journey.

Operations established

This was confirmed in 2016 when its partnership with Sea Containers, located near the Oxo Tower on the South Bank of the Thames, was confirmed. In addition to providing staff dining facilities and managing hospitality requirements, the company also operates Sea Containers Events and oversees the staging of bespoke occasions within the facility’s six event spaces.

With operations established at two high-profile facilities, the two partners continued to consider further options, which resulted in Green & Fortune forging another highly effective collaboration with

Central Hall Westminster. The exclusive contract includes the provision of hospitality catering within the venue, along with managing the 150-seat restaurant and a street café and was signed in 2020.

Although the hospitality sector has proved to be one of the sectors most notably affected by the Coronavirus pandemic, this does not seem to have been the case for Green & Fortune, as it signed its latest partnership agreement with the Rose Court facility earlier this year.

Located westward along the South Bank from Sea Containers, the company’s latest signing continues to see it delivering similar services in the operation of Rose Court Events. John Nugent met with FM Director at Rose Court, providing a tour of the facility and explanation of the various catering and events options available within the building.

“With more people returning to work following the two years of working from home during the pandemic, it’s very notable that many people are now desperate to join in with more activities, including networking and more informal social events,” says Mr Nugent.

With many commercial facilities unoccupied at evenings and weekends, Green & Fortune provides a catering and events service to deliver more value and return on real estate investment

“They really want to make the most of the time they spend in London, which is not surprising given the isolation many have experienced during the pandemic.”

He further states that another aspect driving interest in events during the week – both workrelated and social – is that many of those returning to the office only do so for three days, then work from home for the remaining two.

Numerous options are provided by Rose Court, including an open rooftop garden space and panoramic views of the capital and nearby landmark buildings are likely to prove highly attractive to those wishing to stage events at the facility.

Descending from the attractive rooftop space to the top level of the building, this provides immediate access to the café and restaurant area, with floor-to-ceiling glazing providing yet more expansive views of the surrounding area. Further to this, there is a private dining area and a large space that can be adjusted to suit the needs of each event to include formal dining areas, or seating for guests and/or conference attendees.

“How many offices and buildings in London are more or less deserted outside of office hours?” asks Mr Nugent. “We’ve found that there’s a significant appetite for both companies and private individuals wishing to hold events at evenings and weekends, with the potential of raising the activity levels of the building and putting it to good use when it would otherwise be more or less closed.”

Project range

In describing the various projects delivered by his company, Mr Nugent says these range from weddings and parties for private clients to team building, conferences and awards events for corporate customers.

“We will take care of all areas for each event, including the décor, technology and all aspects of event delivery on the day,” Mr Nugent continues. “All our operations are focused on delivering a fivestar service, which has the added benefit of showing the building in its best light and often results in people returning or recommending us to others and providing more opportunities in the future.”

He additionally provides his thoughts on how the hospitality is performing in the post-Covid era: “There were a lot less people in events as venues reopened because a lot of people had left the industry due to the lack of work after the virus hit and the lockdowns started.

“But now we can see more people returning and answering job vacancies, which corresponds with the number of events increasing, both in frequency and size. We’re seeing rising demand for networking evenings with a value of £50,000, for example,” says Mr Nugent.

The latest Green & Fortune contract with Rose Court also provides endorsement for its business model and the inclusion of first-class service, he continues. While a number of hospitality businesses were forced to close during the pandemic, this has resulted in the strongest and best established remaining.

“There are obviously less companies operating in the sector than before the arrival of Covid-19, but this means that the industry now has a choice of suppliers of better quality than was previously the case,” says Mr Nugent.

In addition to his company’s focus on five-star service delivery, he explains that another positive development has emerged in the efforts of companies to provide attractive benefits to their staff. With the provision of free food emerging as a successful means to entice workers to return to their office, this further complements access to on-site catering and events that is becoming an important aspect of staff retention and helping businesses in their efforts to address recruitment issues.

“Many companies are looking at ways to work smarter, not harder, and staging events of all types and sizes is a very effective way to keep the building in use at all times, with the result that their real estate investment becomes much more viable,” says Mr Nugent.

Events within Rose Court can be adapted to suit the personal preferences of each client, with the building able to host 700 guests for the largest of these. Further options are provided for those aiming to deliver events that include more formal dining, either for a seated dinner for up to 220 people or receptions that can include up to 450 guests.

In addition to these, those wishing to hold exclusive dining events are able to host between 10 and 30 people at the facility’s private rooms.

“The launch of Rose Court Events is very symbolic. The scale, quality and ambition of this project is a true indicator that live, person to person events, are fully back,” Mr Nugent continues.

“The quality of the environment, the amount of outdoor space available and the total guest experience will combine for this to be instantly recognised as one of the leading events venues in central London.“

The launch of Rose Court Events is very symbolic. The scale, quality and ambition of this project is a true indicator that live, person to person events, are fully back

Celebrating its second year since its relaunch, the IWFM Impact Awards is designed to celebrate best practice and ingenuity from all areas of the FM sector

Impact Awards 2022 approaching trophy presentation evening

Formerly known as the IWM Awards, the event was rebranded in 2020, with the intention of emphasising the influence the FM industry has on the organisations it supports.

The list of finalists consists of the following companies and individuals:

Workplace Experience: Office/Corporate Environment

Creating a world-class Workplace Experience, CBRE, Atkins & Faithful and Gould

Three HQ – Project Empire, CBRE with Three Future of Work programme, EQUANS & Experian

Creating Inspirational Environments, OCS & WSP

51 Moorgate, Skanska

Woodhouse Workspace

Excellence in Customer Experience

Chiswick Park Enjoy-Work

Eric Wright Facilities Management’s Variation App

Mitie Mobile working with AS Watson

Change Management

M anchester Transformation, Eversheds Sutherland

Inspiring Change Through NPS, Mitie

The IWM Impact Awards also aims to celebrate the people, processes and products that make a difference to the workplace experiences of millions of workers around the world on a daily basis.

It is now presented as having a global focus

Positive Climate Action

Decarbonising our Business and Client Net Zero, Bouygues Energies & Services Solutions

Fighting Food Waste Together, Johnson & Johnson and Sodexo

Net-Zero Carbon Accommodation Programme (NetCAP), Landmarc Support Services

Plan Zero, Mitie

Social Value

Security with a Social Mission, Corps Security

EHU Safe Learning Environment – Following a Fire at Asmall Primary School and Nursery, Edge Hill University

EQUANS Services North Mitie’s Social Value Framework

Social Impact Kickstarter Scheme, Pareto FM

Wellbeing

Putting wellbeing at its heart, 14forty WSA (Wellbeing, Sustainability & Assurance), EMCOR UK

and entries are invited from all sizes and types of organisations from all areas and sectors. This year’s presentation ceremony will once again be held at the JW Marriott Grosvenor House, London venue.

Grosvenor Year of Wellbeing 2021

Northumbria Healthcare Facilities Management

– Northumbria Healthcare Foundation NHS Trust Wellbeing Excellence with OCS at Birchwood Park

PTSG Mental Health Support

Equity, Diversity and Inclusion Initiative

Increasing support for suppliers and promoting diversity, CBRE

Everyone Matters, Corps Security

Menopause Awareness Project – Kat Parsons, ISS UK

Count Me In, Mitie

Social Impact ED&I, Pareto FM

People Development and Talent Retention

Hemlow Improver Programme

The ISS Healthcare Training Academy

NHS Property Services

Portico Pathways & Employee Engagement

Product or Service Development Scope 3 Emissions for FM – BAM FM and Acclaro Advisory

P arts Recycling Centre, City Facilities Management Holdings

K AUST Facilities Management Business Intelligence Dashboards (KFM-BI)

Technology

Reducing Energy Cost and Impact through Asset Management and our Helix IoT Platform, Arcus FM

Mo:dus Make Ready, Churchill Group

I nternet of Things and Artificial Intelligence solution, City Facilities Management Holdings

Facade Access Solution for The Scalpel, Integral Cradles and GIND UK

Enhancing environmental control and energy reduction management in the heritage sector, The National Library of Scotland

Collaboration

Relocation Projects, CBRE, Atkins & Faithful and Gould

City and Asda Internet of Things solution

E Vzero with Tesco, NatWest, LeasePlan, and more, Innovation Gateway

Enhancing environmental control and energy reduction management in the heritage sector, The National Library of Scotland Collaboration between Wates FM and HMRC

Sector Breakthrough

ED&I Social Impact Initiatives, Pareto FM MedicAir

Best SME Led Innovation Carbon Numbers

Matrix Booking

L ooLights – Smart Occupancy Systems, WhiffAway Group

Team of the Year

K AUST FM Operations and Building Management

Facilities Capital Development and Estates Operations team, Lancaster University

N HS Property Services Facilities Management Team

Portico at NatWest

Sainsbury’s Group FM

Spectrum Service Solutions

Newcomer of the Year

Oladele Agunpopo, Pareto FM

Anthony Atkinson, CBRE Jeremy Benford, Virgin Media O2

George Carter, Nomura International

Katie Wright, Northumbria Healthcare Facilities Management

Outstanding Contribution to Workplace and Facilities Management

Winner to be announced at the awards ceremony on the night.

Frontline Heroes

M ohammed Miah & Trisol Barreto – Bidvest

Noonan – London Business School

M ohammed Ullah & Dildar Miah – Bidvest

Noonan – London Business School

Grace Okonta & Carlos Giambrone – Bidvest

Noonan – Sony

Martin Wokou, EQUANS

Facilities Service Delivery Team, Lancaster University

Sodexo Covid-19 testing centres frontline teams

The awards have been developed from the Office of the Year Awards that was launched in 1971 to recognise the continuing development of the office as an efficient, safe and pleasant workplace. It was initially held on a biennial basis, before becoming an annual event in 1989.

This year also saw the first inclusion of an FM category, with the aim of recognising the levels of excellence in managing facilities and the provision of supporting services. Further introductions were delivered in 1992, including an Innovation category, followed three years later by the Green Award for those making significant contributions to address environmental issues.

The next major development saw the event rebranded as the BIFM Awards in 2001. It became the IWFM Awards when the institute changed its name, with the most recent rebrand occurring two years ago.

This year’s ceremony will include comedian Zoe Lyons as the host of the evening, with guests arriving from 06.30 pm for the various drinks receptions. The presentation ceremony is scheduled to begin at 9.30 pm and the evening will close at 1.30 am.

Previously held as a formal evening, requiring black tie for men and evening dress for women, the dress code has recently been relaxed and is now “dress to impress”. The organiser states that attendees are welcome to wear cultural dress, cocktail attire, lounge suit or business wear.

Previously held as a formal evening, requiring black tie for men and evening dress for women, the dress code has recently been relaxed

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

Edwin James Group, has appointed Simon Varo as operations director at group company Parker Technical Services.

The new role has been created to support growth in traditional facilities maintenance, and the hybrid model that combines building services with more complex process engineering services. Mr. Varo will also head up key customer management across the group and support a programme of digital transformation.

Q3 Services has confirmed the appointment of Mark Hazelwood as managing director of its integrated FM business.

Since its inception four years ago, Q3 has taken a different approach to the provision of services, recognising that each client’s needs are unique. The company has accordingly created a bespoke services model for each client.

Mr Hazelwood has been instrumental in translating the company’s vision and strategy into reality, working with existing clients to successfully prove the model’s viability and value.

Churchill has announced that Louisa Clarke, its cleaning business managing director for the North and Scotland, has been appointed to the Veterans Advisory Board.

This was formed to provide advice and insight on veterans’ issues such as employment, health and wellbeing, and transition to civilian life. The first formal meeting was held in November 2020 and the board is chaired by the Minister for Veterans’ Affairs, Johnny Mercer MP.

Ms Clarke’s appointment is for 18 months and follows a comprehensive application and interview process.

In response to growth in all UK regions, Lambert Smith Hampton (LSH) has recruited Richard Flood to its industrial and logistics team.

Mr Flood joins with over a decade of experience, both agency and client side, having worked for organisations including KLM Real Estate, Cushman & Wakefield and Apple.

His mandate at LSH will cover both landlord and occupier representation, with a particular focus on London and the southeast.

Michelle Jugessur has returned to work with BM after being appointed to the role of business relationship manager.

This is a newly created position and Ms Jugessur previously worked for the company for 11 years between 2011 and 2021. As part of her role, she will be working in the business development team to help develop and enhance the company’s sales pipeline. She joins from her business development manager role with contract caterer Thomas Franks. Based in London, Ms Jugessur will report to divisional managing director Angus Brydon.

Global FM provider Atalian Servest has appointed Laura Phillips as head of sustainability and social value for UK and Ireland, and Liz Kelly has been promoted to the position of diversity and inclusion (D&I) and wellbeing manager, to strengthen the company’s position as a responsible, purposedriven organisation with its people at its core.

As part of ensuring that Atalian Servest continues to create value for the communities it operates in, the business has appointed senior resource to oversee sustainability and social value activities in the UK and Ireland. Laura Phillips will take a lead role in driving the company’s sustainability and social value strategy, ensuring it delivers a long-term, positive impact for local communities, the environment and other stakeholders.

Ms Phillips previously worked with Incentive Group, which was recently acquired by Atalian Servest, for over 15 years. She has extensive experience in people management and overseeing health and safety, compliance and environmental strategy.

The BCIA has announced the appointment of Catherine Walker as executive officer, taking over from George Lee on his retirement at the end of September.

Ms Walker’s career has spanned the public and private sectors with many years working in senior roles that bring together sector development, stakeholder engagement, policy, government relations and communications. Having worked for almost 20 years in member-focused organisations, she is experienced in delivering organisational growth through member relations and service development.

phs Teacrate has appointed Becky Brown as its new sales director as the business continues to expand across the UK.

She joins the team at one of the UK’s leading crate services providers with over 20 years’ experience in packaging sales. Ms Brown has spent the last seven years as UK convenience sales director for a US-listed global business specialising in printed cartons for some of the world’s biggest international brands.

Ms Brown will now manage an external sales team of six people based across the UK working with a variety of businesses, including the food industry, to meet their product moving and storage needs.

Bidvest Noonan, a market-leading provider of facilities services, has announced its appointment of Jeff Flanagan as chief executive officer (CEO) for Great Britain.

He is a highly accomplished business leader with more than 25 years of senior executive experience in the FM industry.

Mr Flanagan succeeds Charlotte Marshall, who has decided to step down as CEO to pursue other interests.

During her time at Bidvest Noonan, Ms Marshall oversaw the successful integration of Cordant Services and the Axis group, restructured the business, and built a highly experienced leadership team.

Bidvest Noonan has strengthened its Irish senior management team with the recent promotion of Susan Howard to operations director for its Healthcare division.

Ms Howard, who joined the company in 2003, has deep expertise and knowledge of the healthcare sector and will enhance the service and value delivered to clients. In her new role, she will take ownership of the company’s national healthcare portfolio in Ireland, covering both cleaning and security services.

ISS has confirmed the appointment of Agostino Renna as group chief commercial officer and a member of the Executive Group Management team. He will join the company no later than 1 January 2023.

Mr Agostino brings over 25 years of international experience to this role and is an accomplished commercial executive with an impressive track

record within leading blue-chip industrial businesses such as Johnson Controls, GE and Amcor.

He is currently based in Zurich, working for Amcor in the role of vice president of Food, Beverage and Personal Care, where he has profit and loss (P&L) responsibility for four business units, representing the largest P&L for the Group.

[Jeff Flanagan] is a highly accomplished business leader with more than 25 years of senior executive experience in the FM industry

Structural stability delivered by CCUK

Concrete goals

Sometimes in business you have to be in the right place at the right time. That was the case for Jamie Dempster, when a chance meeting led to him mingling with American tycoons at a five-star hotel conference in Cyprus.

A straight-talking and hardworking Yorkshireman, he went into general contracting and left the region to work in other parts of the UK at a very young age. Mr Dempster later took a job as a project manager with a large contractor working reasonably locally to his birthplace before the opportunity arose to start his own business in 2006, but this venture was to become a victim of the 2008 recession in what were some of the darkest days of his career.

Mr Dempster says: “It was a great shame because we’d won awards and broken records, but when you have to go through putting your business into administration, nearly losing your house, and all the stress that comes along with it, you just get to the point where a human being can only face so much.”

But it wasn’t long before the encounter that was to change his life. “I was introduced to this guy from Canada, who was an old school friend of a colleague many years ago when they lived in East Yorkshire,” says Mr Dempster. “This childhood friend, who had relocated with his family in the 1980s, was now managing a company called Fibrwrap Construction in Canada. At the time, the owner of the business was an American group, and they already had some offices in Europe in strategic countries, but they were looking to expand as part of a growth plan. So, we got chatting and I was invited across to meet some people over in Cyprus in 2009. And I got really excited by the concept and the prospects of it.”

Unique and innovative

It was a niche business, focused on structural repairs using carbon fibre and glass fibrereinforced polymers on concrete, timber and masonry – from buildings and bridges to pipelines and other industrial structures. “It was something very innovative, something very unique,” says Mr Dempster. “And in 2010, we agreed to partner with the American organisation and set up the UK office.”

What convinced them that he was the man to take the business forward in the UK? “That’s a really good question!” he laughs. “I honestly don’t know the answer.” But it turns out that his somewhat unconventional method of preparing for his business pitch might have had something to do with it.

“When I first found out about all this, I was doing some refurbishment work for a charity in Yorkshire. So we were putting up walls, laying carpets, that sort of thing.

“And then a few months later I was at this massive corporate conference in Cyprus, shaking hands with these wealthy Americans and meeting people from Asia. And then I had to present a business plan to the owners at very short notice. It was about 4pm, and I’d been at the beach and had a couple of beers. I got a message to say they wanted to meet me at 8pm, so I had to get myself organised pretty quickly. About four weeks later I was in the European office in Athens, sitting in this big boardroom surrounded by legal and share ownership documents. In the space of six months, I’d gone from refurbishing a nursery to being part of a global company. I sat there and I said to myself, ‘how the hell did I get here?’”

Base of operations

Mr Dempster was faced with a blank slate – and, while the bulk of the work was down in London, he feels the decision to keep the headquarters in his hometown was a wise one. “I employed people from Yorkshire, so I created jobs and apprenticeships and contributed to the local economy. There was nothing in place when I started – the only thing we had was my experience, as I had quite a wide range of construction experience in a few of the sectors we work in now, and a few years’ experience in running a business.

“The very first thing we had to do was bring in a technical salesperson, because it’s a technical ‘sell’. You need a structural engineer to sell to structural engineers, and I couldn’t do that.

We design, supply and install composite strengthening systems – we are the only one

“So, the very first thing as a business we agreed to do is to recruit Jayesh Nandwana from Sheffield Hallam University – he is still with us today, as the technical director now, and he does an amazing job.”

There are other companies out there that do some of what CCUK does – but it is still the only “full-service provider”, as Mr Dempster explains. “We design, supply and install composite strengthening systems –we are the only one. And, as a company, I believe that we have single-handedly grown the market because when we first started in 2010, it was very, very tiny and very, very different from what it is today.”

CCUK’s major route to market is through structural engineers, not the owners of structures. “We go and meet the structural engineers, one-on-one or in a group format, and we educate them on the capabilities of composite strengthening. And once you’ve given them a basic understanding and they see the advantages, they’re then more inclined to specify or recommend. And then our eventual customer, the one who pays the bill, is the local authority, the main contractor or the asset owner.”

Looking ahead

This £3 million-turnover business employs fewer than 20 people across the UK, but Mr Dempster has ambitions for growth in the next three to five years, having last year launched a concrete repair division alongside the original composite strengthening arm. “You don’t need a lot of people and a lot of equipment to be able to do the work, which is one of the advantages. We’ve got just five vans, and they take the equipment with them, do the work and then they come back – we don’t need a massive team of people behind us. We have to stay very lean, as what we do can be expensive, so we have to remain competitive and have good people who can do the work very well and very quickly. In the repair business, we pride ourselves on doing the difficult jobs that nobody else wants to do –for instance, we recently delivered a structural survey project on the south bank where we had to swing from ropes underneath a concrete fuel jetty.”

This presents a challenge to recruitment, Mr Dempster admits – especially among the younger workforce. If he could have done anything differently in the past decade, he would have focused more on bringing in a new generation, he says. “You don’t think about it until you need people and then when you need them, they’re not out there. The older generations don’t want to do what we do, and the younger generation just want to be YouTube stars!”

It is a generalisation, of course, but said only partly in jest; it is a situation that employers across other sectors will no doubt be familiar with – but on the positive side, this means there should be opportunities galore for young people wanting to enter an innovative industry and are prepared to work hard.

“We’ve recently added lots more tools to our toolbox,” he says. “We are morphing into a business that is more similar to others – but that’s because we want to. So now we’re offering specialist services such as concrete repairs, crack injections, spray concrete, specialist coatings, which is probably more suited to businesses and infrastructure.

That’s what we’re focusing on – the composite strengthening would really be an added bonus.”

The fact CCUK feels local, as well as the inherent environmental credentials, while working nationally, makes it a win-win, adds Mr Dempster. “We’ve got an offering that might be different. With what’s going on with the drive to net-zero, I think people do have to look at their ageing infrastructure and ask themselves, is it worth keeping? Is it costing them money or the environment and, if so, what can we do to improve it? You need to have somebody on hand to look at these things for you and give you options.”

Safe hands

Mr Dempster still looks after the day-to-day running of the business, while keeping abreast of competitors and the almost constant influx of new products into the market “I get a lot of people from Asia messaging me on LinkedIn to ask me if I want to buy carbon fibre from China,” he says. “It’s a huge market in Asia and there’s a lot of people that are selling materials, but we still remain true to the main suppliers that we know and trust and that have been through years and years of extensive testing.”

When your business is founded on structural stability, there is no room for cutting corners. And with CCUK’s specialist contractors on board, it is clear that buildings will be in safe hands. More information can be found here: fibrwrap-ccuk.com/

We go and meet the structural engineers, oneon-one or in a group format, and we educate them on the capabilities of composite strengthening

Bridgewater Place, Leeds

360 Sport Finance and Mentoring is dedicated to helping professional and semi-professional sporting clubs and venues with sustainable financial growth, including non-event day business.

help@360accountants.co.uk www.360accountants.co.uk 01482 427360

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

Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures.

contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250

When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly.

info@dynopest.co.uk www.dynopest.co.uk 0800 802 1246

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

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

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

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

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

neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com 0845 094 5976

Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals.

Lindsay@pacesecurity.co.uk https://pacesecurity.co.uk/ 0208 529 3888

Penguin FM (part of the Dhand Capital Group) is a total facilities management and fit-out company, based in Leeds, West Yorkshire and operating nationwide, to ensure that client properties remain safe, compliant and efficient. info@penguinfm.co.uk https://penguinfm.co.uk/ 0113 815 6111

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

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

SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org https://www.saema.org/ 01948 838616

Safe Electric is an NICEIC-approved Electrical Contractor, serving Peterborough, Milton Keynes, and Cambridge. With 48 years of industry experience, our electricians and compliance experts can undertake any project. sales@safe-electric.com https://www.safe-electric.com/ 01487 813 600

At Safety Inspection Solutions Ltd (SIS Ltd) we’ve been helping companies to stay legal for over ten years. Our qualified engineers provide fair, efficient, and flexible onsite inspection services, working closely with clients to understand their needs. enquiries@sis-ltd.org.uk https://sis-ltd.org.uk/ 0800 6696 018

Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251

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

Recruitment service adds more value to FM BD brand

Following this first issue of FM Director magazine, next month will see the launch of the FM Recruiter service, which will provide valuable assistance for companies in their drive to fill the high numbers of vacancies being seen throughout the industry.

Those wishing to see an existing example of how this exciting new venture will develop can visit www. RBDRailRecruiter.com, the hugely successful rail industry jobs board. Founded earlier this year, RBD Rail Recruiter has fast become the go to place for recruiters and job seekers working in the rail sector, with a client list that include some of the biggest and best-known rail employers. This same winning formula is now being replicated in the FM marketplace.

Conversations held with client-side FMs, real estate professionals and service providers in all areas of the extensive FM industry have confirmed that recruitment has become one of their most important issues, and they have confirmed that FM Recruiter will fill a very clear gap.

An increasing number of businesses have stated that a lack of staff has been the main factor to resolve in their drive to deliver growth within their companies. While this has been seen in areas such as engineering in recent years, companies are reporting that difficulties in recruiting sufficient numbers of staff are now being seen in all areas.

Finding the right candidate

FM Recruiter will provide a number of solutions from the outset to assist businesses to fill their vacancies, at the heart of the proposition is a sector-specific job board service that will allow them to target the most relevant people.

This will be combined with support for those seeking employment, including a rapid registration process for those wishing to register on the platform, assistance in creating their CVs to share with potential employers and the circulating of the most relevant job alerts to match their skills and employers’ expectations.

With record numbers of vacancies combining with the highest levels of UK employment for several decades, FM Recruiter is designed to provide a place where employers and job seekers can come together for mutual benefit, becoming a force for good that is much needed throughout the industry.

Another highly relevant factor highlighted by companies and individuals throughout our industry is the high number of opportunities for personal growth, particularly for ambitious young people looking for interesting and varied careers.

When combined with the response of many people that their FM careers have been the result of chance, rather than design, there is an obvious need to provide more information about their many FM career options, which will be another area that FM Recruiter will assist in developing through the provision of in-depth contact with industry experts.

As a member of the Business Daily Group of companies, the service will also benefit from extensive publicity and unique marketing opportunities, including promotion within the hugely popular FM Business Daily newsletter, which is distributed to more than 200,000 industry contacts every day.

This will be further augmented through the continuing growth of the brand, including its wellestablished website, marketing, directory, FM Director magazine and FM Business Daily dedicated LinkedIn group.

More than meets the eye

FM Recruiter will be much more than a standard job board proposition, it will be provide a valuable new service within the current candidate-led market, providing all recruiters with proactive account management, access to detailed metrics to help them to maximise engagement with their job advertisements, profile raising opportunities, recruiter directory entries and promotion throughout all areas of the FM Business Daily brand.

Companies and individuals are invited to contact Dean Bruce (dean@rbdrailrecruiter.com) for more information without obligation to discuss the options available.

Following its launch, FM Recruiter intends to continue liaising with both employers and candidates to ensure its further development continues to match the many needs of the industry.

The launch of FM Recruiter will provide another essential element within the rapidly expanding FM offering from Business Daily Group