FM Director September 2024

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Across the FM industry

Welcome to the September issue of FM Director!

Once again, it’s been a busy few weeks in the world of facilities management – from the final report of the Grenfell Tower Inquiry giving building owners and maintenance managers some serious reading, to the collapse of ISG causing concern for many in the construction industry. We cover it all in this month’s issue!

Our top stories include an exclusive interview with Bidvest Noonan’s CEO, Declan Doyle, who shares his secrets to success with us. We also speak to Tim Sharp, TUC’s Senior Employment Rights Officer, about the ‘one-sided nature’ of zero-hours contracts, as well as Planon Software CEO, Peter Ankerstjerne, who talks to us about the power of technology and its role in bringing people back to the workplace.

In addition to this, we also have an exclusive interview with Dr Gavin Dunn, the CEO of the Fire Protection Association, who gives us his thoughts on the final report of the Grenfell Tower Inquiry, as well as lots more features, news and insights from across the FM industry.

As always, I hope you enjoy this issue and if you have anything you’d like to feature in an upcoming edition, please drop me a line – I’d love to chat with you!

Claire Middleton

claire.middleton@businessdailygroup.co.uk

01482 782287

Be Proactive, Not Reactive

Bidvest Noonan CEO, Declan Doyle, shares his secrets to success

The impact of the school holidays on retail footfall

MRI’s footfall data from 25.08.2024 – 31.08.2024 shows the significant impact of the final week of the school holidays on the UK’s retail industry. Here, Jenni Matthews, Head of Marketing, MRI Software, gives us her industry insight and tells us all about it

IoT and 0G LPWAN: Transforming UK Council Waste Services

Local councils in the UK are facing unprecedented financial pressures, with one in five potentially facing insolvency by 2025. These councils must meet the demands for essential services, such as waste management, against a backdrop of everdecreasing budgets

Managing Editor

Claire

Middleton

Be Proactive, Not Reactive

The power of tech: How can it bring people back to the workplace?

Spotlight on male incontinence and the vital role health and safety plays in maintaining dignity, hygiene, and wellbeing

Scoring Premier League stadiums on their facilities

The ‘one-sided’ nature of zero-hours contracts – TUC

Grenfell Tower Inquiry makes for ‘Difficult Reading’ says FPA CEO

Revolutionising the world of Subcontracting

The impact of the school holidays on retail footfall PTSG – delivering far more than just compliance

Be Proactive, Not Reactive

Bidvest Noonan CEO, Declan Doyle, shares his secrets to success

When Declan Doyle was studying Theoretical Physics back in 1998, the prospect of becoming a CEO was nowhere to be seen on his radar.

Fast forward 26 years, and Declan now leads Bidvest Noonan, one of the most successful FM services businesses operating across the UK & Ireland.

Declan’s natural talent for working with numbers led him to theoretical physics. However, after spending some time during university working part-time in retail, he quickly developed a strong passion for business. This passion led him to head back to the classroom to study accountancy and finance, and eventually pursue a career in business.

Having qualified, Declan served three years with a well-established forensic accountancy firm. In 2005, Noonan – a growing facilities services company – recruited Declan to be their Financial Controller.

Within just three years he was promoted to Chief Financial Officer at the age of 28.

In 2008, as part of Noonan’s executive team, Declan led a management buy-out of the organisation. In the years that followed, he oversaw strong growth for the business which would see the company treble in size by 2015. During this busy period, Declan, who is a strong advocate for continuous development, completed an MBA.

Since becoming CEO, Declan has delivered substantial organic growth, rebranded the business to Bidvest Noonan and delivered strong expansion which saw the business double in size (again!) by 2021.

As CEO, Declan has entirely transformed Bidvest Noonan, investing heavily in innovation, sustainability and talent. Today, Declan leads a dynamic business which employs more than 27,000 people and has a client portfolio which includes many of the UK and Ireland’s best-known organisations.

Our people are out there on the front line every day, making a difference

In 2017, Declan supported the sale of the now much larger Noonan business to Bidvest Plc. In June 2019 Declan Doyle was named Chief Executive Officer for the business.

FM Director spoke exclusively with Declan recently to find out about his strategies for growth, how he feels about his achievements, and the future of Bidvest Noonan.

How did your experience in retail shape your approach to understanding customer needs?

One of the reasons I fell in love with this industry is that it’s very similar to retail. You’ve got to get it right with your team, you’ve got to get it right with your customers, and you’ve got to deliver a topnotch service every single day. Retail is really fascinating because of the real-time feedback you get from customers with regards to what’s working and what’s not.

I try to anticipate and focus on what is coming next and how we can support that customer in terms of what lies ahead

You learn how good the service levels are and what the demand is, and then you can adjust accordingly.

That’s something we’re passionate about here at Bidvest Noonan; we put a lot of work into our customer engagement and try to have open dialogues at multiple levels. We always try to make sure we’re adjusting and pivoting, always meeting and exceeding the expectations of our clients. The ability to look out for that real-time feedback and listen to it, rather than just wait for a quarterly or endof-year review is much more effective for retaining customers and maintaining client satisfaction.

You must listen and learn all the time and be proactive rather than reactive.

You became CFO at a young age and now you’re CEO. To what do you attribute such a swift progression?

The leadership of this business has always been quite long-term in its focus. When I was interviewed for a role in finance at 25, they told me in the very first interview that they were in fact hiring the next CFO. They said that it could take three years, five years, or even more, but whoever they hired, they were looking at making them the next CFO eventually. That really excited me!

After just three years, I took the CFO seat. John O’Donoghue was appointed as our CEO at the same time, and we worked closely together, along with our senior leadership team, for the next 11 years.

We worked hard on growing the business and during those 11 years we quadrupled the business.

There was always an understanding that when John retired, I would step into his shoes, and that happened when I was in my 30s.

What are the core principles at the heart of Bidvest Noonan’s success?

First and foremost, we encourage a culture of care. If we look out for each other, care for each other and treat each other with respect at all levels, we’ll keep this success going far into the future. If there’s one thing that I remain ultra-focused on, it’s doing everything we can to maintain that caring culture. It can get harder as the business grows but it always remains the right thing to do.

We’re also very clear about why we’re here. The reality of what we do every day is about keeping the communities in which we work safer and healthier. Our people are out there on the front line every day, making a difference. We’ve always understood that, but I think the general public got a real sense of that during the COVID pandemic. During all the lockdowns, our people were out there making sure the hospitals were kept clean and secure so they could stay open, and we were critical in terms of keeping the transport infrastructure and essential retail going.

Bidvest Noonan are always out there delivering frontline services and so we have a very strong sense of purpose around that concept. We’re here to create safer and healthier communities today, for tomorrow.

We’re also very competitive and very results orientated. If we set ourselves a target – for example, like we did when we decided to slash our emissions - then we want to beat it. That competitiveness, that focus on the numbers, is what helps to make this business grow.

You like to be hands-on with the company, spending time on customer sites both large and small. How important is this hands-on approach to you?

We do like to get out there as much as we can. I’m certainly out there a few times a month, spending time with our frontline teams. I like to talk to them to find out what’s working for them, what’s not, and to gather a sense of how engaged they are.

We can then ask whether we’re doing the right things, if we’re supporting them in the right way, and if there’s anything else we can do to help them. I find that interaction with our people hugely valuable in terms of keeping myself educated and informed around what’s really going on at the frontline of our business.

We do the same with our customers. We have a fantastic senior management team across the UK and Ireland and managing directors who really know their customers. They know their business and they work hard to develop long-term plans for customers to really drive our offering and expand and deepen the relationships that we have.

Quite often my key question for customers is: What more could we be doing for you today and what more do you expect from us in the future? I try to anticipate and focus on what is coming next and how we can support that customer in terms of what lies ahead.

Being so hands-on with our customers also allows us the opportunity to share with them how we see the industry and our offering evolving.

It also gives us a sense of which of our customers are really aligned with our culture. I think that’s really important; some of our most successful and long-term relationships have been with customers who are truly aligned with us in terms of values and culture.

Once we know who those customers are, we can then look at how we can invest more with them and how we can work with them more long-term.

But you don’t get that from sitting in an office or reading a report; you’ve got to get out and talk to people.

What does the future look like for Bidvest Noonan? More growth? Investment in AI?

We want to be the best FM business around, and we want to double our size again in the next five years. We define ‘the best’ as having exceptional people, sustainable solutions, and disruptive innovation.

The way technology is advancing will lead to a transformation of our industry but we’re never going to be a tech led business; we’ll always be people led. But technology can help us deliver this in a way that’s far better for the customer, our people and our business.

We have a fantastic technology and innovation team led by our tech and Innovation Director, Peter Smyth, who has taken this business on an incredible journey over the last number of years, matching customers – based on their specific pain points - with a large portfolio of innovation.

This is really helping us to deepen the relationship with our customers and offer them an improved service based on their needs.

We’re also looking to step up our investment in AI, with some resources allocated specifically for that purpose. We believe that AI will lead to a major transformation in how we how we do business; leading to a quicker, simpler and more efficient experience for our people and our customers.

For more information about Bidvest Noonan, visit bidvestnoonan.co.uk

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The power of tech: How can it bring people back to the workplace?

Since the Covid pandemic and the various lockdowns it brought with it, the way people work has changed. The standard 9-5, Monday to Friday is no longer the norm, as remote and hybrid working has taken hold across the world

Some people have relished the rise of remote working, thriving in the freedom it allows and the shift in the work/life balance it offers. According to a survey by Forbes, 91% of workers worldwide have a “positive” view of remote working.

Others, however, are not so keen. According to Forbes, 48% of workers said they found it harder to work with other people when working remotely, and 26% said there were more distractions.

Love it or loath it, remote and hybrid working doesn’t seem to be going anywhere soon. But, for those businesses who are ready to encourage a return to the workplace for their employees, what can be done? And can technology play a role? FM Director’s Claire Middleton spoke exclusively to Planon Software CEO, Peter Ankerstjerne, for his thoughts.

Peter admits that there are strong arguments for both sides – those who prefer working from home and those who are opting for a return for the office.

“Bringing people back to the office is important, but hybrid work is not going to go away,” he said.

“The space that Planon Software occupies is all about workplace technologies – centred around the physical building and who’s actually in it.”

Planon Software is a facility management software provider. Its solutions allow people to monitor who is in the building, register visitors and count footfall, amongst other things. These are all things which Peter believes can significantly help encourage people to head into the office to work.

“We connect buildings and people in areas such as maintenance planning projects and communication between employees,” he explains. “People can use our software for figuring out where their colleagues are, wayfinding and booking meeting roomsanything they need to accommodate an effective workday at the office.”

Bringing people back to the office is important, but hybrid work is not going to go away

The Covid Effect

The Covid pandemic had a huge impact on all businesses, and Planon Software was no different, developing significantly since then. Peter explains: “When Covid hit, we were - as most other companies were – a little worried about what it was going to do to the business. But in the immediate aftermath, we actually saw a huge uptake in orders.”

Hybrid is here to stay, but technology can definitely help!

Peter added: “Customers were really interested in digitising the workplace and using technologies in a much better way to accommodate the way people were working in the ‘new normal’.

“This included simple things like booking a meeting room or reserving a desk, to more advanced things like being able to monitor where people were working in order to accommodate their servicing regime.

“In those early days after Covid, everything was focused on hygiene and traceability. Our software allowed facilities managers to see the footfall of a property, showing them where people were and weren’t working.

“That allowed them to ensure the places that were being used were properly cleaned. It also meant that time, effort and resources weren’t wasted in areas that hadn’t been used.”

Saving costs

Planon Software’s facility management solutions can really help drive efficiencies and save costs in many areas of a business, in addition to cleaning services, such as catering.

Despite the social benefits of being in the office, I don’t think it will ever be the norm to be 100% office-based again any time soon

“If you know there are only 200 people working on one day in a 500-person workplace, your catering team doesn’t need to prepare food for 500, just 200,” explains Peter. “This saves money and cuts down on waste.”

Why should people return to the workplace? So why are some businesses so keen to get their workers back into the office at least some of the time?

“Having friends at work is important,” says Peter. “I saw a study recently that said the biggest driver of customer success, employee satisfaction and workplace happiness was having a best friend at work. It’s hard to make friends and to connect with people if you never meet each other.

“You can have virtual meetings, so you can still chat and build relationships, but they’re not going to be the big, deep and meaningful relationships you forge when you have lunch with someone or sit next to them for seven hours every day.”

Technology, particularly the kind that Planon Software provides, has a real power when it comes encouraging people back to the workplace, and to accommodate them once they’re there.

The mobile app can help people to decide whether to go to the office or not. If a work friend is in, that’s a possible motivation for some to head in also. It also makes it easy to book at desk or reserve a meeting room. They can even see what’s on the lunch menu!

Then once they’re in the office, the tech works further to accommodate an easier workplace experience.

Is hybrid working the future?

Despite the benefits of going into the office and seeing your colleagues face-to-face, Peter acknowledges that hybrid working has its benefits and is not something that is going to disappear any time soon.

Nor does he think it should. Planon Software as a company has embraced hybrid working and has no plans to force its employees back to the office full-time any time soon.

We are not planning to return to a 100% office-based model

Peter explained: “We are not planning to return to a 100% officebased model. Our recruitment is now based on hybrid work which means we are not only recruiting people from the local area here in the Netherlands, but we are able to recruit people from all over the world.

“We can cast a much wider net, meaning you can recruit the absolute best, rather than the closest. Our employees also enjoy the flexibility of hybrid working and the freedom it gives them.

“They enjoy the fact that they can go to the bank, take the dog for a walk or pick up their kids from school. It’s a nice quality of life. So, despite the social benefits of being in the office, I don’t think it will ever be the norm to be 100% office-based again any time soon. Hybrid is here to stay, but technology can definitely help!”

To learn more about how technology can help businesses adapt to hybrid working, click here to view Planon’s informative webinar – Using Technology to Adapt to Hybrid Working Models – on demand.

For more information about Planon Software, visit planonsoftware.com

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Spotlight on male incontinence and the vital role health and safety plays in maintaining dignity, hygiene, and wellbeing

In today’s workplaces, health and safety standards are not just regulatory requirements but essential practices that safeguard the dignity, hygiene, and wellbeing of all employees. Among the many health and safety challenges that facilities managers face, one issue that often goes unnoticed is male incontinence and the proper disposal of hygiene waste

BOG STANDARD

At phs Group, we are committed to raising awareness about the importance of male incontinence bins in the workplace. Through initiatives like the BOG STANDARD campaign, we aim to highlight the necessity of providing appropriate hygiene facilities for all employees. We’re using expert research to establish and set new standards in the washroom, ensuring men have access to the facilities they need to dispose of incontinence waste with dignity.

Introducing male incontinence bins is a crucial step in the right direction, ensuring that hygiene waste is managed correctly and sustainably. As we continue to advocate for better facilities and practices, we must remember that health and safety are about more than just compliance—they are about caring for the people who make our workplaces thrive.

You can get involved by signing up to the BOG STANDARD and show your commitment to improving washrooms and supporting the needs of men in your workplace.

Ryan Farnworth is the Head of FM and Property Management at phs Group, where he is dedicated to improving workplace health and safety standards across the UK.

Here, he tells us more about this important issue and the BOG STANDARD campaign, which is aiming to raise awareness of male incontinence and ensure men have access to the facilities they need to dispose of incontinence waste with dignity.

Generally, and misguidedly, incontinence is most commonly associated with women.

But it’s important to note that this is an issue that affects a significant number of men as well. Yet, the facilities and services to manage male incontinence in the workplace are often insufficient or overlooked, leading to a range of issues that impact both individuals and organisations.

At phs Group, we’re working hard to raise awareness of male incontinence, the challenges faced by a growing number of men, and what can be done to help. Here are some of my thoughts on the issue.

The hidden reality of male incontinence

Male incontinence is a condition that many men experience, but few discuss it openly. This year, phs Group and Prostate Cancer UK published joint research into male incontinence. We found that:

One in three men over 65 are estimated to have an incontinence problem.

One in 25 men over the age of 40 experience incontinence issues each year.

Whether due to prostate issues, age, or other health conditions, incontinence can affect men of all ages.

Despite its prevalence, there is a noticeable lack of facilities catering specifically to male hygiene needs in many workplaces. Our research found that:

38% of men take a bag out with them to dispose of used hygiene products until they get back home.

34% ask their female partner to keep used hygiene products in their handbag.

32% wear hygiene products longer than advised, which can cause further health risks.

25% acknowledge that they have resorted to flushing them in the toilet.

These figures are concerning, showing that due to a lack of facilities, men dispose of these products in general waste bins or flushing them down toilets, leading to numerous health, safety, and environmental concerns.

Whether due to prostate issues, age, or other health conditions, incontinence can affect men of all ages

The dangers of improper disposal

When hygiene products are disposed of incorrectly, the risks extend far beyond the immediate inconvenience. Cleaners, often unaware of the contents of waste bins or the risks associated with handling incontinence products without proper protective equipment, are particularly vulnerable.

The improper disposal of such products can expose cleaning staff to harmful bacteria and viruses, creating serious health risks. Moreover, the environmental impact of flushing incontinence products is significant.

These products do not break down easily, leading to sewage system blockages and water pollution.

This also leads to cost implications for workplaces. The flushing of incontinence products can lead to expensive plumbing repairs and increased maintenance costs.

According to Prostate Cancer UK, nearly 1 in 5 workplaces are paying to unblock men’s toilets, and 1 in 3 estimated that the annual financial cost of maintenance and unblocking of toilets was up to £5,000.

Health and safety: A shared responsibility

Addressing male incontinence in the workplace is not just about providing the necessary facilities; it is about upholding the principles of health and safety that protect every individual within an organisation.

Proper hygiene waste management is critical for maintaining a safe and respectful work environment.

The installation of male incontinence bins is a simple yet effective measure that can significantly reduce the risks associated with improper disposal.

Beyond the practical benefits, providing these facilities helps maintain the dignity of those affected by incontinence. No one should have to compromise their self-respect due to a lack of appropriate facilities.

When workplaces take proactive steps to address this issue, they demonstrate a commitment to the wellbeing of all employees, helping everyone feel included and respected.

The path forward: sustainable waste management

Properly disposing of hygiene waste is not only a matter of health and safety, but also an opportunity for organisations to contribute to environmental sustainability.

When incontinence products are disposed of correctly, they can be treated and incinerated to generate energy from waste, reducing the environmental footprint.

This aligns with broader corporate sustainability goals, showcasing how small changes in waste management practices can lead to significant positive outcomes.

Despite its prevalence, there is a noticeable lack of facilities catering specifically to male hygiene needs in many workplaces

Scoring Premier League stadiums on their facilities

Each year the Premier League has an average attendance of around 15.3 million people, amounting to a spectatorship that is the equivalent of 22.8% of the UK population

With this in mind, new data by health & safety experts, Direct365 has revealed which Premier League stadiums offer the best facilities for their fans, including health and safety, defibrillator accessibility, disabled access availability, as well as the food and drinks on offer.

Newcastle United takes home the trophy for top performing ‘fan first’ club

St. James’ Park which is home to Newcastle United scores best overall in terms of their facilities and services, scoring an impressive 68.6 points out of 100. This 52,000-capacity stadium combines great value food and drink with fan-friendly amenities. Closely behind, Bournemouth and Brighton scored 66.6 and 60.8, respectively when taking into consideration all of their facility offerings.

On the contrary, West Ham United, Fulham, and Aston Villa have room for improvement. Despite its sizable capacity of 60,000, West Ham’s London Stadium struggles with a low score of 38.1. Fulham’s Craven Cottage isn’t faring much better, with a score of 36.5. Aston Villa’s disappointing 34.8 is mainly due to their poor scores with defib access and disabled supporters’ resources.

Leicester City fans are able to access a defibrillator the easiest, with 10 defibs located just 0.34km from the ground

In terms of health & safety of the stadiums, and more specifically the availability of defibrillators, Leicester leads with a score of 79. This is thanks to 80% of defibrillators near the King Power Stadium being publicly available and accessible around the clock. Newcastle follows with a score of 68.4 as its nearest 10 defibrillators located just 0.38km from St. James’ Park, with one inside the stadium itself.

Coming in third position is Brighton & Hove Albion. While the stadium’s 10 closest defibrillators are on average located 1.97km from the stadium, 100% of these defibrillators are accessible to the public, with 70% of them operating 24/7.

On the other hand, Aston Villa comes bottom with a score of 26.3, as only 30% of defibrillators near Villa Park are available around the clock. Arsenal and Fulham follow, with only 20% of the closest available defibrillators being accessible 24/7. However, according to building regulations, stadiums should reserve at least 6% of their seats for disabled fans.

On average, only 0.58% of all premier league seats have wheelchair access

When it comes to accessibility within Premier League stadiums, none of the teams perform very well. Bournemouth caters to its fans the most in terms of accessibility, offering 2.53% of its seats as wheelchair-accessible. Brighton & Hove Albion and Liverpool follow, with 0.69% and 0.48% of their seats set aside for wheelchair users, respectively.

At the other end of the table, Fulham, Ipswich Town, Aston Villa, and Nottingham Forest offer the least amount of disabled seats to their fans. These grounds offer less than 0.40% of their seats for wheelchair users, with Forest’s City Ground offering just 77 seats, which is just 0.25% of all seats in the stadium.

The average cost of a pint at a premier league game is £4.76

The food and drink at a football match is a must for lots of fans and adds to the experience of attending the game. Taking a look at the costs of common refreshment purchases and general food and drink ratings, Newcastle United leads. You can get a cup of tea at £2, beer at £2.50, and pies at £3.

In terms of health & safety of the stadiums, and more specifically the availability of defibrillators, Leicester leads with a score of 79

Football teams at all levels must ensure that their fans have easy access to defibrillators

Manchester City’s Etihad Stadium has been ranked the lowest for refreshments. Pies at the stadium will cost you on average £4.70 and a pint will put your back £4.60. Elsewhere, Leicester has the priciest pint in the league, setting you back £5.80.

Direct365’s Head of Digital, Karl Bantleman at Direct365 says: “It is apparent from our research that while Premier League teams may be the best performers in football globally, they have some work to do in ensuring that their stadiums are a place where their fans feel included and safe at all times.

The Magpies compare favourably against the average team with the average Premier League food and drink costing £2.23 for tea, £4.76 for beer, and £4.36 for pies.

Coming in second is Manchester United. Fans can enjoy a pint for just £3 at Old Trafford, while a cup of tea costs £2.

Wolverhampton Wanderers follow, as while the cost of their pie is £3.60, making it 60p more expensive than Manchester United, the cost of beer at Molineux Stadium is £4.

“As well as ensuring that your fans are satisfied by providing affordable and good quality refreshments, football teams at all levels must ensure that their fans have easy access to defibrillators and that AED’s are well signposted throughout each stadium Furthermore, while football is an inclusive sport that people of all ages and abilities can watch, it is therefore recommended that an accessibility risk assessment is carried out at each stadium to ensure that each team is offering adequate facilities for its disabled spectators.”

Direct365 provides essential business services and products to thousands of businesses across the UK, from baby changing facilities to waste collection. It provides small businesses with the products and services they need to run smoothly, legally, safely and professionally

The ‘one-sided’ nature of zero-hours contracts – TUC

Zero-hour contracts (ZHC) became more common in the UK during the early 2000s. Of course, casual working arrangements have been around for decades, but the use of zero-hour contracts has increased significantly in recent years

Arecent poll by the Trades Union Congress (TUC) has revealed some interesting facts and insights into the feelings of workers on ZHC, including the fact that 75% of people on such contracts have experienced financial difficulty due to lack of work and 84% want regular hours.

FM Director asked Tim Sharp, TUC’s Senior Employment Rights Officer, what he thought about the results of the survey.

“It confirms what workers have been telling us for a while, which is that zero-hours contracts and similar arrangements are not a form of flexible working for workers,” Tim said.

“They offer a form of one-sided flexibility that’s more in favour of the employer. A worker on a zero-hours contract is often worried about whether they’re going to get a shift tomorrow or next week, and therefore how they’re going pay the bills. They’re also often worried about turning down shifts and subsequently struggle to cover any care responsibilities they have, or to have any sort of private life because as soon as the shift is offered, they feel they have to accept it or risk not being offered any more shifts in the future.” Tim added.

Financial pressures

The poll reveals that many zero-hours workers are struggling financially due to being underemployed.

Three-quarters (75%) of those polled say they have experienced difficulty meeting living expenses due to not being offered enough hours.

This is backed up by other findings from the poll which show that:

Two-thirds of (66%) of people employed on ZHC are seeking extra work.

Well over half (58%) of zero-hours workers’ requests for more hours are being refused by employers.

One-way flexibility

As Tim highlights, ZHC are very one-sided. Backing this up further, the survey shows that:

Over half of ZHC workers (52%) have had shifts cancelled at less than 24 hours’ notice.

Two-thirds (66%) of ZHC workers say they received no compensation for cancelled shifts – with just 1 in 20 (5%) fully compensated.

Over three-quarters (76%) say they felt they had to work despite feeling unwell.

Work-life balance

The poll also reveals how many ZHC workers have struggled to balance caring responsibilities and family commitments with their work. 50% of those questioned say they have had trouble managing childcare with their work, rising to 67% for mothers.

In addition, 76% say they have missed out on a planned family or social event due to needing to work.

A worker on a zero-hours contract is often worried about whether they’re going to get a shift tomorrow or next week, and therefore how they’re going pay the bills

Main image: Tim Sharp, credit to Jess Hurd

The poll shows that mums (35%) and carers (38%) on ZHCs are more likely than those not on ZHCs (22% and 20% respectively) to often find it hard to manage care alongside their work – putting paid to the idea that ZHCs are the best way to help working parents and carers balance paid work and unpaid caring commitments.

The majority (80%) of students on zero-hours contracts also reported that they had experienced difficulties managing studying and education alongside their work.

The poll further reveals that even amongst the minority of zero-hours contract workers who report working in this way because of their need for flexibility (for care or for study) – 6 in 10 (61%) – would prefer a contract with guaranteed shifts (compared to less than a quarter, 23% of this group for whom this arrangement would not be preferable).

Making work pay

The TUC says the findings highlight the importance of the government’s forthcoming Employment Rights Bill that will ban the use of zero-hours contracts and other exploitative practices.

Tim says: “The incoming government has promised to ban exploitative zeros contracts, and it’s talked about ensuring that workers have the right to a contract that reflects their normal hours of work and based on a 12-week reference period.”

Analysis published by the union body in June revealed that 4.1 million people in the UK were currently employed in low-paid and insecure work – including around 1 million workers on zero-hours contracts.

Separate TUC polling published in July revealed that the vast majority (67%) of voters in Britain – across the political spectrum – support banning zero-hours contracts by offering all workers a contract that reflects their normal hours of work and compensation for cancelled shifts.

Tim added: “What I what I hope we’re going to see because of a ban is greater security for workers, but also employers investing in their staff training. The situation we have now is one where –in parts of the economy – the relationships with employers and workers are fleeting and transactional and without much investment. So, I hope that it’s going to lead to a situation where employers find that they’ve got more experienced, committed workers and that the workers get the security that they’ve told us in this poll that they desperately want.”

Backing up these sentiments, TUC General Secretary Paul Nowak commented: “Most people on zero-hours contracts would much rather have the security of guaranteed hours and to be able to plan their lives properly. The so-called ‘flexibility’ these contracts offer is hugely one-sided with shifts regularly cancelled at the last minute – often without any compensation. I would challenge anyone to try and survive on a zero-hours contract not knowing from week to week how much work they will have.”

He added: “It’s time to drive up employment standards in this country and to make work pay for everyone.

“The government’s forthcoming employment rights bill will help create a level playing field – and stop good employers from being undercut by the bad.”

It’s time to drive up employment standards in this country and to make work pay for everyone

What to Expect:

• Discover the benefits of using a FASET member

• Learn how to maximise the value of FASET membership for your business

• Hear from FASET representatives about the organisation’s mission and impact.

On Thursday 1st August, you are invited to join FASET in Aberdeen for an exclusive afternoon session where you will hear from the leading Fall Arrest Safety Equipment Testing Association and leading industry specialists. Don’t miss this chance to

• Connect with fellow industry colleagues and expand your professional network.

• Gain insights from FASET members on their experiences and the value FASET brings.

• Get your questions answered through work at height Q&A session.

This is a valuable opportunity to meet and network with relevant industry colleagues and for you to gain

Grenfell Tower Inquiry makes for ‘Difficult Reading’ says FPA CEO

The FM industry is an ‘important part of the puzzle’ to make sure this never happens again, says Dr Gavin Dunn.

In the early hours of14 June 2017, the UK watched in horror as a fire ripped through a 24-storey block of flats in North Kensington, London. Grenfell Tower.

Tragically, 72 people lost their lives in that fire, in an incident that could have – and should have – been prevented.

Following an extensive inquiry into what happened that night and why, Sir Martin Moore-Bick’s final report was published this month, containing several important recommendations that will have a profound impact on the fire safety, construction, and social housing sectors for years to come.

The report did not identify one single fault that led to the fire, but rather highlighted countless flaws and shortcomings that led to inherent failures in the system to build and maintain safe housing, particularly in high-rise buildings. Not only did this systemic failure lead to the death of 72 residents, but it also impacted thousands more survivors, friends, family, and those in attendance on that fateful day.

The UK’s leading fire safety organisation, The Fire Protection Association (FPA), welcomed the publication of the landmark Phase 2 report and will look to work to help implement the recommendations to improve fire safety across the country.

Tragically, 72 people lost their lives in that fire, in an incident that could have –and should have –been prevented

In a press release the day the report was published, FPA Chief Executive, Dr Gavin Dunn said: “It is imperative that everyone involved in all parts of the system reflect on what has happened, what has been done in the past, but most crucially, what needs to now be done differently to enable the change that will ensure a similar tragedy does not reoccur.”

FM Director ’s Claire Middleton also spoke exclusively with Dr Gavin Dunn to find out more about his opinions on the report, which we’ll look at later in this article. Firstly though, the FPA presente a summary of the report’s findings to help those working in the fire safety and related industries.

Legislation and regulations

Sir Martin’s report calls for government to “draw together under a single regulator all the functions relating to the construction industry” and the bringing of all fire safety responsibilities under one department with a single Secretary of State.

He also recommended this Secretary of State appoint a Chief Construction Adviser to “provide advice on all matters affecting the construction industry”.

It is imperative that everyone involved in all parts of the system reflect on what has happened

Regarding statutory guidance, the report recommends it be reviewed, especially Approved Document B, with “a revised version published as soon as possible”, and that those advising on changes to statutory guidance should include representatives from academia and those with practical experience of the industry. Sir Martin states that in this area “Fresh minds are needed.”

He also recommends that a warning be included in the building regulations that compliance with guidance does not automatically mean compliance with the regulations – one of the clear problems identified by the Inquiry.

One other area considered was that around building control, where the report recommends that the government appoint an independent panel to consider whether building control functions should be performed by those who have a commercial interest in the process or by a national authority.

Competency and accountability of professionals

The Inquiry uncovered how fundamental misunderstandings and assumptions were made at all stages of the Grenfell refurbishment project, with flawed decisions being taken based on flawed information. In response to these findings, the report made a number of recommendations around improving the quality of fire safety work performed by individuals and organisations. It has called for it to be made a statutory requirement that a fire safety strategy is produced by a registered fire engineer for the construction or refurbishment of any higher-risk building and this be submitted, reviewed, and resubmitted at Gateways 2 and 3.

To ensure that any fire strategy produced is of a suitable standard, the recommendation was made that “the profession of fire engineer be recognised and protected by law and that an independent body be established to regulate the profession, define the standards required for membership, maintain a register of members, and regulate their conduct”.

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The standards and skills required of a competent fire engineer should, as recommended by the report, be produced by a “group of practitioners and academic fire engineers”. It also recommends that government make it clear that BS 9414 should not be used as a substitute for an assessment by a suitably qualified fire engineer.

The report also called for the accountability regarding higherrisk buildings to be extended to include senior managers of the principal designers and a director or senior manager of the principal contractor and for this accountability to be placed on a statutory footing. The recommendation will see the submission of a statement from each of these individuals confirming that all reasonable steps have been taken to ensure that on completion the building will be as safe as is required by the Building Regulations.

Another key role that came under rightful scrutiny in the Inquiry was that of the fire risk assessor. There has for some time now been concerns over the competency of some people undertaking fire risk assessment work, particularly around assessing specialist risks such as cladding.

The report recognises that fire risk assessments are a fundamental underpinning piece of the safety of any built assets and a key recommendation made is for government to establish “a system of mandatory accreditation to certify the competence of fire risk assessors by setting standards for qualification and continuing professional development”.

The broader story is of a sector that has failed to take its duties seriously and has allowed a progressive deregulation of standards over many years

One factor that became particularly clear over the course of the Inquiry as to why the Grenfell fire was so intense and able to spread so quickly was the importance of the tower’s cladding. Decisions on the choice of products and the materials used were flawed or inappropriate, sometimes due to alleged confusion over the statutory guidance, sometimes through incorrect product test results. This was all further undermined by a core system that was weak, with significant misunderstandings in the product certification and building regulatory system.

The report also clearly identifies deliberate and malicious actions taken by those wishing to take advantage of these inherent problems to game the system for commercial gain. The weakness of system opened the door to malpractice and individuals engaged in “deliberate and sustained strategies to manipulate the testing processes, misrepresent test data and mislead the market.”

The report has two major areas of recommendation to counter the problems that arose in this sector of the fire safety system. Firstly, it recommends that “steps be taken in conjunction with the professional and academic community to develop new test methods that will provide the information needed for such assessments to be carried out reliably”. In conjunction with this, it calls for all test results be included to support any certification and that they be made available by law on request.

Overseeing this, the report recommends that the construction regulator should be responsible for assessing the conformity of construction products and issuing certificates. A full test history would also be required to be provided to the regulator by manufacturers, who must also inform the regulator of any “any material circumstances that may affect its performance”. Sir Martin makes it clear that there is an expectation for certificates issued by the regulator “to become pre-eminent in the market”.

The future of fire safety

With the Inquiry recommending that the definition of ‘higherrisk’ buildings for the purposes of the Building Safety Act be reviewed urgently to consider the presence of vulnerable people, and Sir Martin’s call for further consideration to be given to the implementation of Personal Emergency Evacuation Plans (PEEPs), there is a clear drive to put current and future residents at the heart of the changes to come out of the Grenfell disaster.

It should be noted that reassessing the definition of ‘higherrisk’ buildings is very significant and could have a big impact on what happens next. Only two years after the passing of the Building Safety Act 2022 which set the definition based on height, government will need to be careful in its approach to any changes it makes so as not to undermine the progress that has already been implemented as a result of this legislation.

Speaking exclusively to FM Director , Dr Gavin Dunn said: “There’s a huge amount in the report; much of it significant and some of it potentially quite radical. It’s difficult reading because it highlights individual areas of failure, either by organisations or individuals.

“The broader story is of a sector that has failed to take its duties seriously and has allowed a progressive deregulation of standards over many years. Both the inquiry and previously, Dame Judith Hackett, described a systemic failure and part of the problem with systemic failure is that everyone’s at fault, and no one’s at fault. The report has shown that there is a requirement for everyone in the sector to reflect on what they did wrong, and to consciously decide to do things differently moving forward.”

The role of the FM industry Dr Dunn went on to highlight how the facilities management sector can play its role in making sure the report’s recommendations are implemented and help to make sure a tragedy of the type and magnitude of Grenfell never happens again.

“The FM world is a very important part of the puzzle,” he said. “There’s an argument that says the design and construction sector is effectively providing buildings which have the potential to be operated safely, whether they’re actually operated safely, very much comes down to how they are then managed. The approach of the FM world in discharging those duties in maintaining those properties very much determines whether the potential of the building is fulfilled.

“You also know whether it’s compromised for the future. I think one of the problems we see is in the life of a building, is that actions from one person 20 years ago can have a material impact on the safety and performance of a building today. This tragedy was down to a holistic failure, and we now need everyone to do things slightly differently. Yes, the government was at fault - regulations could have been better and clearer. And yes, the competency and accountability of the professionals was clearly below par, but it was a wide range of failings in terms of people not doing their job correctly or to the standards required.”

The FPA fully support all the recommendations contained in the report and stands ready to provide support and leadership to the government, as well as to organisations and individuals in navigating the significant and necessary changes the recommendations will likely bring to the fire safety sector.

Summarising his thoughts about the impact the report will have, Dr Dunn makes it clear that, “we only succeed if enough of the sector gets together and gets on doing things right”.

Keep an eye out for more exclusive comment from Dr Dunn in FM Director over the next few months as this story unfolds more.

The Inquiry report and full supporting documentation is available atgrenfelltowerinquiry.org.uk/phase-2-report

Revolutionising the world of Subcontracting

Subcontracting is an inevitable part of FM; it can’t be avoided. But what can be avoided are the challenges, hurdles and complications that the process of subcontracting often brings with it. Introducing Subii…

Subii is an innovative online platform designed to connect service providers to share resources and ensure delivery of service. It makes the process of posting unallocated shifts and jobs super quick and easy, and equally quick and easy to find new opportunities, shifts and jobs.

Founded around a year ago, Subii was born from the idea that subcontracting in the security industry needed to be much more streamlined, easily trackable and less complex.

Valon Statovci, co-founder of Subii, has a strong background in the security industry, and previously a security company owner. Therefore, he was acutely aware of the challenges that subcontracting within that industry can bring. “

One of the pain points we always had in our company was finding other security companies to help us fulfil all our jobs, and another was keeping on top of all the jobs that we’d send out to these suppliers,” Valon explains.

He says that this was particularly difficult for bigger jobs which required a mix of suppliers. “It was always a headache because one company might supply 10 people and then another could do 12, and then and then maybe another could do 5,” he says.

“We had to resend the information about what work was still available to all of them, trying to confirm who could do what. It was always very difficult.”

And the challenges didn’t end there, as Valon goes on to explain: “We then had to collect all the information we needed from the suppliers, such as staff information. The transfer of information wasn’t very efficient and so that’s how we came up with the idea of Subii – to have a platform where you can centralise all your subcontracting.”

Subii makes the whole subcontracting process simple, acting as a supply management tool which allows companies to manage their suppliers effectively.

“You can see who’s being invited to jobs, you can set all the agreed payments for the different types of jobs/suppliers and then you can report on it.

“You can easily see which supplier did what, and how much they’re owed, because it’s all agreed on the platform. There’s no room for dispute about hours or payment because it’s all there in black and white,” Valon explains.

Valon also talks about how Subii can help companies avoid wasting money by ending up with too many workers. He says: “There are times when companies find themselves in a staffing emergency, desperately ringing round asking for staff. Before they know it, four or five might turn up, when only two were needed because the system of allocating and confirming jobs wasn’t efficient.

There was a gap in the market for this type of platform, and we’re working hard to fill it

“All those workers still need to be paid, which is a waste of funds. Subii stops all that. You only get the workers you need, and therefore only pay for what you have to.

“The platform centralises everything. It’s a lot clearer, more streamlined and direct and as a company, you can view the entire subcontractor operation from the top down, drilling down into individual parts when and if you need to.”

Still in its relative infancy, Subii has only just soft launched, but has already made a significant impact on the industry, garnering lots of support and enthusiasm from companies in the security industry.

“There was a gap in the market for this type of platform, and we’re working hard to fill it. We’re learning a lot from our soft launch but it’s an ongoing process,” Valon explained.

Valon’s aim is for the Subii platform to become part of companies’ everyday outsourcing procedures, not just something that they use from time to time because it’s useful, but the standard procedural way they handle subcontracting day-to-day.

And what sets Subii apart according to Valon? “The main thing is that we’re not trying to compete with other security firms,” he says.

“We’re trying to facilitate communication between companies. We’re just here to help.

Many companies don’t like the fact that they have to outsource, but often it’s just necessary

“We’re not directly supplying security staff; we’re trying to make it easier for companies to outsource the requirements that they need to fill.”

He adds: “Many companies don’t like the fact that they have to outsource, but often it’s just necessary. Not many firms are always in a position where they have everything they need to fulfil all of their clients’ requirements, and so it’s vital to have an efficient supply network. We just want to make it as easy as possible for people to communicate with each other.”

A venture like Subii doesn’t come without its challenges, and Valon goes on to explain some of the key hurdles they’ve faced in developing the platform and how they’ve navigated them.

“A big challenge has been adapting to the multitude of variables. There are so many moving parts to the subcontracting process – a customer might want certain information or to build a job in a certain way – we’re still discovering new variables all the time and so adapting to those is tricky, but we’re getting there.”

Valon adds: “The biggest challenge for any kind of self-service platform like Subii is whether it’s intuitive enough. How much training will it need? How much better do we want to make it? That’s been a challenge because when you’re creating it you understand it so you know how things should be done. But then you set it out in the wild and everyone’s doing it in a different way, you must adapt and really try to refine it continuously so that we can make it better for the users.”

Looking to the future, next up is Subii’s hard launch, but beyond that what do the next few years hold in store? Valon says: “We really want to make a splash in the security world. We know the industry, we know how it operates, and we want to prove that our kind of platform works for all companies, both big and small. We also want to expand into the rest of the UK FM space, starting with cleaning. Temporary recruitment is also on our radar, but that will be a little further down the line.

“Ultimately, we want to help facilitate the supply chain management of all people providers in FM.”

For more information about Subii, please visit subii.co.uk

The impact of the school holidays on retail footfall

MRI’s footfall data from 25.08.2024 – 31.08.2024 shows the significant impact of the final week of the school holidays on the UK’s retail industry. Here, Jenni Matthews, Head of Marketing, MRI Software, gives us her industry insight and tells us all about it

The final week of the school summer holidays saw a strong rebound in footfall across all retail destinations when compared with the week before.

This surge is likely to be aligned with many consumers finishing their back-to-school shopping, and university-bound students beginning to shop for essentials. This also coincided with payday weekend creating an ideal environment for retailers particularly following the turbulent weeks experienced for many.

Footfall rose by +2.1% in all UK retail destinations last week from the week before which was led by a +2.3% boost in high streets followed by shopping centres (+1.8%) and retail parks (+1.7%).

The beginning of the week saw activity fall by -1.8% week on week from Sunday to Tuesday and was particularly noticeable in high streets with a drop of -3% recorded for the same period. However, this was short lived, with the second half of the week experiencing daily rises in all retail destinations. Again, high streets felt the benefits of end of summer events and back to school shopping, especially on Saturday, as activity rose by +13.7%. At a regional level, high streets in the East of England (+6.9%) and the South East (+6.6%) recorded substantial increases compared to the week before.

As the school summer holidays drew to a close, many may have chosen to use this as an opportunity to extend the bank holiday weekend into a full vacation week.

Compared to 2023 levels, footfall remained higher in high streets and retail parks by +2.3% and +3.7% respectively

This was noticeable in coastal towns (+7.7%) and market towns (+5.5%) week on week. In contrast, MRI Software’s Central London ‘Back to Office’ benchmark (-5.7%) recorded a sharp drop in activity from the week before, however did witness a strong rise in activity compared with 2023.

While regular commuters into the city may have chosen not to travel in for the final week of the month, and the school summer holidays, the surge in year-on-year activity could be attributed to day trippers visiting the city and overall tourism.

These trends are important for the retail sector to follow, particularly leisure and hospitality venues, in ensuring their back of house equipment is fully maintained and working to be able to cater for the increase in footfall during this period. Failure in doing so could mean substantial costs for venues in the form of emergency repairs as well as any losses in sales as a result of equipment not functioning correctly.

Compared to 2023 levels, footfall remained higher in high streets and retail parks by +2.3% and +3.7% respectively, however shopping centres witnessed a marginal decline of -0.6%.

With many businesses enforcing a return to office this September, retailers, leisure and hospitality establishments should prepare for an increase in weekday footfall and ensure staffing, facilities and operations are all managed accordingly to cope with the influx. Footfall levels, as of week 35, currently remain only -7.7% lower than 2019 across all UK retail destinations which suggests the gap is narrowing as the year progresses and businesses supporting a return to office will improve this further.

For context, footfall in 2023 remained, on average, -11.3% lower than 2019 levels. As we look ahead to the final part of the year, the retail sector on the ground will be preparing for the Golden Quarter, ensuring staffing schedules are planned accordingly, based on historical trends during the lead up to Christmas and other busy periods.

For establishments that have a dining element, the focus will be on ensuring all equipment is maintained and serviced in time to avoid any downtime during one of the busiest periods of the year.

For those operating at head office level and managing property portfolios, lease renewals will be a key part of the 2025 strategy; many property owners are likely to have signed five or 10 year leases as the pandemic set in in 2020, fast forward to now and decisions will need to be made on renewing or ending leases based on a seismic shift in consumer behaviour as well as office workers and the adoption of hybrid working.

With more and more people likely to return to offices from September, commercial property owners will be monitoring trends closely that will likely influence their asset portfolio in the next three to five years.

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The Problem

Leaking toilets waste between 215 and 400 litres of clean drinking water on average every day.

Between 5 and 8% of toilets in the UK are leaking, mostly dual flush toilets.

A principle cause of a leaking toilet is a faulty button operated flush valve.

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Syphons cannot leak when they fail, however syphons traditionally use lever control which is seen as outdated.

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A product that lifts water up.

A leak free, low flush syphon operated WC using a push button.

• The only product to use self-recharging air lock technology

• No dynamic joints beneath the water, syphonic in nature

• No assisted power source required

• Manual activation; mechanically operated

• User friendly flush button - 25mm button travel

• Choice of three button caps: 1. Flush design, 2. 5mm Protruding design, 3. Palm push button

• Single flush sub 4L

• BS EN 997 compatible with specified WC pans

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PTSG – delivering far more than just compliance

Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services for the built environment

What makes it the leader in its field is the capability amongst its c3,000 specialists of meeting the complete specialist services requirements of customers in all sectors.

This includes testing and inspection of a wide range of specialist systems and equipment: façade access and fall arrest equipment, lightning testing and electrical compliance, building access cleaning and maintenance, fire and security solutions and water hygiene and treatment. As a result, the Group’s 30,000+ customers remain compliant, safe and well-maintained in all areas of their estates.

Installations are another central part of PTSG’s service – again, spanning multiple disciplines.

Bill Taylor, Managing Director of PTSG Installs, and his highly trained and professional team ensure the highest standards of service are achieved in all areas. This includes Fall Arrest Installs, Lightning Protection Installs and Mechanical Fire Installs.

“We’re proud of the work we do and the difference it makes,” says Bill Taylor. “Every installation we complete adds value not just to the building, but to the people who live and work there.”

Fall Arrest

Fall arrest systems are used to stop the fall of a maintenance worker before contact with a surface, thus preventing any serious injury – or any injury at all. They include devices such as full body harnesses, horizontal lifelines and anchor points (fixed or mobile).

Fall restraint systems stop workers from reaching the edge of a work area, so that no fall can occur. Systems include edge protection, guard rails and demarcation. PTSG installs a comprehensive range of fall protection systems and equipment encompassing fall arrest and fall restraint.

Lightning Protection

PTSG is the UK’s leading supplier of lightning protection services and with the acquisition of JW Gray in 2015, is believed to be the oldest trading company providing lightning protection in the UK and possibly even in Europe.

Depending on clients’ needs, PTSG can provide either a standard or bespoke solution, including layout drawings to meet architect, consultant and contract engineer specifications.

Calling on specialists across the Group, PTSG can also provide additional services when ‘rope access’ equipment is required.

PTSG is also a specialist provider of power earthing systems. This is a fundamental and critical aspect of electrical systems and installations. It involves creating a conductive path to the ground to ensure safety, protect equipment, and maintain the reliability of electrical systems.

Mechanical Fire

Sprinkler systems and dry and wet risers form the basis of PTSG’s mechanical fire installs. In tandem, they give clients peace of mind that their buildings are safeguarded by the most effective means of protection available. PTSG installs new systems as well as maintaining clients’ existing assets.

PTSG also delivers other installations including glazing; steelwork for structures such as towers; passive fire assets such as fire doors and fire-rated glazing; fire alarms, fire extinguishers and emergency voice communication systems; and specialist water treatment equipment including chlorine dioxide units, cold water storage tanks and booster pumps.

To find out more about PTSG’s services, for advice or a free consultation, you can get in touch by contacting: 01977 668771 | info@ptsg.co.uk | ptsg.co.uk

IoT and 0G LPWAN: Transforming UK Council Waste Services

Local councils in the UK are facing unprecedented financial pressures, with one in five potentially facing insolvency by 2025. These councils must meet the demands for essential services, such as waste management, against a backdrop of ever-decreasing budgets

This challenge is further complicated by stringent waste management and recycling targets imposed by the government and regulatory bodies.

Councils must find a way to invest taxpayer money wisely to maintain service quality and satisfaction while seeking costeffective solutions that offer the best return on investment.

Here, Gareth Mitchell, UK Partner Manager at Heliot Europe - the largest 0G™ network operator in Europe – discusses the potential of IoT technology and sensors in waste management applications for local councils, as part of the solution to providing a costeffective and efficient answer to this issue, enhancing efficiency, reducing operational costs, and meeting regulatory requirements amidst financial pressures.

Financial and regulatory challenges

Local councils across the UK are navigating a challenging environment marked by severe budgetary constraints and rising financial pressures.

Recent trends in council bankruptcies highlight the urgency for councils to spend money they do have judiciously. Issues such as potholes remain a major concern for many residents, illustrating the challenge of effective investment in infrastructure amidst financial instability.

According to the Local Government Association (LGA), UK councils spend approximately £852 million annually on waste disposal too, with many contracts dating back several years and potentially no longer fit for purpose. This, therefore, represents an obvious area for local councils to target to maximise cost efficiency and savings, and reduce budget costs.

Adding to these financial challenges are the rigorous legislative requirements imposed on local councils regarding waste management and recycling.

The Department for Environment, Food & Rural Affairs (DEFRA) is set to introduce ‘Simpler Recycling Laws’ from 2026, aiming to reduce food waste heading to landfills and curb unscrupulous waste management practices.

Key regulations, such as the EU Waste Framework Directive and the UK Environment Act 2021, mandate councils to meet specific recycling and waste reduction targets too. Non-compliance with these regulations can lead to hefty fines, increased waste disposal costs, and lost funding opportunities. Councils that are failing to meet these targets may find it challenging to secure government funding in future related to environmental and waste management initiatives, further exacerbating their financial pressures.

Enhancing efficiency with automation and IoT

For local councils, current waste management processes largely rely on manual labour, subcontractors, and waste management companies. These waste and recycling bins are collected according to a specific routine, and are often collected when they are not full, leading to wasted man-hours and inefficient route planning.

Recent trends in council bankruptcies highlight the urgency for councils to spend money they do have judiciously

Such inefficiencies drain council resources and budgets, increasing operational costs and diverting funds from other critical areas. Additionally, councils incur higher landfill taxes and incineration fees when recycling targets are missed, further straining financial resources.

By automating the process of emptying these bins with IoT sensors, it is possible to monitor bin fill levels and trigger IT systems to flag when a bin is ready to be emptied. This approach offers several benefits for councils, including cost reduction, enhanced route optimisation when collecting the bins, and improved operational efficiency.

These IoT devices have long battery lives and are able to operate reliably in various environments, including cold, rain, and areas with limited mobile signal. They can also be used in underground bins where traditional connectivity options fail.

The utilisation of IoT sensors for monitoring bin fill levels optimises collection schedules, providing real-time data that enhances decision-making and resource efficiency.

Instead of manually checking bins, staff can be redirected to maintain and improve other critical infrastructure

This technology frees up staff to focus on value-added tasks and allows money to be better allocated across other essential services. For example, instead of manually checking bins, staff can be redirected to maintain and improve other critical infrastructure, thereby increasing overall operational efficiency.

This efficient use of resources can also help councils align with their obligations under S106 agreements, which often require developers to contribute to local infrastructure improvements, including waste management systems.

The role of LPWAN connectivity and broader applications

IoT sensors are no good though unless they can connect to a network. A subgigahertz (0G), low-power wide-area network (LPWAN), offers significant advantages for IoT deployment in waste management operations. This technology is cost-effective, energy-efficient, and viable for long-term use. The compatible sensors are small, compact, and cost-effective, making them ideal for widespread deployment across various applications. For instance, a recent project at Cambridge University exemplifies how these technologies can optimise waste management operations by providing real-time data and enabling the creation of efficient collection schedules.

What is more, IoT and 0G LPWAN connectivity have broader applications for local councils beyond waste management, such as managing EV charging infrastructure. These technologies can provide alerts when charging bays are full, monitor usage patterns, and offer valuable data for optimising EV infrastructure.

While smart city initiatives represent a sustainable long-term goal, IoT for waste management is a clear example of a tangible return on investment (ROI) and an excellent first step towards broader automation for local councils.

This incremental approach ensures that councils can implement advanced technologies without overwhelming their existing infrastructure and resources.

Implementing these technologies can significantly enhance infrastructure management and improve public services, thereby boosting resident satisfaction. For councils funded by taxpayer money, demonstrating the efficient use of resources through tangible benefits like smart waste management is crucial for maintaining public trust and support. And at a time where less than 50% of people have confidence in their local councils, attempting to address this ought to be a priority for councils across the country.

By adopting IoT and 0G LPWAN connectivity and the processes it allows, councils can enhance their service delivery, reduce operational costs, and meet legislative requirements, all while delivering ROI and preparing for future technological advancements.

Local councils are under immense pressure to optimise operations while managing financial and legislative challenges.

Using IoT and subgigahertz (0G) LPWAN connectivity offers a cost-effective and efficient solution to waste management, providing clear benefits such as reduced operational costs, enhanced route optimisation, and improved service delivery.

By adopting these technologies, councils can get on the path towards meeting current waste management and recycling targets; enhance resident satisfaction; and lay the groundwork for broader smart city initiatives in the future.

This approach not only addresses immediate challenges but also sets the foundation for realistic, sustainable growth, and innovation in local council operations, ensuring the efficient use of resources for the benefit of all residents.

Elevating facility management for comprehensive safety and efficiency

With rising costs and increasing safety challenges becoming the norm, Facility Management (FM) companies require a trusted partner that ensures safety, efficiency, and cost-effectiveness across their entire portfolio of buildings. Greg Lambert, Enterprise Sales Director at Chubb Fire and Security, explains more

At Chubb, we recognise the complexities FM companies face in managing vast estates and diverse client needs, and we are here to support you in delivering outstanding service to your clients.

Navigating post-pandemic workplace shifts Since the pandemic, workplace dynamics have evolved significantly. While businesses are keen to bring employees back to the office, CBRE’s UK Markets report indicates a decline in office space take-up in Q1 2024 compared to the previous quarter.

CBRE highlights that businesses now prioritise providing environments that deliver outstanding employee experience and wellness spaces, particularly for Gen Z workers, while simultaneously reducing energy consumption. These shifting priorities add new layers of responsibility for FM companies already tasked with ensuring safe, compliant, and operationally efficient buildings.

Furthermore, Safe365’s recent Safety Culture Maturity Report underscores the critical gaps in safety practices across UK workplaces. While basic obligations are being met, the report identifies a shortfall in proactive safety measures, particularly in areas such as verification, audit, and emergency preparedness. For FM companies, these findings highlight the pressing need for robust, integrated safety and security solutions that go beyond the basics.

Integrated solutions for comprehensive protection

Chubb offers a holistic approach to fire safety and security, providing FM companies with the ability to consolidate all safety solutions under one trusted partner. This integration not only simplifies management but also enhances efficiency and reduces costs. With over 200 years of innovation and expertise, Chubb is committed to protecting people, property, and assets, supporting FM companies in navigating these challenges effectively.

Our extensive range of life safety products and services includes fire alarms, fire suppression systems, security cameras, and access control systems. These solutions, supported by our NSI-accredited Alarm Receiving Centre, ensure that your buildings are monitored 24/7/365, giving you peace of mind.

Chubb visiON+, our suite of connected services, combines fire and security under one roof, utilising data analytics to monitor devices such as fire alarms, intruder alarms, CCTV, and lone worker solutions. These systems are connected to Chubb’s Alarm Receiving Centre (ARC), where intelligent algorithms prioritise alarms based on severity, ensuring rapid responses to high-risk alerts. By integrating Chubb’s advanced solutions, FM companies can confidently meet regulatory requirements, mitigate risks, and maintain a strong reputation with their clients.

Strategic partnership and consultation

At Chubb, we understand that FM companies need more than just a service provider; they need a strategic partner. We work closely with FM companies to develop long-term roadmaps that ensure both compliance with laws and legislation and alignment with your clients’ goals. Our dedicated FM helpdesk is staffed with specialists who provide proactive support, relationship management, and quick resolution of any challenges you face. Chubb’s consultancy services go beyond fire and security to include strategic planning for future innovations that can enhance your offerings.

Examples of our cutting-edge solutions include the Chubb Extranet, our lone worker and enterprise solution, SafeZone, and smart cameras equipped with AI and machine learning. These innovations help FM companies stay ahead of the curve, offering their clients the latest in safety and security technology.

Nationwide coverage and expert support

With a fully employed engineer workforce covering the UK, Chubb offers unparalleled support to FM companies managing national estates. Working with multiple fire and security suppliers can lead to complexity and inefficiency, but Chubb’s comprehensive coverage ensures streamlined operations and consistent service across all sites.

As an organisation with a history spanning more than 200 years, Chubb’s reputation adds significant value when FM companies discuss safety and security with their clients. Our services are bolstered by a dedicated design team that works free of charge to ensure that fire safety and security systems are integrated efficiently and effectively, whether for new projects or remedial work.

Supporting sustainability and ESG goals

Chubb is also committed to supporting FM companies in meeting their sustainability and Environmental, Social, and Governance (ESG) goals. We know that FM companies are scored on their sustainability efforts, and we provide robust support in this area. Our accredited Environmental Recycling Unit (ERU) at Hams Hall Distribution Park processes over 3,600 extinguishers weekly, ensuring that used or end-of-life extinguishers are handled in an environmentally responsible manner.

In addition, we are transitioning to a fleet of electric cars, with ambitions to go fully electric, further aligning with the sustainability goals of our FM clients.

Dynamic and adaptable solutions

Chubb’s adaptability is another key strength. We currently work with over 100 portals and systems, and we can seamlessly integrate with any system our FM customers use. This flexibility ensures that we can always meet your operational needs, no matter how complex.

A trusted extension of your business

At Chubb, we offer more than just fire and security solutions. We are a true partner to FM companies, providing comprehensive support, strategic consultancy, and cutting-edge innovations that enhance your service offerings. Together, we can ensure that your buildings are safe, compliant, and operationally efficient, allowing you to focus on delivering exceptional value to your clients.

For more information, visit chubbfs.com/uk-en

Our extensive range of life safety products and services includes fire alarms, fire suppression systems, security cameras, and access control systems

Breathing easier: How businesses can join the fight for Clean Air

Sarah Butcher, Commercial Manager at Welfare Hire Nationwide, explains how on 7th September, UN’s International Day of Clean Air for Blue Skies initiative, Welfare Hire is working to address the issue of air pollution for construction and builtenvironment contractors

As the biggest environmental health risk of our time, air pollution exacerbates climate change, harms economies, and reduces agricultural productivity.

It’s an issue that is prevalent in all aspects of life, but particularly in the construction industry, which is responsible for 18% of large particle pollution in the UK according to a 2022 report from Impact on Urban Health (IoUH) and the Centre for Low Emission Construction (CLEC).

This year’s United Nations International Day of Clean Air for Blue Skies initiative is focused on the theme, “Together for Clean Air”, which emphasises the importance of collaboration and shared responsibility.

It outlines how by working together, governments, corporations, civil society, and individuals can make a significant impact on reducing air pollution and protecting our planet.

Welfare Hire Nationwide: leading the way in sustainable construction

As a pioneering provider of eco-friendly towable welfare units, Welfare Hire is proud to lead the way in leveraging advanced technology to minimise our environmental impact.

Sustainability is at the heart of our company’s ethos, complementing our other core pillars: Environment, Value, Wellbeing, Quality, and Service. By integrating these principles, we ensure a balanced and responsible approach to our operations.

At Welfare Hire Nationwide, we are committed to contributing to a cleaner and healthier future.

We work with companies spanning the construction and built environment sectors to provide modern and innovative welfare units that can help our customers address their environmental concerns.

Our EcoXi mobile welfare unit is one of our flagship products and a testament to our dedication to sustainability and innovation.

Introducing

the EcoXi: A greener solution to onsite welfare

The EcoXi is the next generation of eco-friendly mobile welfare units. Designed to minimise its environmental footprint, it offers a range of sustainable features, including:

Renewable Energy: Powered by solar energy and lithium batteries, ensuring zero-emission operation.

Water Conservation: Features a rainwater harvesting system for contactless handwashing and non-chemical toilets.

Smart Technology: Telemetry system for efficient power and water management.

Spacious and Comfortable: Accommodates up to 10 people with separate canteen, office, drying room, and WC.

Benefits of the EcoXi

Reduced Carbon Emissions: Significantly lowers your carbon footprint.

Cost Savings: Reduces operating costs by minimizing fuel consumption and waste.

Improved Efficiency: Smart technology optimizes power and water usage.

Enhanced Comfort: Provides a comfortable and hygienic working environment for your team.

Investing in a cleaner future

By choosing the EcoXi, you’re not just investing in a mobile welfare unit; you’re investing in a cleaner, healthier future. Our unwavering commitment to sustainability drives us to innovate and find new ways to reduce our environmental impact.

We believe with sustainable solutions like the EcoXi, Welfare Hire can help our industry contribute to a cleaner and healthier planet for generations to come.

Visit kellinggroup.com/welfare-hire or email info@welfarehire.com to find out more about Welfare Hire’s Eco-friendly product range

AI and employment law gaps

Three ways FM businesses can navigate current and future challenges

According to Government research, one in six organisations now uses AI technology, transforming how businesses operate and make decisions.

The IT and telecommunications sector blazes a trail with an adoption rate of 29.5%, closely followed by the legal sector (29.2%), while hospitality (11.9%), health (11.5%) and retail (11.5%) are the slowest to embrace the new technology.

One reason for this slower uptake could be that businesses simply don’t know how best to use AI.

At present, there are no rules specifically legislating the use of AI at work.

David Banaghan, Co-Founder and Interim CEO at Occupop, recruitment software experts, explains: “Currently, the regulation of AI in the workplace is primarily guided by existing employment legislation, much of which predates the iPhone era. This means it’s not tailored to accommodate the complexities of AI integration.

“While businesses that successfully implement AI can emerge stronger and more competitive, it’s important to embrace its potential while upholding ethical standards and legal compliance.”

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Here are some of David’s tips for success:

Employers must decipher how AI intersects with laws Unlike other emerging technologies, AI lacks its dedicated legal stipulations. This means employers face uncertainty when using AI systems as they grapple with outdated legal frameworks.

Existing laws touch on aspects relevant to AI, such as privacy, discrimination, and data protection. However, their application to AI scenarios requires interpretation. Breaches can lead to large fines and lasting reputational damage.

Employers must decipher how AI intersects with laws like the General Data Protection Regulation (GDPR), Equality Acts and the Human Rights Act. This complexity demands vigilance and legal expertise, which will likely dissuade certain businesses.

Responsible AI deployment requires ongoing audits and assessments

While the AI market may be worth £16.9 billion to the UK economy, its successful implementation is not without its challenges.

Here are some potential common pitfalls:

Discrimination and bias: One study into AI projects predicted that 85% would deliver erroneous outcomes due to bias in data, algorithms or the teams managing them.

Many large-language models, such as Chat GPT, are only programmed until 2022 and are known to crawl data from unknown, disreputable sources. This can lead to the production of racist, sexist, or other offensive material.

Data protection and privacy: 76% of CEOs said they were concerned about a lack of transparency and its effects on adoption. AI interacts with personal data, meaning employers must adhere to data protection laws (such as GDPR) when implementing AI systems in the workplace. Employees have rights regarding their data, and compliance is non-negotiable.

It’s important to embrace [AI’s] potential while upholding ethical standards and legal compliance

The ethics of AI: While AI law is a grey area, employers must demonstrate ethical AI practices. Fairness, accountability, and transparency are all essential when using the tools.

Responsible AI deployment requires ongoing audits and assessments. AI systems should be regularly evaluated for ethical compliance and compliance with industry best practices where appropriate.

Businesses need to proactively address how AI impacts in their day-to-day use

While legislation catches up with AI’s rapid evolution, businesses must proactively address its impact in their day-to-day use. Here’s a checklist for business leaders:

Stay Informed: Continually update knowledge about AI advancements and their implications.

Collaborate: Engage with legal experts, industry peers and policymakers if you’re unsure where you stand legally.

Adapt Ethical Principles: Align AI practices with your own organisational values and retain a people-led approach.

Monitor Developments: Read web articles, white papers, and social media posts to stay informed about emerging AI regulations.

Latest appointments of senior FM professionals

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

Sodexo UK & Ireland has strengthened its leadership team with the appointment of Lynsey O’Keefe as its new CEO for its corporate services and energy & resources business segments, which deliver workplace services, facilities management and food services to some of the world’s most recognisable brands at around 670 sites in the UK and Ireland.

Lynsey, who has extensive experience across food services, workplace, and facilities management in a range of sectors, will be responsible for driving Sodexo’s continued growth in the delivery of sustainable, delicious food choices and valued experiences in the workplace. Her remit will span a variety of sites from corporate offices, data centres and manufacturing centres to offshore platforms, refineries and remote sites.

Prior to joining Sodexo, Lynsey was managing director for a flexible workspace provider and over the last two decades has held senior positions within leading organisations including Compass and DHL.

Aggreko has strengthened its provision of energy transition solutions with the appointment of a new Managing Director for the UK and Ireland.

Aiming to address specific-sector and regional challenges for customers, Alan Dunne has been appointed to spearhead Aggreko’s growth strategy and innovation in the region.

Bringing 30 years of commercial experience to the role, Dunne first joined Aggreko in 2014 working in both operational and commercial leadership roles across Europe and North America. Having gained knowledge and experience across the business and through working closely with customers, he is set to develop strategic partnerships with customers in the region to provide suitable flexible energy solutions.

Daniel Rampat, group new business and innovation chef for B&I contract caterer Lexington Catering, has joined the UK’s largest collective of African and Caribbean chefs, The Future Plate. With Guyanese roots, Rampat will be pioneering the role of Core Chef in The Future Plate family.

The Future Plate is made up of leading experts in luxury catering within the world of arts and culture, unified in their mission to make African and Caribbean cuisine known for its quality, skill, passion and execution. The Future Plate specialise in luxury events catering, creating unforgettable moments for brands, private clients and corporate. Having cooked for the likes of Sabrina Elba, Naomi Osaka, Nick Kyrgios, Letitia Wright and Idris Elba, The Future Plate is fast becoming known for its culinary verve and the go to caterer for African & Caribbean cuisine executed to the highest level.

Located at Somerset House, London, The Future Plate will host and curate myriad luxury events showcasing treasured African and Caribbean cuisines. Somerset House is also home to The Future Plate’s training academy.

Andrea Strong, Managing Director of Corps Monitoring, has been named the winner in the Technical category at the 2024 Women in Security Awards, in recognition of her outstanding contributions to the security industry, especially in the areas of innovation, technical development, and leadership.

With over three decades of experience in the security sector, Andrea has been a pioneering force in pushing the boundaries of technological advancements. Since joining Corps Monitoring in 2023, she has been instrumental in the growth and success of the Alarm Receiving Centre (ARC) in Glasgow, elevating ensuring the maintenance to gold-standard status within the industry. Her leadership has also been a catalyst for the introduction of new, cutting-edge products and services, as well as forging strategic partnerships, including a significant collaboration with the National Robotarium, enhancing the industry’s use of robotics and AI technologies.

Andrea Strong said: “I am incredibly honoured to have won this award. It reflects not only my work but also the dedication and innovative spirit of the entire team at Corps Monitoring. Together, we are pushing boundaries and embracing new technologies to create safer spaces. I look forward to continuing this journey and creating an environment where women are empowered to lead and innovate within our industry.”

More than 200 BaxterStorey team members came together to mark the company’s annual people awards this week, recognising hospitality trailblazers across the UK, Ireland and Europe.

Held at the Honourable Artillery Company in London, the awards brought together colleagues from England, Scotland, Ireland, Wales, Norway, France and the Netherlands to celebrate teams and individuals who have significantly contributed to BaxterStorey’s success over the course of the last 12 months.

The BaxterStorey award went to Tabitha Kirby for her continued committment to her role, her team, the company and the wider community.

At the age of just 27, Kirby was promoted to Account Director in September 2023, marking a pivotal moment in her career. Her role in re-energising one of the company’s contracts from a busy London location to one of BaxterStorey’s flagship accounts is testament to her vision for both the client and her team.

SOCOTEC UK, the market leader in testing, inspection and certification (TIC) in the construction, infrastructure and real estate sectors, is delighted to announce the appointment of Matthew Marriott as Chief Executive Officer, effective September 9, 2024. Matthew replaces Nicolas Detchepare who now leads SOCOTEC US.

After a highly successful period of growth under Nicolas’s leadership, the business increased its revenue, from £125 million to £200 million in 2024 and expanded its workforce to over 2,000 employees. Matthew will continue to support this growth, which has been driven by the strengthening of SOCOTEC UK’s Building Control, Real Estate and Environmental businesses. In his new role, he will continue to expand the company’s market presence, enhance efficiencies and drive innovation across all divisions.

Matthew joins SOCOTEC UK from Premier Technical Services Group Ltd where he served as Managing Director of Fire Solutions for two years. Matthew brings a wealth of experience to the post and notable roles he held prior to this include Vice President of Field Operations and Quality at Otis Elevator, Managing Director for the UK, Ireland and Portugal at Stanley Black & Decker, and a leadership role at Honeywell overseeing a P&L for 14 European countries.

300 North is a team of Facilities Management (FM) recruitment experts who source permanent, temporary and fixed term contract solutions for the UK Facilities Management, Mechanical & Electrical and Construction sectors. Marketing@300nr.co.uk https://www.300northrecruit.co.uk 0113 336 5161

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

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

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AURA is a technology enabled security response network that enables anyone to access the closest vetted private security officer to their location, anywhere, anytime. ukteam@aura.services

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We create, maintain, and monitor healthy spaces –using pioneering online and apps-based technology. This includes working with suppliers and products in the marketplace to deliver long lasting and scientifically tested air and surface protection. info@envelo.solutions https://envelo.solutions 020 7096 1941

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Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250

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When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly. info@dynopest.co.uk www.dynopest.co.uk 0800 802 1246

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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

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GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk 0800 448 8884

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Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758

For almost 30 years Julius Rutherfoord has been passionate about providing professional cleaning services to some of the most prestigious organisations in the London area. info@juliusrutherfoord.co.uk https://www.juliusrutherfoord.co.uk/ 020 7819 6700

Established over 70 years ago, KCS has rapidly grown from its roots as a respected local window cleaning business, to a nationwide commercial cleaning company. info@kingstoncleaningservices.co.uk www.kingstoncleaningservices.co.uk 01482 648 737

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Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business. Lemoncontactcentre.co.uk 0800 612 7595

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

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

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Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals. Lindsay@pacesecurity.co.uk https://pacesecurity.co.uk/ 0208 529 3888

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Mobilityways is on a mission to make zero carbon commuting a reality. Our ground-breaking climate tech helps large employers to measure, reduce and report commuter emissions. team@mobilityways.com

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Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk

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

https://www.ppspower.com/ 0345 200 9888

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

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

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

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

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

Contact Cheryl Ellerington cheryl@fmbusinessdaily.com

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

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

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