July 2023
Simon Haste
Applying specialist skills to best practice estate management
Jose Saez
Guest services provider raises meet and greet service quality
Agathe Le Moing
Worshipful Company of Pattenmakers Young Manager winner
Zoe Watts Coffee partnership funds training for baristas
Successful FM career includes ‘giving something back’
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quick perusal of our contents pages will reveal a particular focus on the hospitality sector within the FM industry for this issue of FM Director
It is yet another area of FM that makes a valuable and often essential contribution to delivering the best experience for facilities users, which in itself is yet another increasingly common topic of conversation, particularly in the current postpandemic era where employers are considering their options within their aims to see their headquarters and offices used more frequently.
While many businesses and sectors suffered the impacts of the pandemic, it is hard to think of any that were affected to the same degree as the hospitality sector, which suffered multiple business closures and saw high numbers of people placed on furlough for long periods of time or losing their jobs completely.
It’s therefore much more positive to report on the current position of the industry, which is playing an increasingly central role in the efforts of employers to encourage more staff members to attend their offices and workplaces more regularly.
We saw the initial reaction of businesses to the first pandemic lockdown was to consider whether their expensive head offices were worth the investment, leading to many reversing their original decisions to cut back on these when the impacts of lack of collaborative opportunities became more widely appreciated.
Having already covered the importance of providing good quality coffee as an essential element when setting up facilities in previous issues of this magazine, our focus on hospitality in this issue takes this several steps further.
While the quality of the coffee continues to be an important factor in meeting the expectations of facilities users, it has been joined by other aspects such as the inclusion of a varied and healthy food service, the chance to attend special events and the opportunity to forge meaningful relationships with colleagues and clients alike – all of which can be facilitated by the hospitality sector.
Another highly relevant aspect within this is the continuing theme running throughout all FM Director issues this year, which have continued to focus on the strength of our industry and the many benefits it can provide to clients, facilities users and society in general, especially when working in collaboration with others.
One of the best results of further consideration of the FM industry is the realisation that each part will bring its own unique benefits, allowing these to combine with and complement those of others and further increase the overall value delivered by our sector.
While many businesses and sectors suffered the impacts of the pandemic, it is hard to think of any that were affected to the same degree as the hospitality sector
DENNIS FLOWER MANAGING EDITOR
complement those of others and further increase the overall value delivered by our sector.
Andy Kelly provides another positive example of the many areas of synergy between military veterans and the FM industry
Encouraging clients to look beyond short-term cost savings can include long-term benefits for all parties
Jose Saez explains the reasoning behind his company’s new service and how this is providing more options to raise levels of job satisfaction
District heating professionals gathered at the Rehau event in central London earlier this month to discuss the current and emerging issues
Bennett Hay and SEND Coffee have formed an effective collaboration for in-depth barista training that is bringing colleagues of all abilities into the workplace
With many issues continuing to impact the hospitality sector, supporting clients in various areas is helping it to gain more understanding and win contracts
Simon Haste has managed the Cats Protection estate for nearly two decades and used his expertise to maintain and improve facilities and operations to best effect
Giving accreditation the credit it deserves!
Winner of the Young FM Manager award earlier this year, Agathe Le Moing is continuing to enjoy the benefits of her win
Tom Robinson describes his role and the services he and his colleagues are delivering, with the aim of providing valuable and in-depth assistance to clients
Nina Wyers, marketing and brand director at The Floorbrite Group explains why there are eight years left to make a difference
A vital part of the complete back-up power specialist’s services
Darien Jay shares his thoughts on the management of his business and supporting those of others in the FM sector
Insight from Mark Wintle, sales and marketing manager at P-Wave
With EU support for energy set to conclude in 2024, facility and energy managers for businesses across Europe are beginning to implement energy strategies for the coming years. Chris Rason, head of energy services at Aggreko, draws on global insight to signpost the short and long-term strategies that will hold the key to achieving resilience
The digital switch refers to the ongoing mass upgrade of the UK landline network from an analogue, copper telephone line based, system to a modern digital, fibre optic based, system
Insight from Eric Wright Partnerships head of property and asset management Rebecca Massey
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One of the more common areas of interest to emerge in recent months within FM Director interviews and features is that of the industry’s ever closer links with the UK armed services to provide numerous career options for veterans after their military service ends.
This has been given another boost through this magazine’s interview with Manchester Central director of FM and infrastructure Andy Kelly, who has held the position for the last six years. In addition to the many skills and benefits provided by his military service, he has added numerous others after working as both a client-side FM and service provider over the last three decades.
“I always knew I wanted to join the RAF when I left school and I was always very focused on what I wanted to do,” he states. “Our school’s careers were mainly aimed at getting us to sign up for Youth Training Schemes (YTS), but I knew what I wanted to do.”
After six years’ service, Mr Kelly was medically discharged following injuries received in an IRA car bomb attack. “I don’t tell many people this, but as everyone comes to understand more about mental health, etc, it’s a good time to explain more about it.
“And I do look back fondly on my military career and always say that it gave me a good grounding in where I am today and provided me with all my work ethics. I also like to give the people coming out of the military a chance, as well, because they always have good skills such as punctuality, the ability to organise and establish priorities and many others that are well suited to FM.”
While a long military career can result in a degree of becoming institutionalised for some people, he believes that the many skills learned from their service far outweigh any other issues.
Mr Kelly describes the “culture shock” he felt after leaving the RAF: “I’ve told the story many times of how I was standing on Darlington train station with two holdalls after leaving the military. There was no brass band playing and I had my life in the two bags by my side.
“But then I went to work at Manchester Airport in aviation security, and it gave me a sense of getting back into civvy street, really. Then I got the chance to work with the estates team at the airport when they were building Runway 2,” he continues.
Having been seconded to the estates team, Mr Kelly began to learn about FM and what it entailed including the running and maintenance of buildings around the airport, as well as the more unusual situation of dealing with protestors attempting to disrupt the building of the second runway.
“I was then given the opportunity just after the Millennium to work for the Amulet Group as a junior FM. They were a young company and grew very rapidly but were a little naïve about their FM operations, and it appeared that they grew too quickly and unfortunately went bust.
“I was on holiday when we were all made redundant and didn’t find out until later, but managed to find another role as an FM coordinator with Siemens on Princes Parkway in Manchester. This was another positive step in learning my trade because Siemens are a very well structured and process-driven company.
“After working there for a number of years I was given the opportunity to become a fully-fledged FM and looked after the Siemens Congleton, a main production facility for the manufacturing automation and drives and one of their most profitable businesses in the UK,” he continues.
“That gave me a really good insight into looking after manufacturing facilities and making them as lean and efficient as possible. It was still fairly early in my FM career, but I was able to make a number of changes that were appreciated by the company, and I was given a seat on the senior management team, which was a major step in getting FM recognised at board room level,” says Mr Kelly.
His significant achievements then led to a submission to the BIFM Awards 2007 within the Facility Manager of the Year category. “I won and that was quite an unexpected honour and I remember one of the judges said ‘If you don’t win, you should certainly reapply next year’. So I asked them: ‘Well, why can’t I win this year?’
“I met him a few years later and he told me that the judges had repeated that question and then decided that I should win in 2007. I was still relatively new into FM so it was a great honour for me,” he continues.
Having progressed to the position of senior FM and responsible for 46 facilities across the Siemens estate, including factories, offices and even a 17th century hotel, Mr Kelly then found that the company was planning to outsource its FM operation and began to consider his options. His next role was with Carillion Facilities Management in 2008, which saw him continuing to work on some Siemens FM projects, while progressing from senior FM to area manager, then to the northern regional manager role in 2012.
I do look back fondly on my military career and always say that it gave me a good grounding in where I am today and provided me with all my work ethics
“I grew in my work with Siemens and continued to grow when I worked for Carillion,” he explains. “I made a lot of good friends and contacts, and then came the opportunity to work for the HSL laboratory in Buxton with the Health and Safety Executive (HSE).
“It was a 10-year-old PFI contract, and my office window looked out on 240 acres of prime Derbyshire countryside, so it was a stunning office to say the least,” he continues. “It was also a great introduction to PFI contracts with a client that was challenging and one of my first tasks was to sign off a penalty of £100,000, which was made because we weren’t operating a management system that they had imposed. “Mr Kelly describes how he “turned the contract upside down, shook it and saw what fell out”, then proceeded to remodel it over the course of five years. This resulted in the contract changing from being “underperforming” to one that was making approximately 22% profit and one of the best performing within the Interserve central government operation. “I’m very much an ops person and I really like to go in and put the structure in place to get everything running smoothly, then put the succession plan into action and say ‘right, it’s now time to see someone else take over the journey’.”
He states that he also looks forward to seeing the next talented person or people take over and apply their vision to the tasks and facilities included in the role. That provides an even greater level of satisfaction if the next person has been an in-house employee and keen to continue to improve.
“For me, one of the most satisfying things in this industry is when you can recognise talent and bring them on the journey with you,” he continues. “I’ve managed to do that a few times during my career and all of them have become good FMs. One of the best examples was a young lady on the cleaning team at Buxton who told me at the works Christmas party that she really wanted to become an engineer. “I said ‘OK, come and talk to me on Monday’ and we had a chat with the engineering manager. She completed a property maintenance apprenticeship and she’s now a fully qualified electrician, and it’s one of the most heartwarming things to see people progressing in their career.”
He became the Manchester Central director of facilities and infrastructure in 2017 and describes the role as offering “something I could get my teeth into”. He joined less than two weeks after the Manchester Arena bombing tragedy.
“It was a bit of a baptism of fire and Manchester was suffering badly, especially as it was the second time, they’d suffered a terrorist attack. We stopped doing music in 1996 when the Arena was built, but we still suffered in the aftermath as it affected the live events industry in the city. “His work at Manchester Central has proved demanding and satisfying in equal measures. He describes the fast-paced events industry as providing constant challenges in a diverse and highly dynamic setting.
“They’ve filmed the last seven series of Ninja Warrior here and we’ve had party conferences, Britain’s Got Talent, X Factor and the big, corporate conferences, and then there are all the exhibitions that are held here,” says Mr Kelly. “
For me, one of the most satisfying things in this industry is when you can recognise talent and bring them on the journey with you
And a lot of the events have synergies with FM and I get to walk the floor see all the things that are coming to the market.
“But it’s a 140-year-old, Grade II-listed former train station, so there are a lot of challenges in working here, but it’s an iconic part of Manchester. In many ways we’re now just the current custodians, but hopefully some of the things we have done for the infrastructure, plant and the asset will protect it for another 140 years.”
He describes his continuing involvement with the judging of the IWFM awards as “giving something back to the industry that recognised me back in 2007”. After starting as a judge, he then became a leader of the team and has additionally provided mentoring for both new judging team personnel and young FMs seeking industry guidance and support, as well.
“Every working FM should have a mentor and someone they can talk to, as we’ve all been in challenging situations within our careers and it’s essential that we can learn and move on from these.
“I’m very passionate about FM, perhaps sometimes a little too passionate, but every day is a learning day especially in this industry,” he continues. The benefits of experience and expertise have proved essential in the fast-paced events sector, which he describes as the “fundamental building blocks” to assist in dealing with all the reactive developments emerging on a constant basis.
Over the last four years he has become increasingly involved with the Global FM association and the judging of its awards. “It’s fascinating to see how FM is at different stages of its journey around the world.
The industry is fairly mature around the UK and Europe but it’s still fascinating to see how basic FM processes are being applied in other areas of Africa, the Middle East and other areas and making a big difference.
“While we may consider it normal FM, it’s best practice in those areas and you also see some great examples of innovation to deal with climate change, floods and droughts, etc. We don’t shout enough about all the good work that we do, but also what our impact is on businesses.
He believes that the Covid-19 pandemic was helpful to the FM sector in the raising of its profile and level of recognition from several different perspectives, including establishing and supporting vaccination centres, keeping facilities clean and secure, and allowing facilities to remain operational and accessible.
The conversation then turns more toward the FM industry and the changes seen by Mr Kelly over the last two decades. Rather than consisting of “old men smoking cigars, for the most part”, there are now many more young people involved and considerably greater levels of diversity and inclusion (D&I).
Having joined the IWFM Awards judging panel, he refers to a recent online call that consisted of a range of male and female judges of all ages.
“It’s heartwarming for me to see that mix of young, up and coming FM professionals mixing with more senior professionals and sharing all their knowledge and experience.”
Having worked on both sides of the FM fence, Mr Kelly says he has developed a preference for the in-house delivery of services, as this allows the senior managers to work more closely with their teams and assist in their development.
“Instead of being whisked off to work on another contract, the in-house model allows you to work more with your colleagues and help them progress.
“There’s still a challenge to get the business on board, in some instances, and getting them to recognise the value in FM, rather than just seeing it as a cost.
“We always say that people are our best assets, so let’s reward and recognise the people that are doing the really great things.
“Which is what the awards do, to be fair, and l love the evening and seeing the joy on people’s faces when they win, just like myself in 2007. It’s still really rewarding to see how we as an industry are evolving and making a difference to businesses.
“All awards initiatives are good for business to provide more recognition and celebrate the best people and companies in the industry and there’s even more opportunities to do this after the last few years and all the changes we’ve seen.
The hybrid working model is another example and this has always been there, but it’s definitely accelerated since Covid and provides people working in FM a challenge to deliver flexibility and ensure service standards are maintained.
“The workplace is now a very different place to what it was, so it’s a case of adapting all our models and best practices to meet the expectations of clients.
“We’re working in a unique industry and I’d still do it all again, including my military career and all my experiences,” Mr Kelly concludes.
Every working FM should have a mentor and someone they can talk to
Following the failure of Carillion in January 2018, alarm bells rang throughout the FM and construction sectors on the need to improve the tendering and contractual processes to include a greater focus on value.
The need to avoid the “cheapest bid wins” scenario, which had dominated proceedings up to
that point, was the main aim and included the calls for more thought to be devoted to ensure the sustainable delivery of FM and construction services. Further discussion on this point saw an increased number of requests for clients to adopt a more intelligent approach to their procurement practices and avoid the “race to the bottom”.
Although the world of FM has changed
dramatically over the course of the last four years, there has been considerable improvement in both private and public sector contractual agreements and delivery. These are now more likely to contain clauses to ensure the inclusion of environmental and social governance aspects, for example, or similar requirements to assist the client in achieving its wider business objectives.
In addition to providing higher levels of support for local communities and charitable causes, contracts are now more likely to include a number of measurable delivery points to reduce waste and meet net zero carbon emissions targets. With the government continuing its intention to provide more work to SME businesses, public sector tendering operations frequently include bidding procedures aimed at smaller companies, with the intention of spreading wealth more widely.
Within the private sector, there have been significant changes in some areas, with one of the most notable being the partnership between Legal and General Investment Management (LGIM) and Bellrock FM. The two companies have formed a highly effective partnership that sees Bellrock managing FM operations and payment to supply chain members within the Project Mercury initiative created by LGIM head of property operations Mark Tyson and his team.
This, in turn, led to the creation of the FM Integrator (FMI) model and the appointment of Bellrock to work alongside the managing agents of 140 properties within the client’s portfolio of approximately 700 facilities. With the benefits of close partnership working continuing to be enjoyed and developed further by the two companies, these are additionally providing numerous advantages for all stakeholders.
Payments to supply chain service provider members are processed at an average rate of 10 days, for example, which is a significant improvement on the 90-day lead time for invoices to be settled, which has been reported by numerous SME businesses within both the FM and construction sectors.
One of the main beneficiaries, however, is the facilities user, due to the overall intention of the initiative being to raise the workplace experience for all attendees.
The success of the project has been proven through significant improvements in the net promoter scores (NPS) of several facilities, the most notable of which saw an increase from an initial – 48 to nearly 60, and additionally including the exceeding of energy-saving targets.
A reduction of more than 3.5m KWh were recorded in 2021 across the LGIM 140 facilities, which was 69% greater than expected and allowing the client to enjoy considerable savings.
Mr Tyson says: “This model helps FM to move out of the basement and work on a much more equal basis with property managers.
“The traditional model was focused too much on cost and it’s much better for everyone if we can focus on return on investment, quality and retention of occupiers.”
Although the world of FM has changed dramatically over the course of the last four years, there has been considerable improvement in both private and public sector contractual agreements and delivery
Mr Smart states: “We had several workshop sessions with a third-party consultancy and everyone in the supply chain and have encouraged them to take ownership of the relationship with each other and LGIM. The model works best when everyone is accountable.”
One of the most attractive elements of the FM industry is its wide area of coverage, which is credited by many as a deciding factor when considering options for employment.
Regardless of whether individuals are seeking to work for specialist service providers, large businesses offering multiple solutions or work on the client side to manage facilities and estates of all types and sizes, the industry can provide numerous opportunities.
Those working for businesses in different areas of the industry in the course of their careers are more likely to experience a wider choice of contracts. The most complex of these are likely to include the delivery of the integrated FM model that is frequently used for complex, multi-site property portfolios.
Q3 Services IFM managing director Mark Hazelwood says that the model has made considerable progress over the last three decades and now needs further adaptation to meet the demands of the post-Covid era.
“In the last four years, the workplace has been through an enforced restructure because of the Covid pandemic, making the challenge even greater.
“FM providers have had to adapt and embrace new, hybrid ways of working and deliver a meaningful workplace experience that will encourage staff off their sofas and back into their offices.
Linear models based on providing a range of services eight-hours-a-day, five-days-a-week simply don’t apply anymore.
FMs need to measure the pulse of the building and its staff constantly and be ready to anticipate and step in with interventions before a minor problem becomes a crisis,” Mr Hazelwood continues.
Contracts now need to be focused on the delivery of a demand-driven approach, designed to meet the specific needs of the client not the systems, processes and convenience of the service provider. Customer experience (CX) is king and an agile, flexible, responsive approach an essential ingredient to service provision, he says.
“To build such a successful integrated FM services approach, you need to anchor it around four pillars: technology integration, a user-centric approach, data-driven decision making and enhanced service delivery,” he continues and provides more explanation within four specific areas:
Technology integration: IoT-based, smart-building systems that enable predictive maintenance, real-time monitoring, and automation are becoming the norm, facilitating proactive decision-making, agile response and cost savings.
FM providers have had to adapt and embrace new, hybrid ways of working and deliver a meaningful workplace experience that will encourage staff off their sofas and back into their offices
User-centric approach: Deploying purposebuilt tools and apps that make the seamless and the personalised experience possible for building occupants and users. This includes factoring in mobility, reporting and other must-haves that make work easier and more enjoyable for end users.
Data-driven decision making: There is a wealth of data coming in from assets performance, energy consumption patterns, maintenance needs, and occupant behaviour. But so often, we are data rich and insight poor.
Consolidating the data into a central command centre, overlaying intelligence to provide insight and making it a system for action is where we transform data into an enabler. This data-driven approach will help optimise operations and enhance the overall facility experience.
Enhanced service delivery: Integrated FM services will continue to emphasise service quality and customer satisfaction. Service providers will leverage technology, data, and performance metrics to ensure consistent and high-quality service delivery, targeted where and when it is needed. Continuous improvement and innovation will be key drivers to meet the evolving needs and expectations of clients and occupants.
Mr Hazelwood further explains the need to use innovative software to connect people, systems and processes, while adapting to clients’ needs and business goals. “One interesting aspect of the way we deploy CAFM technology across our IFM contracts is that the intellectual property lies with the client, so if we move on, they retain their data history and continuity,” he says.
Our final discussion point within the contracts subject is that of the private finance initiative (PFI) model that has formed the basis of agreements between a number of public sector facilities and service provider partners. Increasing levels of criticism on the complexity, along with other negatively-perceived aspects, has led to the model being phased out over the next decade.
There have been increasing numbers of alerts over the need for clients and service providers to prepare for the transition well in advance to avoid the wasting of large sums of money. Requirements include the need to understand both the legal and practical elements of the contract to ensure the next generation procurement practices are correctly designed and in place.
One of the common concerns expressed has been the lack of staff with sufficient expertise to oversee the transition to new and updated working practices. With more than 700 PFI projects in existence with a value of approximately £60bn, the future costs of these are predicted to reach £170bn.
Government committees have begun to highlight the need for more urgent action to prepare for the phasing out of PFI contracts and industry bodies have also warned of the impact of lack of action, which is likely to result in reduced levels of maintenance, leading to ever higher numbers of issues that will have to be dealt with in the future, some of which will require excessive levels of cost and effort to rectify.
Bearing the above in mind, FM Director plans to publish more updates on the PFI transition in future issues and may also include this as a topic of discussion within our live events.
The industry can provide numerous opportunities
With companies around the UK continuing to consider – and in some cases grapple with – the need to form effective strategies to encourage higher numbers of employees to make better use of their office, more attention is being focused on the value of the workplace experience.
This has proved to be good news for service providers offering tailored guest services and has led to the launch of the Portico Safe initiative last year,
which is designed to complement existing front-ofhouse operations and can additionally be established as the main point of welcome for client employees and their guests.
FM Director met with Portico operations manager Jose Saez at the site of a prestigious client in the centre of London to hear more about how the service was established. “We launched Portico Safe last year as a blended front-of-house experience. Portico has been providing bespoke
guest experience services for over 20 years and it is now providing security alongside reception services,” he continues.
Mr Saez was employed by the company in 2021 to launch the new service as its project manager, before being promoted to the role of Portico operations manager at the start of this year. His previous experience in the delivery of front-of-house services has proved essential in establishing the Portico Safe option.
“It’s important to get past any negative perceptions that some people have of security officers, especially,” he continues. “So we train them not to stand with their arms folded and frowning and teach them how to welcome visitors on the same level as the receptionists.
“Using the front-of-house mindset, we train security officers to greet visitors. Some are better at learning this than others, of course, and there is always the option of providing more training, if this is needed.”
The company provides instruction for all existing and new employees, Mr Saez continues, with the intention of removing any stigmas from both reception and security roles. He has been centrally involved in the creation of training models to assist with the de-stigmatising process.
“It’s important to find out what everyone likes about their job and help them to continue to improve their enjoyment, as well. We also need to make sure all the appropriate qualifications are in place, including the security licence, which we take very seriously, and then we provide the extra training to help everyone deal with both aspects of the Portico Safe service,” he says.
The company has established a combination of online and classroom-based learning modules to assist its staff in managing the two main areas of its Portico Safe service. This ranges from assisting them to deal with major security situations such as counter-terrorism and threat, to the softer skills of meeting and greeting visitors.
“We give them the tools they need to do the job,” Mr Saez continues, “and can even make the training site-specific for the facility they work in. A lot depends on the type of facility and its use and that can mean that they need to learn different customer service processes as expected by the client.
“From the security side of things, it’s important to have all the knowledge and have qualified for the licence so that all the right processes are applied and followed. From the reception side, that’s usually more intuitive and while we’re all using technology more to improve service delivery, you still need the person on the reception desk to understand what’s needed.”
He explains more about the way technology is being applied to improve and enhance the front-of-house experience, while explaining that the company’s clients have expressed the need to include people in the meet and greet process. Mr Saez compares the benefits of speaking directly with a person to the frustration of using automated phone services.
“All these messages say how important our call is, then leave us waiting around to speak to someone while asking us to use their automated online services. You can have an automated check-in system on the front desk but that misses out on all the benefits when someone is greeted by another person and made to feel welcome, as well as being assisted with anything they need,” he says.
Further discussion additionally focuses on the different expectations, budgets and requirements of each client. Once these have been understood, the process can then begin to adapt the Portico Safe service to meet the requirements of the client and facility in question.
Mr Saez has been involved in the recruitment of reception personnel for more than 10 years and states this has changed considerably over the last decade.
“There’s a lot more flexibility and there’s more consideration and acceptance for all types of personnel. But there’s still not enough people and the company has to work harder to sell itself and the job to the person,” he continues.
“But it’s still very easy to identify the people with the best nature and who will help us to deliver the level of customer service that we have to provide.”
The company recruited more than 100 new employees last year, many of whom were employed to assist with the delivery of the 16 new contracts it was awarded around the UK. Investment in its growing numbers of staff is considered an essential element within achieving sustainable growth, as confirmed by Mr Saez.
Its efforts to support all colleagues has resulted in the launch of Heartbeat, its new employee engagement app. This has been complemented with the delivery of over 22,000 hours of training both virtually and face-to-face this year, with the intention of equipping team members with enhanced skills to benefit them personally and professionally.
These efforts are considered central to its commitment and development promise to every colleague to not only focus on assisting with professional development, but also targeting wellness and personal skills.
Under its Five Portico Pathways, the company’s learning and development programme, each employee completes mandatory onboarding training specific to their role and then all pathways are open to them to choose a route that suits their ambitions. It has celebrated 89 internal promotions and its leadership team now represents an 50/50 split of men and women.
“I came to the UK in 2008 and my first job was as a kitchen porter because I spoke no English, but then learned the language and developed my work ethic and continued to learn other skills and develop further,” he says.
If you can be happy in your job you’re much more likely to be motivated and work and perform better
“I really enjoy my job and I also really like the way Portico is committed to giving everyone the skills and support to become self-sufficient and help them to do the best they can, while keeping them happy and engaged.”
He continues to explain the importance of allowing colleagues to progress and achieve their ambitions wherever possible. “I know how things can go if there are no options for more development, so I always say to our people to look around and see what they would like to do next.
“If you can be happy in your job you’re much more likely to be motivated and work and perform better,” he continues. “We obviously need to find people that like to help other people and have the skills to assess what they need and help them to find whatever that is. They need to be approachable and interested in others.”
Mr Saez provides further examples of how motivated staff are far more likely to go the extra mile to assist clients. The first includes the efforts of a security guard on night shift who was credited with both reducing the effects of a flood and saving valuable IT equipment.
“The water was flooding in under a door and the guard found a large cloth that he jammed under the door and made a big reduction in the amount of water entering the building. He then ran down to the basement and lifted lots of equipment onto tables that prevented it from being damaged by the water.”
His second example is that of a security guard working within a private residential facility who discovered an interest in flower arranging. “The guard was provided with a budget to buy the flowers and arrange them and, as well as providing him with much more job satisfaction, was really appreciated by the residents, too.
“Both these examples show the value of improving work engagement and the relationships between clients, colleagues and everyone else around us. None of us can do everything but the more we discuss and engage, we can then rely on others with the right skills to help us,” he says.
“We’ve run the Portico Safe process with a few clients for over a year now and we’re starting to shout about it a little more to make everyone aware. We have a lot of interest from our existing clients looking to upgrade to the new service and there’s more interest from new clients, too,” says Mr Saez.
Portico Safe is a security offering designed to complement existing front-of-house services or become the singular point of welcome. In operation for just over a year, Portico Safe has been shortlisted for an OSPA Award in the outstanding customer service initiative.
The company’s focus on colleague development and engagement was highlighted by winning The Learning Award for best professional development programme and the Princess Royal Training Award for 2022. Portico was also shortlisted at the PFM Partnership Awards, the IWFM Awards, and The Cateys.
Managing director Paul Jackson said: “I’m so proud of the Portico team’s achievements this year. It’s the dedication from all our colleagues that makes Portico a business we’re all proud to be a part of. 2023 will be a year of further growth and development, pushing boundaries and evolving the role of guest services, while continuing to invest in the people, so that we can provide service with heart to all our guests.”
It’s still very easy to identify the people with the best nature and who will help us to deliver the level of customer service that we have to provide
Reducing carbon emissions and energy cost are among the most important considerations for all areas of FM, which is resulting in increased interest in the use of district heating networks to supply heating and hot water to both commercial and domestic facilities around the UK.
Further evidence to support the rising levels of interest was provided by the District Heating Workshop organised by Rehau at The Building Centre in central London earlier last monthh. The company had made significant effort to provide a panel of expert speakers, including both colleagues and representatives from other organisations, with the overall aim of providing a valuable event for all attendees.
The proceedings were introduced by Rehau head of marketing and technical Steve Richmond, explaining the schedule for the day and setting the
scene for discussions. He additionally explained and provided the link for www.slido.com, the online platform for live meeting interactions, which was used by attendees to post questions for the question and answer sessions with speakers at the end of each main session.
Mr Richmond also used the system for a series of live surveys with attendees, beginning with the question of thoughts on the biggest barriers currently facing implementation of district heating systems. Responses included a variety of thoughts ranging from costs and funding, to infrastructure, lack of expertise and understanding of the benefits of correctly designed, installed and maintained systems.
The next question posed requested thoughts on what attendees considered to be the biggest potential game changers to assist the UK in increasing its district heating content from 2% to the desired figure of 18%. While several answers repeated the
responses supplied for the previous question, others listed additional topics such as government policy, legislation and general demand.
This was followed by the opening presentation of the event, delivered by Department of Energy, Security and Net Zero Heat Networks Investment Project scheme delivery manager David Lee. He has served in this role for more than six years, which has included involvement with the Green Heat Network Fund and adding further value to his delivery.
Mr Lee’s first slide featured a map of Great Britain and areas currently served by heat networks and the opening statement that heat networks can be expanded from the current 3% provision of heat to 20% by 2050, with the support of the government. He listed the benefits of district heating, ranging from delivery of large-scale renewable and recovered heat resources – including waste heat from industry and heat from rivers and mining operations.
Heat networks supplied by renewable energy also have the benefit of saving customers from the fluctuating prices of fossil fuels, which has been particularly dramatic over the last year. Mr Lee continued his presentation with details of how the government is supporting the potential for growth within the UK with the aim of creating new district heating schemes and improving existing ones through the Heat Network Transformation Programme.
These efforts also include more use of low carbon heat, to be developed via the Green Heat Network Fund. Regulation will also be brought in with the aim of protecting consumers and assisting them with their utility bills, he continued. From the industry perspective, the government is aiming to increase skills and network capacity, which is then expected to result in higher levels of investment from existing and new clients.
One of the key areas of new legislation will be that of the Energy Bill, proceeding through Parliament at the time of writing, which will include Ofgem as the regulator. This will ensure fair pricing, while safeguarding standards and additionally providing the potential for improved zoning and use of optimal cost and lowest carbon options.
The bill is expected to enter the consultation stage in the first quarter of 2024, following by the first registrations of heat networks and further rollout of the new legislation. Mr Lee also further explained the benefits of zoning within heat networks, with the intention of seeing them become mandatory where they will provide the lowest cost option for heat decarbonisation.
He then explained government plans to create a dedicated authority to oversee the zoning process and support coordinators on a regional basis by the close of 2025. Mr Lee continued to refer to the survey conducted with delegates prior to his presentation, which saw several attendees list funding as a major area of interest and proceeded to explain the options for heat network support.
Starting with the Green Heat Network Fund (GHNF), with nine projects included in funding rounds since March 2022 that include low carbon heat generation sources such as heat pumps, recovered heat, deep geothermal and energy from waste. He further stated there was a “healthy pipeline” of new projects applying for more funding and additional capital being made available by the government.
In addition to the £4bn available to local councils, available through the UK Infrastructure Bank (UKIB) and part of the GHNF application process, the government had also allocated a further £220m to the Heat Network Transformation Programme (HNTP) up to 2027. More updates to the GHNF are currently being planned and will be announced in the near future, said Mr Lee.
The next presentation was from Sustainable Energy managing director Dr Gabriel Gallagher, providing examples of low carbon heat networks. He began by explaining that the UK already includes a larger number of heat networks, while explaining that city-wide schemes – which have the most potential for delivery of low-carbon heat – are in the early stages of development.
The three examples provided by Dr Gallagher included the Bristol city scheme using a 3MW watersource heat pump, the Cardiff heat network powered by a 15MW energy from waste power source and Garden Village near Durham, which will use water from the Seaham Mine to generate heat.
Following an initial study in 2009 that identified the initial area of Redcliffe as being ideal for district heating, the Bristol scheme had seen a further eight areas added to this over the years. In addition to the 3MW water-source heat pump within the energy centre in the Old Harbour area, the city has two further energy centres supplying low-carbon heating.
These include a 1MW biomass and .5MW combined heat and power (CHP) heat generation sources, providing the city with a total capacity of 12MW peak time supply. Dr Gallagher stated that the “medium-term potential” was to increase the total peak time supply to 100MW and include 1,000 connection points for heat networks.
This would be generated from more use of harbour water, waste water and air-source heat pumps. Further to this, he stated that demand is likely to exceed supply capacity and investigations were continuing to identify heat sources outside the city and included consideration of combining other city-wide schemes.
Moving on to the Cardiff scheme, Dr Gallagher explained this had identified 11 large buildings to connect to the initial central network, which is under construction. With a back-up energy centre also being built, the city will benefit from a total capacity of 15MW of heat generated from waste.
The network spine will be sized for 0.5MW to allow for more capacity to be added in future as the network sees more areas and higher numbers of buildings connected to it. With investigations continuing into the use of open water sources of heat generation from the harbour area and rivers, Dr Gallagher stated that capacity my well exceed its predicted limit and allow more areas to benefit from low-carbon heat generation.
Moving on to the Garden Village scheme, he explained that this will benefit from water from the local coal mine water treatment plant and allow heat to be generated for 1,500 homes, community facilities and a school. Having compared the benefits of the scheme with the installation of individual heat pumps for buildings, Dr Gallagher said this showed lower net carbon and cost will be achieved.
With the development current at an early stage, it is likely to be some time in the future before it is completed. However, the potential for more schemes to follow its example is considerable, said Dr Gallagher, who stated that there are many others currently being considered.
Next to speak at the event was Switch 2 construction director Simon Eddlestone, who set about outlining the key areas of heat network development. Each scheme should start with understanding the needs of the end customer, he explained.
Regardless of whether the project included low or high density housing, or high rise buildings, the customer experience was the most important aspect to get right, said Mr Eddlestone.
From the industry perspective, the government is aiming to increase skills and network capacity, which is then expected to result in higher levels of investment from existing and new clients
In addition to managing expectations and explaining how the system works, it is essential to ensure accurate and reliable billing procedures.
Early involvement of all parties involved in the project should be the next step, he continued, and proceeded to list and explain a number of additional requirements ranging from demand ranging from considerations of the heat generation options available to the details of demand-side management and others.
In the course of his discussion, Mr Eddlestone shared that the use of PV systems on roofs of buildings could be used in conjunction with heat pumps to feed the energy centre within a heat network. This would assist those connected to the network to enjoy improved EPC ratings, but this would not be the case if the PV output is simply injected into the landlord supply system.
Typical systems in the UK are third generation systems, he continued, and work on flow temperatures of 80 degrees Centigrade or higher. The market is seeing more fourth generation systems, however, which work on 60 or 65 degree Centigrade flow temperatures, he said.
Lower flow temperatures make systems easier to use and adapt, Mr Ecclestone explained, while also making it easier to use renewable energy heat generators such as heat pumps and others.
Project delivery should also be a carefully coordinated operation and include careful consideration for all aspects of system design to ensure the best results are achieved. He discussed the sizing of systems and stated that this was another critical aspect to get right, as heat generation would be too expensive if they include too much capacity that will not be required.
In addition to ensuring expert design and build capabilities, it is important to include expert operators to deliver reliable and efficient operational services, said Mr Ecclestone.
The conclusion of his speech led to the question and answer for all three speakers, with the Slido.com solution used to allow attendees to post their enquiries. Responses from all three experts were required to the wide-ranging questions, again serving to show the high level of engagement from the audience.
Following the networking coffee break, Mr Richmond returned to deliver a presentation on heat shrouds, leading up to the launch of his company’s Clip-Flex product, designed to incorporate a wider number of joints and requiring the use of just three shapes and two sizes of shroud. When used with the company’s integrated EPDM sealing system, it is designed to combine various sizes and types of pipe without requiring separate sealing rings.
Using compact shroud half-shells the system requires 30% less transport and storage volume and offers 20% more room for fittings and installation, Mr Richmond explained.
He was followed by Therma Mech operations director Paul Lewis, who explained his company’s expertise in the installation of heat network projects. This led to thoughts on the requirements for the best outcomes of installation, which both supported the views previously shared by Mr Eddlestone and Dr Gallagher and expanded on these in various instances.
One of the potential issues to address from the outset of each project was that where consumers were comfortable with their gas combi boilers and may feel threatened by having these replaced by a district heating system. Further essential actions included the correct siting of valves and pipework entry points, along with constant communication with all utility and other service providers.
Having positioned valves and pipework correctly, the installation of heat interface units (HIUs) should then be a relatively simple operation, Mr Lewis explained. From the start of installation, it should be guaranteed that skilled engineers with the correct training and qualifications are employed.
Once the groundworks for the project had begun, it is also essential that the main pipework infrastructure installation should combine with this to reduce levels of disruption, he continued. The inclusion of a robust handover procedure was additionally advised and this should include all phases of the project.
Mr Lewis then progressed to compare the use of steel and polymer pipe products within heat network projects. Listing both advantages and disadvantages, he began with steel pipe and included six plus and minus points, ranging from coping with high operating temperatures and pressures to ease of leak detection and thermal insulation on the positive side.
The negatives of steel pipes include the possibility of corrosion and need for hot works on site, along with the need for complicated welding and lack of flexibility for installations.
It was immediately obvious that the list of disadvantages of polymer pipes were the half the number for steel, including leak detection issues and limited temperature and system pressure, the list of plus points were the same number. Fewer joints, quicker installation times and wider labour pool combined with corrosion resistance, flexibility and thermal installation benefits.
The use of PV systems on roofs of buildings could be used in conjunction with heat pumps to feed the energy centre within a heat network
His final points included the recommendation for the GPS logging to show the exact positioning of all joints and pipework, which would continue to deliver value through ease of locating these to carry out maintenance and repairs efficiently in future.
The final presentation of the day was provided by Heat Network Technical Assurance Scheme (HNTAS) lead technical author Gareth Jones, arguably one of the most keenly anticipated by delegates who displayed considerable interest. His opening comment that the new legislation would be in place by the end of 2024 serviced to raise interest levels further.
In addition to providing clear guidelines on standards of district heating systems, it will be designed to include detailed coverage of zoning and minimum standards in place and respected throughout the industry, Mr Jones explained. Concentration on these areas will help to overcome many of issues experienced with current systems and also encourage more investment in future projects and extension of others, he continued.
As he explained the vision, aims and core objectives of the scheme, he continued to add more detail to the main benefits that will emerge, including making each system more efficient and reducing carbon emissions as a result. Improvements to the current position ranged from making systems more affordable through the reduction of unnecessary cost to raising appreciation levels with consumers and making heat networks more attractive to investors.
The scheme will include five elements of assurance, namely the close relationship between the responsible party, assessors and end user, assessment (allowing claims to be made for failures), understanding of suitable criteria, with sufficient evidence to support the conclusion, and the final written report. These will combine to ensure that all claims are assessed and decisions will be based on clear evidence and whether the correct standards have been achieved.
With Ofgem confirmed as the regulator for the scheme, Mr Jones set out the proposed structure of governance. This will include the appointment of qualified code managers and the scheme will
additionally include a set of procedures for assessors to follow to achieve the required standards.
The duties of all responsible persons will be clearly identified, with the intention of creating higher levels of accountability and further supporting the raising of standards. Technical specifications of each system will include six distinct elements, beginning with the energy source and distribution network, leading to any thermal substations and consumer distribution and concluding with consumer heat systems.
Due to the wide variety of heat network systems and their different aims and objectives, Mr Jones explained the scheme needs to be complex to cover as many of the angles as possible. He then outlined the five gateways that will be part of the assurance process.
Beginning with the feasibility study for the system, this will be followed by the spatial and technical design and lead to the installation and commissioning processes prior to the rollout process that includes operation and ongoing maintenance. Technical standards will be provided for each stage and these are currently in the development stage, said Mr Jones.
His closing comments described the five working groups supported by 15 industry experts engaging in weekly workshop meetings to agree the details of each element of standards and information. Many more details and procedures will be needed in addition to the efforts of the working groups with the aim of establishing the technical assurance scheme by the end of this year.
Mr Jones’ presentation was followed by the final question and answer session, with a high number of questions posted on Slido.com asking for more detail of the HNTAS scheme. Those of a more technical nature were answered by Mr Richmond and Mr Jones, leading to the closure of the conference and lunch.
Attendees speaking to FM Director over lunch agreed that the event had been interesting and a good use of their valuable time. Having received a similarly positive response from its own initial investigations, Rehau representatives confirmed that plans for another district heating conference would be discussed and confirmation of the next event shared in the near future.
The scheme will include five elements of assurance
Bennett Hay and SEND Coffee have formed an effective collaboration for in-depth barista training that is bringing colleagues of all abilities into the workplace
One of the most important initial considerations for client-side FMs and service providers tasked with
managing facilities of all types and sizes is that of ensuring access to good quality coffee.
This message is both further endorsing the partnership between workplace services provider Bennett Hay and SEND Coffee, while also providing considerable potential for its further development.
The long list of advantages seen so far from the two organisations’ collaborative efforts includes the raising of diversity and inclusion (D&I) levels, providing work opportunities for individuals of all abilities and increasing the talent pool for employers within the catering and hospitality areas of the sector.
Meeting FM Director on the site of a major legal services client in London on an exclusive basis, Bennett Hay managing director Zoë Watts and SEND
Coffee head of sales and partnerships Jack Dobby explain the successful start of their collaboration and share thoughts for the future.
SEND stands for special educational needs and disabilities and explains the modus operandi of the organisation in supporting people and assisting them in preparing work within the coffee industry.
It is also an established provider of coffee beans to a range of facilities that include a variety of establishments from cafes to large facilities and estates. Coffee is sourced directly from growers and all profits are then used to provide the high-quality personal barista training.
A latte to take in
The relationship between SEND Coffee and its clients is further strengthened by the additional assistance it then offers through the training of baristas and help to solve recruitment issues. Many of the trainees struggle to find sufficient levels of support and need to overcome a number of challenges, leading to the value of the organisation’s instruction being appreciated by individuals and employers alike.
“All businesses are struggling to find and keep good baristas, including coffee shops, cafes and restaurants. It’s often seen as a stepping-stone job that people work in while waiting for a more senior role to come along,” says Ms Watts.
“Bennett Hay is a coffee champion and we’re fully committed to helping everyone to gain more knowledge about coffee. A good barista is comparable to a sommelier and can share their knowledge of roasting, types of bean and cupping, etc, and help everyone to appreciate and enjoy their coffee even more,” she says.
“Our relationship with SEND Coffee began last November when we began purchasing their coffee and we’re aiming to further extend this by bringing newly-qualified baristas into the workplace.
“Not only will this provide a great start for the baristas, it’s also a perfect match for Bennett Hay and our clients’ social ambitious around CSR and ESG.”
Her comments are used by Mr Dobby to further explain the training process and how this has led to further development in a growing number of cases: “We’re now working with our fourth cohort of trainees, who typically come to us via colleges or by completing the application process.
“We find that we often need to build a rapport with the families of trainees to help them and us in providing the support they need, sometimes just to make that first step,” he continues.
“The courses last for between 36 and 48 weeks and include one-to-one mentoring, which provides the in-depth knowledge and skills to be best-in-class baristas.”
He continues to explain the need for communication with trainees’ families, some of whom can be concerned about their relatives’ abilities in the workplace, and this may lead to instances of overprotection.
“We reassure everyone of the high level of care and support that all our trainee baristas receive, which not only gives them all the essential knowledge but also the confidence that they can meet all the challenges involved in travelling and getting to work on time,” he says.
One of the important aspects of training is to recognise the different abilities and areas of interest of individuals, Mr Dobby continues, providing the example of an autistic trainee. “He found that he didn’t really enjoy the personal interaction with customers after training as a barista, but was fascinated by the machinery and equipment used.
“We intend to introduce more technical engineering training into our business and have started training a few people already, which should result in graduates working as technicians in the future.”
Once trainees reach the required standards, they are offered work experience in one of three shops within the London area, or the company’s Leadenhall Market café. “If they can work in Leadenhall Market, they can work anywhere, as it’s one of the busiest locations in London,” says Mr Dobby.
All our clients want to see their staff using their facilities more and the best way to do that is to provide the best quality service, particularly in the catering area
The next stage is to bring the newly-qualified baristas to Bennett Hay and find the best contract and opportunity for them. “We make sure that we find the best place and the right fit for them and the team and allow everyone to feel comfortable,” Ms Watts continues.
“This sometimes sees us create the role that suits the individual in the best way and it’s often a case of understanding their needs initially to meet their requirements. All our clients want to see their staff using their facilities more and the best way to do that is to provide the best quality service, particularly in the catering area,” she says.
Both Ms Watts and Mr Dobby explain the need to be aware that negative connotations may result from working with a charity and people with special needs. “But that just means we need to try harder and it’s always easy to see if a business wants to work on this basis, which is why we worked with a small number of clients initially,” Ms Watts explains.
“That also explains why we keep standards as high as possible when we train students,” Mr Dobby continues.
“When everyone sees the quality of the service they then receive it’s often much easier to overcome any negative reactions.”
The discussion continues to explore the close relationship already established between the two organisations, which has resulted from a number of similarities within each of their cultures. Social responsibility and sustainability are two of the main common factors within these, along with a number of others.
“There’s much more awareness in the coffee industry about the need to source all product responsibly from importers and farmers that focus on sustainability. Our partnership with Bennett Hay is continuing to expand and mature and we very much hope this will lead to the hiring of newly-qualified baristas in the future,” says Mr Dobby. “We are actively sourcing a responsible and ethical supply chain and coffee was a big area of focus for us due to the volumes we are serving across our sites,” Ms Watts continues.
There’s much more awareness in the coffee industry about the need to source all product responsibly from importers and farmers that focus on sustainability
“Not only are the beans better for business, the training and development of people is phenomenal, and we want to shine a big light on disability and neurodiversity and celebrate inclusivity in the hospitality sector.”
She further explains how many of the company’s clients are seeking to further expand their CSR and ESG agendas, which frequently includes a focus on raising the D&I engagement of each business. This provides further encouraging opportunities for Bennett Hay and SEND Coffee to increase their joint activities.
“Once the rapport between the client and supplier is established, we find that this frequently leads to the bridging of the gap between the employer and their employees, often through their social agendas,” Ms Watts continues.
“That may include allowing staff to take days off to complete charity work, for example, which then has all sorts of encouraging developments for the individuals, their employer and the community.”
“While we mainly focus on the London area –which is unlikely to change in the near future – there is always the possibility that SEND Coffee will partner with other charities to extend the services to other areas. But the most important thing will be to focus on the training of people and helping them to find the right role,” Mr Dobbs concludes.
With many business around the UK continuing to report the difficulties they experience in recruiting sufficient numbers of people, with skilled individuals perceived as being in particularly short supply, the
partnership between Bennett Hay and SEND Coffee is providing a highly positive example of how employers can train and retain new staff members, while further supporting their social ambitions in all areas.
News reports within the national media mentioning Covid-19 are becoming increasingly rare and the view that the worldwide pandemic has now been consigned to history can be heard in all areas of society.
Conversations with FM industry professionals tell a different story, however, with many reporting that they and their colleagues have tested positive for the virus in recent months. Regardless of these examples, it seems as though the UK and other countries have decided that Covid-19 can now be added to the list of others that will continue to circulate and included among considerations for the winter flu vaccines and other areas of more regular treatment.
Another area of discussion that is continuing more than three years after the UK initiated its first nationwide lockdown to slow the spread of the virus is the impact experienced by businesses. Those in
the hospitality sector were seen as being particularly negatively affected, with many forced to close or reduce the size of their operations and make high numbers of staff members redundant.
Having reacted to the immediate issues resulting from the Coronavirus pandemic, the sector was then faced with the widely varying effects of clients’ hybrid working regimes. These have seen some offices remain sparsely populated, leading to significantly reduced levels of demand for catering and other hospitality-linked services, while others report high levels of attendance between Tuesdays and Thursdays.
Although public transport has become notably busier this year, indicating that higher numbers of workers are returning to their office, reports are continuing to be shared describing the considerations being made by employers to encourage more staff
to use their workplace, some of which have included mandating full-time attendance. Many of these discussions include the use of hospitality services to encourage and support colleagues to attend their offices, ranging from the provision of free food and drink to the staging of special events.
All FM professionals will be keenly aware of the numerous additional challenges that have emerged during the post-pandemic period, which have included the need to address issues such as the recruitment of new personnel, the impact of inflation and supply chain shortages and the ongoing issue of significantly increased energy prices. All these have been experienced within the hospitality sector, further adding to the previously explained postpandemic impact, resulting in the need for the industry to adapt and meet these in the best way to achieve positive outcomes.
One of the most effective methods to emerge is that of establishing improved relationships and higher levels of collaboration with clients and supply chain members alike. With many of the challenges emerging within the last three years and affecting all business operators, more in-depth discussions with customers, service providers and industry partners are assisting everyone to find the most effective innovative solutions to meet these.
While the majority of companies prefer to avoid the implementation of short-term initiatives to meet challenges and become involved in ‘firefighting’ moves that run the risk of distracting everyone from the main task of business delivery, these have proved necessary in some instances. The hospitality sector has been particularly affected by the shortage of people to fill vacancies, for example, which has necessitated the implementation of new initiatives to allow companies to deliver their services and objectives.
Having ensured that the client’s expectations have been met, it can then be a case of further adapting these to include more long-lasting improvements. However, the implementation of short-term solutions and the application of ‘sticking plastertype’ solutions will be anathema to many FM professionals, who will make every effort to ensure that all operations are sustainable and long-lived.
One of the most relevant areas of more long-term strategy implementation for the hospitality sector is that of improving the workplace experience of staff, which can also include visitors and even members of the general public, depending on the facility in question. Regardless of whether this includes free food and drink, the launch of more varied menus that include both vegetarian and vegan options, or the delivery of events, these initiatives will inevitably require the involvement of hospitality professionals.
Another factor that is continuing to receive higher levels of appreciation from clients is the realisation
that improved collaborative efforts between them and their hospitality services partners will ensure that their expectations are met. Examples include the extensive variety of support to assist with maintaining or raising the image and reputation of any facility, which is an essential element for businesses wishing to attract the best new talent and retain staff members.
Without the qualified and professional advice and input of hospitality service provider partners, it is unlikely that these aspirations will be achieved.
Additional instances of the benefits of improved levels of partnership working between hospitality providers and customers include the meeting of everpresent requirements to meet financial constraints. Collaboration with industry professionals can provide the most relevant information to assist with the making of informed decisions, so that the most cost-effective outcome is achieved while also meeting customer expectations. One of the more frequent questions heard across all industries regards the levels of effort and support provided by the government. From the perspective of this feature, these queries are often asked about the government’s UK Hospitality & Tourism Skills Board.
One of the more recent developments emerging from the board is that of the Wellbeing and Development Promise, which it launched in April this year. It is designed to provide support and assistance to all areas of the hospitality sector around the UK and one of the more recent developments has been the introduction of the initiative to Northern Ireland.
Providing further positive evidence of the benefits of working closely with industry partners and bodies, the collaborative scheme has been launched to boost training and development opportunities for hospitality and tourism staff throughout Northern Ireland. It is being introduced by Hospitality Ulster in partnership with Tourism Northern Ireland and the Hospitality and Tourism Skills network (HATS).
The hospitality sector has been particularly affected by the shortage of people to fill vacancies
One of the core aims of the initiative is to address the common issue of the difficulty in filling staff vacancies that has been experienced in all areas of UK business. Commitments of those signing up include a pledge to introduce a diversity and inclusion policy, while also offering training opportunities for staff and consolidating anti-harassment policies in the workplace.
Efforts are being coordinated by the government and hospitality industry bodies to encourage businesses to sign up to the scheme and show their support. The first 32 companies to pledge their support when it was first launched in April include BM Caterers, BrewDog, British Beer and Pub Association and Parkdean Resorts.
During the introduction of the Wellbeing and Development Promise in Northern Ireland last month, Hospitality Ulster chief executive Colin Neill provided the following endorsement:
“The Wellbeing and Development Promise is a comprehensive initiative which will guide employers on best practice. It will help to attract new talent, retain staff, and ultimately boost career opportunities within the industry.”
UK Hospitality chief executive Kate Nicholls was another quoted at the launch event: “Hospitality has always relied on the thousands of individuals who work in our pubs, restaurants, hotels, and cafés, and it is the people that work in our industry who make it the world class industry it is. I trust that the Wellbeing and Development Promise will contribute better workplaces and more well-rounded employees here in Northern Ireland.”
With the Office for National Statistics (ONS) reporting that the number of job vacancies in the hospitality sector reached 146,000 between November 2022 and January this year, the efforts of the government, industry bodies and companies are seen as essential in creating improved recruitment opportunities and retaining staff members.
The need to meet challenges is one of the essential aims for businesses operating in all sectors, while continuing to look ahead and deliver sustainable growth ambitions.
This dual focus should be focused on riding the economic storms that emerge at regular intervals, while assisting each company and its partners to grow in terms of size, maturity and performance, which will support the further expansion of the hospitality sector.
The Wellbeing and Development Promise is a comprehensive initiative
Simon Haste has managed the Cats Protection estate for nearly two decades and used his expertise to maintain and improve facilities and operations to best effect
One of the many strengths of the FM industry is the long list of professionals that have joined from other sectors and adapted their knowledge to assist in the forming of best practice FM policies.
This is particularly relevant in the case of ex-service personnel, who typically bring the values learned in their military careers to the benefit of facilities around the UK. One of the many highly relevant examples of this experienced in recent months by FM Director magazine is that of Cats Protection head of property Simon Haste.
Having served with the RAF, he began studying for his BSc Estate Management degree with Birmingham Polytechnic in 1986, before accepting a property management surveyor role later in that decade. Mr Haste has continued to apply his surveying skills throughout his FM career, which quickly included an FM focus.
“After leaving the service I took advantage of the military’s resettlement service and did some work experience with a surveying firm,” he explains.
“I also spoke to a few surveyors and found it very enjoyable to work in that area.”
Similar to many professionals within the FM sector, Mr Haste states that he “fell into the industry more by chance than design in the 1990s”. One of the factors involved in his entry into the FM industry was the impact of the recession in the early to mid part of the decade.
“One of my relatives died around that time and left me a little money, which helped to pay for my Masters in FM degree at UCL,” he continues. “Since then I’ve worked continuously either as an in-house FM or estates manager.”
His first FM role with the Cable London business saw the combination of his services skills put to good use and increasingly complementing the requirements of his new position. “I reported to the company’s director of corporate affairs and he wanted to have an ex-services person to work as his FM.
“People from the Royal Engineers and Royal Navy were particularly suited to all the variety and challenges that you see in FM on a daily basis,” says Mr Haste. “They’re able to adapt and react positively to all the changes, bringing a different level of personnel management and they’re usually good at communicating with people at all levels, as well.”
A lot of my colleagues there were ex-services and they always seemed the best person for the job
His next role saw him working as the UK FM for a telecommunications business, which he describes as “exciting and very different from my previous one, as it included a much wider scope that increased as the company expanded”.
The job included sourcing new facilities and disposing of others on a regular basis, in addition to the refurbishment of others, adding many tasks to those required in the day-to-day running of the UK estate.
“I had a team of 26 and a budget of around £13m, which was a fair amount in the late 90s, and my focus also included the full range of hard and soft services and signing the contracts with our service providers,” he continues. “A lot of my colleagues there were ex-services and they always seemed the best person for the job.”
His three years of service ended in 2001 and were followed by a variety of roles ranging from FM to project manager and deputy bursar of a large private school and the management of its estate over the next four years. This led to Mr Haste taking the position of head of facilities and property management with Macmillan Cancer in 2005.
“I’ve enjoyed all my roles but found working at a private school particularly interesting,” he continues. “The estates bursar’s job was the best in the school and I felt like the town mayor at times.
“It was also like having two jobs because it changed dramatically during the holidays, when we had a short time span to complete all the maintenance and upgrades before the school reopened for the next term.
There was also increased security requirements to consider, as several of the parents were quite wealthy and there was a real risk of children being kidnapped, and I learned about managing laboratories and all that entails, too.
“However, at that time my own children were growing up and we needed more income to support them, so I began looking for the next opportunity,” he continues.
This led to him being appointed the Macmillan Cancer head of facilities and property management in the autumn of 2005. In addition to the management of its London head office for 300 people, his responsibilities also included the running of a fleet of more than 150 vehicles, approximately 100 office and retail facilities around the UK, including the Isle of Man, and business continuity planning.
“I was based in the London head office and further to all my FM tasks, I was responsible for the health and safety of all the charity’s operations, which meant it was another varied and enjoyable role. I learned a lot there and was then offered the job with Cats Protection in late 2006 and have been here since then,” says Mr Haste.
“There was another steep learning curve when I started here, particularly in understanding how to manage feline disease and prevent it spreading, but there were also a lot of similarities to other roles. We need to do a lot of washing, for example, and the laundry room is similar to the one we had at the school,” he explains.
Located by the edge of the Ashdown Forest in West Sussex, the 50-acre main Cats Protection site employs a dedicated FM and a team of six to complete building and grounds maintenance for the offices, warehouse and the facilities for cat welfare.
The estate also includes another 100 facilities around Great Britain, ranging from catteries to retail outlets and including both leasehold and freehold facilities.
“There are a lot of challenges, particularly in maintaining the older properties around the estate, so we sometimes have to ask for more money, but the focus is always on providing the best welfare for cats,” Mr Haste continues. “I’ve found my surveyor background to be very useful, although it’s not always required, it’s proved really helpful on several occasions.”
Another skill that has been further developed is that of diplomacy, he states, and this has again assisted with resolving issues concerning boundary disputes with neighbours and other areas. Similar to many organisations around the UK, Cats Protection is additionally continuing to deal with the effects of the pandemic on its head office site.
“A lot of our colleagues are now home based and don’t attend the office very often, which means we have empty spaces around our office facilities,” says Mr Haste. “If we were based in a town centre, we could look at letting these out, but our rural location means that’s not really possible.”
One of the more surprising types of facility on site is that of an observatory, which is leased to and operated by the University of Sussex.
There are a lot of challenges, particularly in maintaining the older properties around the estate
The village bowls club is another tenant and the rural location of the site has seen it increasingly engaged with sustainability projects ranging from beekeeping to organising on-site sheep grazing to reduce grass cutting operations.
“We saw more issues emerging with our buildings around the estate during lockdowns especially, including water leaks, graffiti, rodent infestations and break-ins,” he continues. “It’s also been challenging to maintain relationships when people are working from home, but our relationship with our finance, retail and IT teams improved immeasurably during the pandemic.”
With fewer people working from its head office, the organisation has found it no longer needs reception staff, although its facilities for the care of cats continue to function to high levels of activity. In addition to its quarantine areas to prevent the spread of disease, veterinary facilities and teams of workers are provided with the necessary levels of support.
“This is the only site where we employ vets and use external people at our other centres around the UK. Our post room is still in operation and the on-site warehouse is our only facility of its type, and used to distribute all goods, materials and marketing information around the nation to support our shops, offices and wide range of events organised by our volunteers.”
The reduction of carbon emissions around the Cats Protection estate is another project that is increasing in intensity and Mr Haste states that he has been pleased to note good levels of collaboration with a number of not-for-profit organisations. “We’re making progress toward net zero and it’s really helpful to be able to discuss this with other charities.
“There’s a regular exchange of information about
reducing carbon emissions that I haven’t seen in many other sectors. We meet on a regular basis to discuss relevant topics and actions and also share information on the best contractors to help with our net zero journeys,” he says.
In addition to his on-site FM colleagues at Cats Protection headquarters, Mr Haste works with a team of regional surveyors to manage its facilities around the UK. The organisation has four regional territories of Scotland and North East England, Wales and South West England, East England and London and South East England, all of which have access to dedicated resource.
“We only have one building surveyor but there are five surveyors located around the UK, along with planning and our in-house health and safety team and everyone works as closely as possible. We then outsource services such as reactive maintenance around the country, along with occasional security requirements.
“We also outsource all our requirements for alarms, signage, warehouse shutter door maintenance and other requirements for large or specialist projects,” Mr Haste concludes.
The Cats Protection estate is a mature and well-established mix of facilities and grounds that requires considerable expertise to manage it the best way. It has obviously benefited from the presence of Mr Haste and his colleagues in dealing with the many issues that most experienced FMs and service providers will be familiar with, along with more specific challenges in the care of cats.
Having met these and prepared for others, it is further proof that the well-known saying “there is no substitute for experience” remains as relevant today as when it was first voiced and particularly for the management of the Cats Protection estate.
We also outsource all our requirements for alarms, signage, warehouse shutter door maintenance and other requirements for large or specialist projects
Facilities managers co-ordinate the demand and supply of products and services to maintain the effective management of buildings for the benefit of their occupiers. By specifying accreditation within their requirements, they are able to trust the quality and compliance of supplied goods and services.
Accreditations should give customers a good degree of assurance that their service provider will uphold high standards at all times to ensure their building’s facilities comply with regulations. The consequences of non-compliance can be damaging legally, financially, reputationally and, worst of all, by putting people’s safety at risk.
Premier Technical Services Group Ltd (PTSG), as the UK’s leading provider of specialist services to the construction and FM sectors, helps to create work and living spaces that are safe and protected, clean and maintained and work at optimal efficiency.
Within the Group’s independent five divisions, a vast amount of safety-critical work is carried out in the fields of access and safety, electrical services, specialist cleaning, installation and remedial work, fire and security solutions and water hygiene and treatment.
Safety is the priority in all projects, without exception or compromise. This goes hand in hand with providing exceptional customer service and is why PTSG now has well over 250 individual accreditations. They underline that the quality and great variety of its work is certified by the industry’s regulatory bodies.
PTSG is also a member of SAEMA (Specialist Access Engineering and Maintenance Association). SAEMA is the national trade body responsible for gathering and sharing best practice in raising standards for the UK permanent and temporary access industry. The Director of PTSG’s Access Maintenance Division, Mark Davison, is also Chair of SAEMA.
In recent years, Mark has attended the Houses of Parliament for the All-Party Parliamentary Group on Working at Height meeting aimed at enhancing the reporting of accidents and incidents to allow the industry to better target efforts and resources to reduce the rate of fatalities and major injuries.
For PTSG, fire safety is the foundation upon which commercial and residential buildings should be constructed. At the end of 2019, PTSG achieved the ESOS Phase 2 certificate of compliance in energy efficiency through PTSG Fire Solutions Ltd.
ESOS, the Energy Savings Opportunity Scheme, was introduced by the Government to promote energy efficiency. Compliance is required by larger organisations with 250 or more employees to ensure they are regularly assessing their energy usage every four years and, most importantly, to highlight energy savings opportunities as a mandatory practice. The ESOS Phase 2 certificate guarantees that 90% of energy consumed by PTSG in the area of Fire Solutions is accounted for across all sites, including transport.
Three years later, at the end of 2022, PTSG was awarded “Condensed Aerosol Design, Installation, Commission and Maintenance” – which is a brand-new addition to the LPS-1204 certification scheme. Through constituent company Trinity, PTSG Fire Solutions Ltd first achieved LPS-1204 in April 2015. Shortly afterwards, the team, led by Richard Castle-Smith (Head of Fire Suppression at Trinity), approached the Buildings Research Establishment
(BRE) to ask for the certification to be developed to include the design, installation, commissioning and servicing of gaseous fire suppression systems. This wasn’t possible until there was LPCB-approved equipment to support this (LPCB being the Loss Prevention Certification Board).
This equipment was subsequently developed by FirePro, the manufacturer of automatic fire suppression systems. In fact, FirePro is the only condensed aerosol manufacturer in the UK that has LPCB certification. This brought the seven-year campaign for the achievement of LPS-1204 “Condensed Aerosol Fire Suppression” to a successful conclusion.
It is rare that a company such as Trinity, which delivers a wide range of fire, life safety and security systems, influences the BRE in the development of a certification scheme. Trinity continues to have a close working relationship with FirePro.
FirePro first introduced the team at Trinity to the new condensed aerosol technology for fire suppression in 2017. While very few other industry practitioners recognised or acted on the potential of this new technology, Trinity forged ahead with selling it to customers – providing the market with a genuine opportunity.
The FM industry’s official regulatory bodies include:
Over the next five years, Richard continued working with the BRE to incorporate this technology into the LPS-1204 scheme. As of 24th November 2022, Trinity – and PTSG Fire Solutions Ltd – became the first to successfully gain the newly-developed certification. As a result, customers can rely on Trinity and PTSG to provide a professional and certified solution.
On 23rd January 2023, the Fire Safety (England) Regulations 2022 were introduced under Article 24 of the Fire Safety Order 2005. Regulations made under article 24 can impose requirements on responsible persons in relation to mitigating the risk to residents for specific premises.
The Fire Safety Order applies to all premises including workplaces and the common parts of all multi-occupied residential buildings, encompassing the building’s
structure, external walls and any common parts of premises including all flat entrance doors for buildings containing two or more sets of domestic premises.
The regulations sit alongside the Building Safety Act amendments to the Fire Safety Order, with all actions intended to improve fire safety outcomes and to protect the public from the risk of fire by better supporting compliance and effective enforcement in all regulated properties.. The Order already requires responsible persons, where necessary, to take certain steps to ensure the safety of residents.
The Fire Safety (England) Regulations 2022 apply in England only. The “responsible person” is the person who is responsible for the safety of themselves and others who use a regulated premises.
This is normally a building owner, or in residential properties any other person in control of the premises. The responsible person is the person on whom most of the duties set out in the Fire Safety Order are imposed.
Premier Technical Services Group Ltd (PTSG) works with Duty Holders to ensure their buildings are compliant and their fire safety assets are up to date and able to protect building users in the event of a fire.
The vital importance of passive fire services
Passive fire services are crucial in both commercial and residential buildings. Each year, PTSG delivers passive fire services to thousands of properties across the UK. They are provided as part of a rolling programme of inspection and/or rectification works. Strictly following fire safety reforms and building regulations, PTSG’s engineers remove fire safety risk from occupied buildings, keeping them safe for all users. That is their ultimate goal: to protect people and infrastructure.
PTSG’s passive fire team comprises technicians who hold the BM Trada Q-mark certification for Fire Door Installation and Maintenance. All its operatives is FIRAS certified:
FIRAS (Penetration Sealing Systems, Cavity Barriers, Fire Door Maintenance, Timber Fire Doors & Composite Fire Doors)
BM Trada (Q-Mark Fire Door Installation to STD052 and Q-Mark Fire Door Maintenance to STD058)
LPCB (LPS 1271 – LPS 1531 and LPS 1197)
The experts at PTSG Fire Solutions can provide guidance for FMs and service providers to allow preparations to be implemented prior to the various requirements becoming legally-required actions. For information, guidance or a free quotation on any aspect of PTSG’s accredited specialist services, please contact: info@ptsg.co.uk | 01977 668771 | www.ptsg.co.uk
Winner of the Young FM Manager award earlier this year, Agathe Le Moing is continuing to enjoy the benefits of her win
There are many advantages to winning industry awards, especially when this involves being assessed by industry peers, who typically have valuable industry experience and have earned great respect within their sector.
Speaking to FM Director as the deadline approached for entries for the Worshipful Company of Pattenmakers Young Manager Award 2024, this year’s winner Agathe Le Moing said her entry represented a ‘now or never’ moment last year. She has worked for Bouygues Energies & Services Solutions for nearly seven years, having started work as on an undergraduate general manager scheme, which led to her transitioning to an operational management role.
She states that her university studies of languages and international business did not include any reference to FM, but that her increasingly wide work experience has led to her becoming an enthusiastic advocate for the industry.
She now works as a contracts manager on the company’s contract with Addenbrooke’s Treatment Centre in Cambridge, a position which she was promoted to after starting as the performance manager. “I’ve been here for nearly two years now and it’s a former Carillion PFI contract, but most of my FM work has been with the healthcare sector, so it’s what I know best,” she continues.
“We only do hard services here, but the hospital has a few different specialities such as providing laboratories for the University of Cambridge, and we have theatres and treatment rooms and the Stairwells department, which provides the commissioning of equipment for the county, along with many wards, clinics, etc. So we have a lot of interactions with many different people, from scientists and people sterilising equipment to all the members of the medical and nursing teams, so it’s quite varied,” she says.
Having enjoyed her various FM roles with Bouygues, her first experience of an awards process was as a finalist in the Women Engineering Society Awards in 2019. “This was in the Women
in Engineering on the FM side. I didn’t win but I was a finalist and that same year one of my managers wanted to nominate me for the Pattenmakers’ Young Manager award, as well.”
She felt that this was too soon in her career and that there were “a lot more competent and qualified people around me”, so decided against entering the 2020 award scheme. “But the same director came back to me last year and suggested I enter the 2023 Pattenmakers awards.”
Although she was initially hesitant due to a reluctance to speak about herself, Ms Le Moing says: “On the very last day, just before the deadline, I applied for the award. I thought ‘this is my last chance because next year I will be too old to apply’, so although I left it to the last second I wrote my application and sent it across.”
I like a challenge and I’m quite ambitious, as well, but being a finalist was my main objective
The initial entry process saw Ms Le Moing looking back over the previous six years and listing all her achievements and successes. She states her delight at being nominated as a finalist and then subsequently joined the Microsoft Teams meeting with the judging panel.
“I started to feel a little stressed initially, as it felt as though there were six people staring at me, but when they asked me a question I just thought ‘OK, let’s go with the flow’. I’m quite a natural person and I knew it wouldn’t work if I’d just prepared a speech, that’s just not me, so it seemed to work really well and I explained about all my experiences and successes.
“They were all really nice people too, and very highly qualified, and I was very impressed with the high calibre of the judges. They were important and interesting people, so just meeting them was great,” she continues.
“I like a challenge and I’m quite ambitious, as well, but being a finalist was my main objective. The winning was even better, of course, but for me it was already a success to be one of the six finalists.”
Prior to the awards ceremony in January, Ms Le Moing and her line manager was invited to the FM&BE trade dinner at Haberdeshers Hall in central London.
This proved to be highly enjoyable and provided the opportunity to meet other finalists, past winners, FM peers and people from the shoemaking sector.
“I also learned a lot about the Pattenmakers Worshipful Company, too, which was very insightful, so I enjoyed the dinner in many ways. But then a few weeks after the dinner I learned that I’d won and was absolutely over the moon. I think I screamed when I received the email and went round the office to all my colleagues to tell them. I think my colleagues saw that I was quite happy and then I called all my family to tell them that I’d won, but I had to make sure I didn’t share the new too widely before the ceremony,” she continues.
Her enthusiasm and joy at the announcement of her win is still highly evident throughout her conversation with FM Director, further endorsing her explanation that she is naturally “quite lively”, while providing further confirmation of the value of engaging with industry peers.
“It made the day a very special one and after that I also received emails from all the judges and they told me the decision had been unanimous and that ‘it had to be you’. It made me feel very special and very much a part of the FM industry,” she says.
The next stage of the process involved attending the Pattenmakers’ dinner in January, which included both Ms Le Moing and her fiancée. “It was the first time he’d worn one of those suits, so it was quite funny, but it was lovely to meet all the judges and so many others from the industry.
It’s a really stressful time for many people when they come to hospital and so many little things can impact that if we don’t get it right
Resource Group director Deborah Longstaff was there and she was making sure I was alright all evening.
“But then we had to line up at the side of the stage and wait to be called to receive our awards. My name is obviously not easy for many people to pronounce, so I was very impressed and grateful that Past Master Sarah Leijten said it in a very French way,” she continues.
“It was a very special event and dinner and I felt so bright and happy and I’m now trying to attend the Pattenmakers’ events and become more part of the community, so that’s really good.”
Winners of the Young Manager award receive a £500 cheque and a further £1,000 for training. Ms Le Moing states that this has led to discussions about the options available, with the fund assisting in tailoring these to deliver bespoke instruction to suit her needs. Both Ms Longstaff and former FM consultant Sarah Hodge are her main contacts with this, with discussions focusing on change management and adapting to the many developments around the FM sector.
“We’re in a very fast-paced industry and the world is changing very quickly, as well, so we have to adapt to everything at the same time as delivering on a dayto-day basis and not to feel that this is a burden,” she continues.
“They came back to me and said there is potentially a coach available to discuss change management
real examples and discussions, talk through and see how to deliver everything, so we’re just trying to finalise everything now.
“It’s been a wonderful experience and I’m really pleased I seized the opportunity, as I know I would have regretted it if I didn’t,” she states. “
“It’s much more than winning, which has been fantastic in itself, but meeting all those people and speaking about FM. Obviously everybody in my company understands what I do, but I would really like to help the industry become more well known to members of the public and young people especially.”
Having entered the industry through the Bouygues’ graduate scheme, she states that although her studies had not focused on any aspect of FM, she quickly realised that she had found the career of her choice.
“I fell in love with FM within a few weeks of starting and discovered that it provided me with a job that I absolutely wanted to do, even though I never knew it existed until I started. It’s been a great adventure and I don’t regret it for one second and I’m very pleased I came across the industry.”
She feels that opportunities are being missed to provide more people with gainful employment within the industry, particularly as its wide focus means that there are opportunities for all interests. “It doesn’t matter whether you’re an engineer or more of a generalist, like me, there are lots of options and I’m really keen to make more people aware of this and particularly young people,” she continues. “Maybe out of a class of 30 there will just be one or two that would like to explore their options once they know more about the industry.”
The topic of diversity and inclusion is another area of interest for Ms Le Moing and she believes that more women are continuing to find employment within the sector, but there is room for improvement, especially on the hard services side.
“It’s a great trade and a great industry to be involved in. I work in healthcare and although people don’t see us we’re helping to improve the experience of all the patients by making sure they showers are working and they have the right lighting, etc.
“It’s a really stressful time for many people when they come to hospital and so many little things can impact that if we don’t get it right. That’s what makes us tick here and I really believe that education or healthcare is where my place is within the industry,” she says.
While continuing to relish her involvement in the FM sector, it seems highly likely that Ms Le Moing will enjoy more success in her career in the near future, which will further assist her ambitions of making more people aware of the many opportunities and benefits provided by our industry.
On the subject of PFI contracts, Ms Le Moing states that these may become too proscriptive and feels that this can lead to the preventing the best levels of service being delivered. “In some cases you need lawyers to look at the details and find out what they mean and it can all become quite complicated, but we’re fortunate that our contract has a few years left to run and we won’t be the first to transition,” she continues.
“There are a lot of other contracts due to change over before ours, so I’m sure we’ll be able to learn a lot from these and help to make the transition as smoothly as possible.”
We have to adapt to everything at the same time as delivering on a day-to-day basis and not to feel that this is a burden
Tom Robinson describes his role and the services he and his colleagues are delivering, with the aim of providing valuable and in-depth assistance to clients
Achilles is the world-leading global supply chain risk management expert that works with marketleading financial, industrial, commercial and governmental organisations requiring the serious, detailed analysis and expert insight necessary to deliver exceptional levels of environmental, social and governance reporting confidence.
Its vice-president of community growth Tom Robinson spoke to FM Director last month, describing his journey within the company and sharing details of how he can make a real difference to his clients.
What is immediately clear in talking to Mr Robinson is his passion for what he does, both in delivering the core product, but also in ensuring every one of his clients receives a “value-add” service. He talks with genuine zeal when describing his role in the company, and the potential for achieving greater things. If even a fraction of his infectious enthusiasm is picked up by new and existing clients, it bodes well for future growth.
Mr Robinson, who is from Lincolnshire, graduated from the University of Birmingham in 2009, joining Achilles as a graduate on the business strategy side of the organisation. He has his brother to thank for getting his start: “My brother sent me a message saying, ‘This position looks right up your street!’; a week later, I had the job!”
Being a strategy graduate put him in the kind of exciting position he was looking for at this global company, but even from the start he had his sights on career progression:
“Whilst it was nice to have that entrepreneurial feel to it, I very quickly found that being alongside and in front of customers is what I enjoy the most,” he explains.
“That goes for groups of people, not just individuals, helping them to overcome any issues they are having.”
Part of what I do is to make sure I can give customers the very best value
Upon making a move into operations, he found himself leading the Utilities Vendor Database community at the company, serving 6,000 suppliers and between 75-80 buyers. “I found it exhilarating having a powerful tool at my disposal that saves people time, makes their lives easier and potentially send others home safely at night – and in more recent times has also proved extremely useful in terms of ESG and achieving net zero.”
He explains that aligning his service offering to industry trends is another important aspect of his role, as is making sure clients get value for money – and feel that they are doing so.
“Not many of my days are the same and not many conversations I have are the same. Five years ago, ESG, modern slavery and issues like that probably weren’t spoken about at all.
“We can support the procurement manager, the person in charge of audits on site, the person in charge of health and safety – all areas of operations. How can we make sure that we are saving not just the buyer but the supplier that time, effort and money?
“It’s a challenging environment, but I am driven to make sure the customer is getting what he/she needs. Achilles is so much more than just answering a question set; we offer comprehensive support to help business improved their performance.”
Whilst the provision of trusted data remains central to the company’s service, Mr Robinson is seeing the implications of cyber-attacks on organisations of all kinds. “It’s no longer just about understanding organisations’ systems, it’s important to know what they have in place to stay safe. And we need to be proactive in this regard.
“Organisations are coming to us looking for assurance that the ESG space is taken care of. We have five pillars: environment, social, governance, health and safety and finance. We can understand what sits underneath each of these headings.
“It’s the value we can add that hopefully sets us apart, not just completing the transaction of supplying data sets.”
When talking about competitors in the marketplace, his confidence in his employer is clear to see: “Good luck as a buyer finding a consultant who will give you a cyber rating across the supply chain, an ESG score across your supply chain, a set of updated, validated and maintained pre-qualification data; Achilles offers a level of detailed analysis and data verification that is hard to find elsewhere – we look at environmental, social as well as finance and cyber security considerations to provide a very comprehensive picture.
Five years ago, ESG, modern slavery and issues like that probably weren’t spoken about at all
For buyers that provides a level of supply chain risk and reporting confidence that is hard to beat and for suppliers it provides the ability to demonstrate the sustainability credentials that buyers are increasingly looking for.
“Part of what I do is to make sure I can give customers the very best value. This includes improving organisations’ credentials in the areas of ESG –raising them above their competitors. It is essential for us to create value and make sure we are as relevant and pro-active as we can be. But a core part of the journey has been moving onto one platform.
“Many years ago, communities operated on different technologies and systems, which creates a disconnect. Construction, energy and utilities were operating independently. We pride ourselves on being multi-sector. You can join our Infrastructure Audit system and you only have to provide your details once, even if you’re accessing multiple sectors.
“We understand the burden on organisations to tie their different sectors neatly together. We save them time from completing multiple applications, allowing them to focus on what is important to them.”
Getting the message across Trade shows and customer events continue to be a key way for Achilles to get its message to the marketplace. “Trade shows and exhibitions are all about talking to people,” he continues.
“I was at Utilities Week in May. An organisation’s representative came up to me and told me our system at Achilles had helped him immeasurably. Another told me he needed to have a financial health check –ensuring the different ventures he wants to be involved in are viable. They can use our systems, getting up-todate insights to enable them to have conversations with their suppliers which enriches how they operate together. It is really gratifying hearing how we are helping organisations to grow; but also making their working days easier by making the processes and information they use more effective.”
When asked to put his finger on what makes Achilles the go-to supply chain risk management expert, Mr Robinson is very clear: “If you have the data, great – but it’s what you can do with it that is the most important thing. Delivering insight, strategy and being pro-active is what is particularly important for me.
“The future is about ensuring we remain relevant to the emerging industry trends and that the organisations we work with can continue to meet the requirements of government and industry.”
Much has been said about the importance of keeping pace with new trends, but how far in advance is it possible to spot new trends, such as the rapid emergence of ESG?
The future is about ensuring we remain relevant to the emerging industry trends
“It’s hard to quantify but we at Achilles are in as strong a position as it’s possible to be. Look internally and we have the best industry practitioners, all of whom are experts in their field: in carbon reduction, sustainability and procurement – you name it.
“We work alongside of SSE, National Grid, UK Power Networks, Lendlease and several others, and talk to them on a regular basis. We ask ‘what is your current biggest challenge?’ We aren’t waiting for them to speak up if they have a challenge, we are being proactive. We care!”
He uses these statements to support his comment that the company clearly has a business model that is working well, while it continues to examine its options to make more improvements. “We are continually evolving and adapting our system,” he continues. “You wouldn’t have had ESG scoring a few years ago, for example. Part of what we do is create a continual roadmap in conversation with our buyers, to keep evolving in line with what they need. When these trends do take effect, we need to make sure we have the right customer people, the right product people and we are understanding what the trends mean for our system in order to stay relevant and continue adding value.”
When answering the question on what the company is likely to focus on next in the near future, he states: “We don’t necessarily want to focus specifically on carbon reduction or CSR, for example.
Each area has its own space and collectively they are as important as each other. If I were to call out one area it would be making things easier for suppliers.
In April 2022 I delivered my first speech about Climate Change at The Manchester Cleaning Show.
The global warming definition is one that many organisations such as National Geographic, the Met Office and other environmental groups agree on. It is the greatest environmental challenge facing the planet today. Global warming is caused by the increase in concentration of greenhouse gases in the atmosphere related to human activities. Global warming is the cause of climate change and there are fundamental links between climate change and marine plastic pollution.
The main environmental impacts of climate change are the following:
Melting of polar ice caps and rising sea levels.
Changes to ecosystems.
Mass migrations.
Acidity of our oceans.
Species extinction.
Extreme meteorological phenomena.
After discussing the above impacts of climate change on our planet, I shone a light on how the cleaning industry contributes to greenhouses gas emissions and pollution through plastic production and usage from cleaning chemical containers to VOCs (Volatile Organic Compounds), that are included in cleaning chemicals and pollute the atmosphere, adding to global warming. Last year’s speech was titled 9 years left to make a difference…
This year in March, I delivered another speech at The London Cleaning Show, creatively entitled eight years left to make a difference. Time is running out. 12 months ago I reported that climate breakdown will occur within the next eight years unless we see that difference. However, my update this March details a study, published January 30th 2023 in Proceedings of the National Academy of Sciences in the United States, suggesting new evidence that global warming is on track to reach the 1.5 degrees Celsius mark increase we had hoped to avoid in the early 2030s, regardless of how much greenhouse gas emissions rise or fall in the coming decade.
To stick to the target, countries, companies and individuals would have to cut their emissions by half every decade until 2050. Something drastic has to happen.
This article is therefore going to outline how you as individuals, business leaders and influencers, can focus on setting your own goals across a number of parameters. Industry needs to support the UK’s ambitious climate change target to reduce its greenhouse gas emissions by 78% by 2035 compared to 1990 levels and to net zero by 2050.
Do you have an ESG strategy?
What are you doing now to support this? Have you
defined your environmental goals or created an ESG strategy? Do you have an environmental manager in your organisation or someone that can focus on this area for you to make considerable and lasting change to your business and endeavour to identify potential improvements and commit to making them happen?
If you want to know where to start. The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future.
At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries – (developed and developing) – in a global partnership.
They recognise that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests.
17 different Sustainable Development Goals might seem overwhelming to start, so in line with the 17 SDGs, The Floorbrite Group saw our potential impact having an effect on five of them initially, and that’s where we chose to start. You can’t eat an elephant in one bite!
We took the five SDGs that had been chosen and created our own ESG Strategy and roadmap to 2035, breaking down how we were going to achieve them, and then concentrated in detail on the next three years.
For those not familiar, what does ESG mean for a business?
Adopting ESG principles means that corporate strategy focuses on the three pillars of – the environment, social, and governance. This means taking measures to lower pollution, CO2 output, and reduce waste. It also means having a diverse and inclusive workforce, – at the entry-level and all the way up to the board of directors. ESG may be costly and time-consuming to undertake but can also be rewarding into the future for those that carry it through.
How can you make the changes to support your environmental goals?
So what can you do? Look at your suppliers and their credentials, ask the right questions when considering your own supply lines. If purchasing products, what are they made from, is there a sustainable alternative. Are they safe, are they 100% recycled or partly recycled, are they
recyclable or reusable, are they biodegradable, or compostable even? Where have they come from, how have they been transported, how will you or your customers dispose of them? Look at your internal processes, how can you reuse or recycle, if manufacturing, can you create a circular economy? Can your business save water, use electric vehicles, transfer to a green tariff for your energy provider? Look at how you can support your environment locally, even if it’s litter picking, tree planting, cleaning up the water ways and beaches. These are simple actions you can start doing today when it comes to creating your own environmental strategy to tackle climate change – they all add up. Everything you do matters to change the outcome in eight years’ time.
If you’d like to learn more about the information in this article, take a look at my speech at The London Cleaning show in March about this subject on Floorbrite’s YouTube channel. www.floorbrite.co.uk
Climate breakdown will occur within the next eight years unless we see that difference
Diesel generating sets are used in places without connection to a power grid, or as an emergency power supply if the grid fails, as well as for more complex applications such as peak-lopping, grid support, and export to the power grid. Diesel generator size is crucial to minimize low load or power shortages.
The YorPower Group provides complete back-up power solutions to customers nationwide. YorPower Projects is the part of the group focused exclusively on diesel generators both in the UK and around the world. At its base in West Yorkshire, its specialists manufacture and supply diesel generator systems from 10kVA4000kVA for industrial and domestic applications.
A major requirement for developing countries where power is needed in remote locations, is reliable, dependable and ‘on tap’ electricity. This can be fulfilled by the installation of a fully self-contained 1 megawatt (1250kVA) Powerbox. The YorPower Powerbox is fully capable of synching in parallel with up to 15 other generators creating a substantial ‘power hub’.
Generator canopy replacement at a Welsh airfield
Earlier this year, YorPower was approached by an airfield in Wales to try and resolve an issue which was unique and required an expert approach to meet health & safety and fire rating guidelines.
The airfield had a 250kVA emergency generator that had been fitted in a drop over mild steel canopy. Whilst this is usually a common canopy material, for this final location it wasn’t sustainable long term due to the airfield being close to the sea. This meant the canopy suffered from severe rust caused by salt in the sea air.
Rather than simply replacing the canopy, which would almost certainly corrode again, YorPower was tasked with providing a permanent solution. The group’s Service Manager, Ian Townson, worked with the team and identified two choices two choices of material that do not rust: stainless steel or GRP (glass reinforced plastic) kiosks.
After liaising with the airfield about the options, it was decided that the GRP would offer the most cost-effective solution. However, with this material being more susceptible to a fire, the team attended the site and measured the existing canopy, including the exhaust outlet, radiator outlet, air inlet and door access.
The kiosk was then manufactured by one of YorPower’s GRP specialists and sent to site, where they removed the corroded mild steel canopy and replaced with the pre-manufactured GRP kiosk, which was made to BS476 Pt22 and gives a 1/2-hour fire rating. There is also mineral wrap around the exhaust, combined with stucco finishing as well as a steel plate fitted to the canopy, where the exhaust exits.
YorPower’s team was delighted to provide a longterm solution for their client, in a project that was unique, challenging and rewarding. For all generator enquiries, contact YorPower on 01977 688155 or email sales@yorpower.com
Darien Jay shares his thoughts on the management of his business and supporting those of others in the FM sector
imilar to many senior managers and directors working within the FM industry, Vixus Property Group chief executive officer Darien Jay had no thoughts of a career within the sector while studying for his degree between 2006 and 2010.
“I fell into it because I didn’t know what I wanted to do after university and discussed it with my father, who said ‘Go and speak to these guys’,” Mr Jay continues.
His father introduced him to Balfour Beatty Workplace and he was subsequently invited to an interview for an under-graduate placement.
“I didn’t know what I wanted to do after university, but I did know I needed to find a job. My father had spent the latter part of his career in FM, and offered to put me in touch with a former colleague at Balfour Beatty WorkPlace where I was fortunate to be offered the under-graduate position”.
After completing his placement, Mr Jay was invited to join the Balfour Beatty graduate scheme. “The trouble was, by this point the financial crisis had really shown its teeth and the grad scheme had been postponed indefinitely.”
Having made some useful contacts during his initial spell, Darien was able to get a temporary admin job at the company, before landing a position in the procurement department that led into his first graduate placement.
“So I found myself in a role with next to no experience, learning about supplier management on the job”, he explains. However, within six months of formally joining the company scheme, and before having the opportunity to experience other parts of the business, Mr Jay’s line manager made him an offer to make his position in procurement a permanent one.
After four years at Balfour Beatty he joined the GVA UK real estate consultancy practice and continued to enhance his procurement. “If you’re going to do anything well you need to get the relationships right and we find in our business today that a lot of work comes from our supplier network recommending us,” he explains.
“My time with GVA certainly helped to move me further toward consultancy and I learned a lot about the value of having honest conversations.”
Having been promoted to the company’s head of procurement, there followed a period of rapid expansion, leading to GVA becoming a much larger corporate organisation.
“In terms of my own development, I knew that I wanted to be a decision maker, and GVA couldn’t fulfil that ambition. So at the age of 30 I thought it was a ‘now or never’ moment to start my own business.”
Mr Jay set up his first company in November 2017, which he ran on his own for the next 18 months. This involved “the 70-hour working weeks, countless sleepless nights, a very understanding wife and all the other trappings that come as part of being a new business owner”.
There followed a period of consolidation, including changing the name of the company to Vixus.
“We were getting more of our own work and less as a sub-consultant, but it was still mainly me and still a lot of hard work,” he recalls. “My first employee, Mark Weston is an absolute rock and he kept me sane during those hard times. Mark’s now part of the senior management team and an integral part of our long term vision.”
Coaching
“It was during those challenging times that I first spoke with Dan Stanley, a men’s health coach. I can still remember that first conversation; I told him about the stress and pressure of starting and running a business,” he says.
“Over the course of a year Dan gave me a sense of purpose and vision. He got me to a position where I was able to focus on growing the business without burning out. No doubt reaching out to Dan was one of the best decisions I’ve ever made,” he continues.
With a newfound appreciation for the value that a coach could bring, Mr Jay went on to work with Tom Allchurch, a specialist business coach under the ActionCoach organisation. “Working with Tom was the next major stepping-stone for Vixus. He gave me the tools to see the potential with Vixus, that we could grow it to become something pretty special. Perhaps most importantly, Tom helped me plot out a very clear 5-year plan for the business. This started with me taking more responsibility for running the business and building a team around me that managed the fee earning work.”
Mr Jay states that he is now in a much better position from both personal and professional perspectives and attributes much of this to working with coaches and mentors. “Life and business are intrinsically linked and there’s no getting away from that, so working with a business coach helps me focus on putting forward the best version of myself,” he claims.
Having rediscovered his enthusiasm for the business, the next major milestone came when Darren Pickering joined Vixus in February 2022. “Darren’s background is in property management and he came to the table with a few ideas for how we might look to diversify our service offering.
“We’d been asked by a few of our consultancy clients whether we could provide them with property management services, but had turned them down in the past. There were only a certain amount of times that we could keep declining this work before we had to take it seriously; I remember Darren and I were sat in the boardroom and I asked him ‘are you up for this?’. And that’s the moment Vixus Property Management was born.”
The attraction of entering the market for delivering residential property management services was clear to everyone in the business, says Mr Jay: “This is an established sector where, quite frankly, there’s a distinct lack of high performing companies operating in it,” he claims. “We knew that we could do things differently, to improve the reputation of the property management industry”.
Mr Jay further states that the next step was to examine the market for potential M&A targets. “I’ve built businesses from scratch and know how painful and time consuming this can be,” he states.
Life and business are intrinsically linked and there’s no getting away from that, so working with a business coach helps me focus on putting forward the best version of myself
“The acquisition route was the obvious solution for Vixus Property Management as it provided a decent client book that we could use as the foundation for growth.”
Vixus ultimately entered into negotiations to acquire FMS Estate Management in Q4 2022, and completed the deal in February this year. Vixus Group effectively grew by 35% overnight, and in the last few months its headcount has doubled.
“We’re continuing to refine our long-term business strategy and ensure that everything we do, from our processes to our client communication to our website, are all in the top 10% in our industry,” he continues. “We’re all much happier with the way that the business is progressing, and the whole team is fully aware of the 5-year plan and their individual responsibilities towards achieving this.”
One of the main aims is to avoid the temptation to make short-term gains and instead continue the high level of effort being devoted to the delivery of long-term and sustainable growth. Rather than increasing the time and effort devoted to the company, Mr Jay states his aim is now to continue to reduce his involvement in day-to-day activities.
“We grew the consultancy business by 51% last year, and we’ve taken on more work and grown our team significantly. This means I’m now able to take more time away to switch off and think about other things, but then come back feeling fully refreshed and ready to push on,” he says.
“Our current position sees me having regular discussions with the senior management team about how we grow the business over the next few years. In the longer term, I’d like to step back a little further from the CEO role and move more toward the company chair or similar,” he continues.
“Over the last couple of years I’ve found myself becoming less integral to the business – but in a good way. For the first few years it was all about me bringing in the work, but this is now changing and it’s very noticeable that things are being delivered to a high standard even when I’m away. This fuels my confidence in moving to the next stage and each step forward, whilst the stakes are higher, feels noticeably less scary.
“So for me personally, I can now focus on the things that I enjoy doing rather than the work that I had to do over the first three or four years to pay the bills. Now it’s more about marketing the company, getting the strategy right for the business and making sure we have a clear growth plan,” says Darien.
He explains that this includes celebrating the Vixus team’s successes, while avoiding any feelings of complacency. This includes holding regular team building trips where ‘work-talk’ is strictly forbidden.
“The intention is to get everyone together, as we’re all scattered around the country and now there’s the two strands of property management and consultancy to the business, it’s more important to get everyone in a setting that allows them to speak about everything apart from work,” he continues.
As the business thrives, Darien is in a position to reflect on his journey so far.
“Few people understand the pressure and loneliness that goes with running a business, because regardless of how supportive your colleagues are, it’s all down to you to make the right decisions,” he says. “It’s really important to recognise that and avoid working too hard just to make more money. If you find that your mental health and wellbeing is being adversely affected, it’s probably a sign that you need to do things differently; realising that was certainly a lightbulb moment for me.”
This has led to Mr Jay’s determination to “give something back” in the form of devoting time to coach other business owners. His role is to help them get through the common issues experienced by the majority of new company owners and move them to a position of positive growth and development.
“The satisfaction of seeing the penny drop much earlier than would otherwise be the case is tremendous,” he continues, “My only regret is that I didn’t have that realisation myself sooner.”
Few people understand the pressure and loneliness that goes with running a business, because regardless of how supportive your colleagues are, it’s all down to you to make the right decisions
Mr Jay is also a strong advocate of taking regular time out of the business to allow him to return feeling refreshed. “I seem to have an inherent need to push my mind and body to its limits” he claims. I’ve run marathons, Tough Mudders and completed the Fan Dance [a 14-mile SAS selection march over the Brecon Beacons] with 20 kilos on my back, but it wasn’t until Everest when I started asking myself why I did these things.”
Whilst trekking to Everest Base Camp in March this year, surrounded by nature, he came to a realisation: “I was suffering from the effects of lack of sleep, lack of nutrients and altitude sickness. We’d been hiking for days and I was feeling pretty miserable truth be told.
“I then lifted my head up and looked around me. The mountains looked magnificent, I was in the company of good friends, and I hadn’t thought about work all week.”
He felt the business was in safe hands, but regardless, there was nothing he could do to influence things at this moment in time.
“I realised at that point that I could either start worrying about these things that were out of my control, or I could use the time to mentally switch off and reset.
“I’ve been doing this for years, albeit without realising why,” he says. Whether it is taking an hour to go to the gym, or a week to climb a mountain, he states it is all about giving himself the toolkit to perform at the highest level in all aspects of his life.
“I find I can then return and be the best husband, father and CEO I can possibly be. I’m not going to climb Everest every year and may just decide to sit on a beach somewhere for two weeks, but the aim is to make sure that I keep making the right decisions to support my family, colleagues and clients,” he says.
“Climbing Everest might not be for everybody, but I strongly encourage all business leaders to find their own Everest. We should all prioritise ourselves every once in a while and regard it as fundamental to our growth and happiness. Those closest to us will see the benefits and be glad we did,” Mr Jay concludes.
The aim is to make sure that I keep making the right decisions to support my family, colleagues and clientsInsight from Mark Wintle, sales and marketing manager at P-Wave®
Improving the air quality and freshness throughout all premises is essential and a pleasant fragrance can be powerfully emotive, setting the mood, and creating a memorable experience.
But what is the environmental impact of the products we use?
The first step is to ensure that air-freshening products – and their refills – are recyclable, and that means they need to be designed for recycling.
However, we know that in some cases products are not collected for recycling at the end of their life. This can be due to time-pressures on staff or to inadequate collection systems. So, that’s why we began to think some time ago about “what happens if our recyclable products still end up in landfill?”
And that is why – since 2019 – we have been adding EcoPure into some of our plastic products.
Our 100% recyclable urinal screens are manufactured using a polymer called EVA and continue to encourage and positively recommend that urinal screens are recycled at the end of their life. The challenge is that recycling programmes vary widely from region to region and there is no guarantee that the products will be recycled.
As a brand we take responsibility for the environment very seriously and are on a crusade to make our products as environmentally-friendly as possible – and EcoPure is just the beginning of our fully sustainable product evolution.
The word biodegradable is widely used but seldom explained or properly understood.
Biodegradation is defined as: ‘a process by which microbial organisms transform or alter (through metabolic or enzymatic action) the structure of chemicals introduced into the environment’.
The biodegradation process eventually breaks down everything from garden waste to crude oil. However, the rate at which we are producing waste far outpaces the rate of natural biodegradation, leading to an unsustainable state. As landfills fill up at record rates, air, water and soil pollution is increasing.
Common plastics biodegrade very slowly. So slowly, in fact, that many are considered to be nonbiodegradable. Plastic biodegradation rates vary widely according to the type of plastic and most plastics can take up to 1,000 years to biodegrade in a landfill or natural environment.
Estimates of degradation time for plastic bags range from 100 to 500 years, while plastic bottles are reported at over 200 and up to 450 years.
The normal plastic biodegradation process can take hundreds and sometime even thousands of years to complete, but EcoPure accelerates the bio-degradation of treated plastics in microbe-rich environments.
It accelerates the natural biodegradation of plastic, so microbes actually eat it, leaving only biomass behind. This should not be confused with oxo-degradable plastics which are not recyclable and can break down into thousands of ‘microplastics’.
Plastics treated with EcoPure have unlimited shelf life and remain 100% recyclable. They are considered completely non-toxic and are FDA approved for foodcontact in the United States.
With years of experience and a consultative approach, we can make recommendations on how best to maintain great smelling premises, whilst also helping to protect the environment.
EcoPure accelerates the bio-degradation of treated plastics in microbe-rich environments
It would be fair to say the EU is rapidly approaching a sea change with regard to energy strategy. The introduction of price caps during the energy crisis has been paramount to protecting businesses from bearing the full brunt of oscillating market prices, though with these policies set to end in just a year’s time, businesses must prepare to go it alone in a market that remains rife with uncertainty.
In the face of an increasingly unstable grid, a move to decentralised energy models is becoming more popular among European businesses. However, it is critical that facility managers have both shortand long-term strategies in mind in the interest of maintaining reliance and uptime. Moreover, with sustainability now higher on the agenda than ever, this must also be factored in to any immediate decision making.
For critical issues threatening the uptime of a facility, short-term solutions are naturally the first port of call. This can be through a variety of formats, such as topping up energy supply during grid shortfalls, providing back-up generation during an outage, or introducing bridging solutions during maintenance periods or while an upgrade takes place. Factories are already being asked to voluntarily use less energy during peak periods next Winter, to ease pressure on the National Grid[1]. Highlighting the impacts of an already over-stretched power network.
With the conclusion of government support also rapidly approaching, many businesses are now looking to short-term decentralised energy contracts to help their own energy transition. The same can be said where the integration of renewables is concerned, which is proving to be a challenge in its own right.
To address these dual concerns, our company recently developed its Greener Upgrades business strategy, designed to help organisations satisfy their energy needs through innovative green technologies.
For example, in Spain and Italy, where uptake of solar power remains high, battery storage can be integrated to help pick up the slack when the sun doesn’t shine.
Critically, procuring such solutions through short-term hire models allows companies to make immediate carbon savings without the need for the investment in new equipment, while long-term plans are put into place.
As government support comes to an end, more and more businesses are now looking to put longterm plans into place in order to guarantee future resilience.
Here, power purchase agreements (PPAs) are emerging as a possible solution, allowing businesses to access decentralised solutions on a long-term basis, while maintaining a crucial edge of flexibility.
Here, the agreement is centred around providing energy on the unit cost of energy, rather than equipment.
As a direct benefit, this allows the specified solution to be adapted as power requirements shift or as technology evolves. The foundation for this will likely rest upon smart microgrids – a solution that makes use of innovative software to regulate the usage of renewables, decentralised solutions and the grid all in tandem, providing a more controlled approach to using and storing energy.
Resilience is a burgeoning issue that facility managers would do well to address sooner rather than later in the wider interests of their business’ future energy security. While a move to decentralised energy models remains one of the most effective methods of doing so, wider industry challenges mean that this will not take place overnight.
In an effort to ease this transition, our company recently launched a report, Race to Resilience, outlining the tangible solutions to help high energy users address both universal and sector-specific challenges.
The report also highlights a number of tools developed by the company to help identify the optimum solution for their business, including the Hire vs Buy, Grid Compare, Data Centre Power Selector and Greener Upgrades calculators.
By specifying a tailored solution, operators can address the unique challenges facing their business and set themselves on the path to resilience ahead of time. Moreover, working with a specialist partner like Aggreko can help overcome the challenges posed by moving to a renewable decentralised model. Crucially, looking at energy requirements over the long-term and adopting a solutions-based approach retains adaptability, which has never been more key in a rapidly changing landscape.
[1]telegraph.co.uk/business/2023/06/17/nationalgrid-blackout-prevention-plan-business-energy-use
With EU support for energy set to conclude in 2024, facility and energy managers for businesses across Europe are beginning to implement energy strategies for the coming years. Chris Rason, head of energy services at Aggreko, draws on global insight to signpost the short and long-term strategies that will hold the key to achieving resilience
Azolla is an Irish software company consisting of a Web and Mobile App that incorporates CAFM, IoT and Asset Management features. Azolla Software was developed by facilities management for facilities managers using insights and experience gained over 20+ years.
Azolla allows you to implement a Facilities Management system capable of planning your day-to-day operations in real-time. By incorporating your planned maintenance programme with the real-time monitoring capabilities from IOT sensor technology, Azolla allows you to monitor multiple locations in real-time 24/7, alerting key staff as and when required
The Azolla scheduling module allows you to plan visits to the site, automatically check insurance details, organise permit to work and attach service reports. Reactive work can be routed automatically to nominated staff or contractors based on the type of work or the location of the problem.
By integrating sensor technology or data from your Building Management System (BMS), this work can be generated and stored in one place. Using the Azolla App, staff can access their work on the move, make recommendations and file their paperwork electronically. Where external contractors are used, work can be sent and responded to via email and then Azolla can be updated based on the email response.
Key sectors using Azolla include: Facilities Management, Property Management, Service Delivery, Manufacturing, Retail and Healthcare.
"Beyond Maintenance: Unleashing the Power of Next-Gen Facilities Management Software"
The digital switch refers to the ongoing mass upgrade of the UK landline network from an analogue, copper telephone line based, system to a modern digital, fi bre optic based, system
By the end of December 2025 all analogue lines will have been replaced in the UK and analogue support will be removed from the network entirely. Whilst this will be great news for internet access and speeds in the UK, it presents a fundamental problem for certain applications with lift alarms being one of them.
The core issue here is that fibre telephone lines require mains power to be able to operate. A mains power failure is a key time at which lift trappings can occur.
Therefore, there is the very real risk that a passenger might become trapped in a lift, press the alarm button, and the lift alarm be unable to dial out because the fibre line has failed.
OfCom, the UK telecommunications regulator, has stated that backup power will only be provided as standard for ‘vulnerable customers’. The definition of a vulnerable customer is somebody who is unable to use a mobile phone to place a 999 call during a power outage.
This is of course unsuitable for lift alarms as lift alarms must not be programmed to dial 999. Instead, the alarm call is routed to the lift maintenance provider who can then send a lift engineer to free the trapped passenger. A lift line therefore falls out of scope of the Ofcom requirements.
Many people think that they will have to specifically request a fibre telephone line and therefore any lift alarms that currently have on analogue circuits are safe. This isn’t entirely accurate. As part of the digital switch Openreach has implemented a programme called ‘stop sell’. This means that when an individual exchange area reaches 75% fibre, no new analogue services can be ordered. However, the definition of new is very broad. If the communication provider for the line (the company to whom you pay your bill) changes it will be deemed a new service and it will be given fibre. Likewise in the event of what is called working line takeover (i.e. The bill payer changes) fibre will be proactively put in in place of the analogue.
OfCom the UK telecommunications regulator has stated that backup power will only be provided as standard for ‘vulnerable customers’
In September 2023 the stop sell programme will be applied nationally. At that point, all exchange areas will be treated in the same way with any new analogue services or attempted changes to analogue services, being proactively replaced with fibre. This presents a risk that some lift alarms may already be on fibre connections without the lift owner or designated responsible person being aware.
In addition to these measures, it was announced at the beginning of June that Salisbury, the UK’s first ‘full fibre city’, would see its remaining analogue lines placed under what is being called ‘service degradation’.
This began at the start of the year with Internet speeds on analogue lines being decreased, but as of the beginning of June, now includes what is called route to credit control (RTCC) being applied to the remaining analogue line.
RTCC Is usually only applied when you have not paid your phone bill and means that calls to chargeable numbers are redirected to the credit control team of your communication provider. However, RTCC is being applied in Salisbury to forcibly put customers in touch with their communication provider so that the they can explain the need to move from analogue to fibre. Whilst this may work for residential lines, it is a big concern for lines serving lift alarms. I don’t think any of us want to be trapped in a lift and end up speaking to the BT billing team! Whilst these measures are only being applied in Salisbury, currently Salisbury is very much the test bed for the rest of the country.
The alternative to fibre telephone lines for your lift alarm is to move to a managed communication service.
A managed communication service offers a resilient connection for your lift alarms, which means the provisioning of on-site communication equipment and the ongoing monitoring of that connecting all sit with the service provider. Furthermore, as changes
occur to the communication networks the service provider can deal with any upgrades or replacements to communication equipment on site as that technology reaches the end of its life.
Memco’s Sentinel service includes the changeover from a landline to a mobile gateway (in some the lift alarm communicates through the mobile phone network), all call and data costs, and lifetime provisioning of communication equipment including consumables such as batteries. On top of this the Memco team actively monitors the connection and is able to inform you of any issues that may occur as well as performing remote diagnostics and fault finding.
Matt Davies is Business Development Manager for Digital & Services at Memco. In addition to his role at Memco, Matt holds a seat on the British Standards Institute committee for lift safety and is the UK representative at the European Lift Association ‘Telco Working Group’ and the European Committee for Standardization ‘TC10 Working Team 4’ which is responsible for standards covering lift alarms.
As changes occur to the communication networks the service provider can deal with any upgrades or replacements
The need to not just slow but ultimately reverse climate change cannot be understated. There is good reason that the light being shone on net zero has never been brighter, and the sense of urgency has never been greater.
The UK government itself has introduced a new Net Zero Council which will support industry to help cut their emissions and develop greener practices. The transition to a net-zero economy is at a critical stage. Large companies face mounting pressure to eradicate carbon emissions from their supply chains, operations, and products and services. NHS England has also established ‘green plan’ with a target of becoming net zero by 2040, with the goal of achieving an 80% reduction by 2028–2032.
Recent climactic events have offered a glimpse into the potential impacts the world could be subjected to if things do not change.
From flooding and wildfires to droughts and hurricanes in all corners of the planet, it’s important that we also look closer to home. England had its eighth driest February this year in a series which goes back to 1836, and its driest since 1993, with on average just 15.3mm of rain falling in the month. July 2022 was also the driest July in England since 1911 and the second driest since records began in 1836..
The time for action is now. To make the changes, deep collaboration spanning public and private spheres is required that leaves no stone unturned. Here, the built environment, rightfully, should be placed under the microscope. Indeed, in the UK, the building sector accounts for approximately 25% of all greenhouse gas emissions. Property developers, owners, occupiers and policy makers therefore must determine the most effective means to reduce the emissions associated with the construction and performance of buildings.
Recent climactic events have offered a glimpse into the potential impacts the world could be subjected to if things do not change
Following November 2022’s COP27 summit, several statements were issued concerning the UK’s shift to renewable energy, financing to address climate change, and safeguarding forests and wildlife.
Critically, this will require a binary plan aimed at reducing the two major strands of carbon emissions involved in the built environment.
First, we have embodied carbon, the emissions associated with producing materials.
Think about all the various components that make up a building – doors, bricks, flooring, windows. Each of these are created using raw materials which need to be extracted and refined with manufacturing processes, before being transported to site and installed. Combined, the energy emitted throughout this lifecycle adds up to give us the embodied carbon associated with a material.
In the case of buildings, we also need to consider the emissions from the construction materials and the building process, as well as all the fixtures and fittings. Embodied carbon additionally covers emissions associated with deconstructing and disposing of components at the end of their useful life.
Indeed, addressing embodied carbon is becoming increasingly important. By 2050, more than twothirds of the world’s population will live in urban areas. Therefore, architects and developers must find ways to reduce the carbon emissions involved in the design and construction of new builds.
This isn’t the only concern, however. Equally, what is often overlooked is the ongoing environmental impact of our current building stock, and this is where focus on operational carbon enters the conversation.
Operational carbon is recognised as the amount of carbon emitted during the operational phase of a building, including emissions created from the use, management, or maintenance of a building.
Think about the energy needed to keep our buildings warm, cool, ventilated, lighted and powered. These utilities are needed on a daily basis, demanding the use of fuels such as electricity, natural gas, oil, wood and more.
Critically, operational carbon accounts for 28% of all global greenhouse gas emissions, compared to the 11% stemming from embodied carbon. Not only that, but eight in 10 of the buildings that will be standing in 2050 have already been built.
In this sense, decarbonising the current building stock is just as important – if not more so – as ensuring that new buildings are created and operated sustainably. So, how can this be achieved?
The obvious and traditional approach is to invest in improving energy performance. Insulation solutions such as double (or even triple) glazing can help to reduce the energy output required to maintain optimum temperatures, while heat pumps and hydrogen-conducive boilers are increasingly entering the fray as energy efficient alternatives to traditional heating solutions.
From switching to LED lighting to investing in smart building management tools and sensors to adjust heating, cooling and lighting output automatically in accordance with building occupancy, there are plenty of solutions available. However, it is not always necessary to spend large sums to achieve major sustainability gains.
Instead, it is possible to fulfil key objectives by working together to share ideas and make better use of what already exists.
By establishing open and honest relationships in which all parties are pulling in the same direction towards a shared vision, much can be achieved.
More businesses are developing Carbon Transition Plans. However, and alarmingly, a recent study by the World Benchmarking Alliance (WBA) and CDP has revealed that over 50% of major companies in the global construction and property development industry have failed to establish climate transition strategies.
The study evaluated 50 companies involved in various building-related sectors and analysed their performance and targets concerning climate-related issues.
Here, many forums and associations exist to stimulate conversations and collective innovation. Let’s Go Zero is a prime example, the body being established to unite those schools and support them in striving for better, fairer, zero carbon future.
Further, we’re also seeing increasing numbers of schemes such as the government-backed Smart Export Guarantees (SEG) emerging. Here, renewable energy producers can feed back unused electricity into the grid and receive payment as a result.
One of our schemes at a health centre is achieving just that. There is an opportunity for occupants to get a return on investment in renewable technology from reduced energy bills, but there’s also an incentive to continue to minimise consumption in order to receive higher payments from the grid.
Based upon a Smart Export Guarantee (SEG) price of 5p/kWh, our customer will receive £200 per annum. The cost of the export meter is £1400 + VAT, meaning a seven-year return for them.
Corporate power purchase agreements (CPPAs) are another option, enabling businesses to agree contracts to purchase renewable electricity directly from a specific producer with fixed costs for long periods.
Ultimately, the point is that major investment isn’t necessary to make massive improvements in respect of emissions in the built environment. By working together, sharing ideas and embracing deep collaboration across the entire value chain, we can achieve the radical transformation needed in the way buildings are designed, built, occupied, and deconstructed, and take strides towards the sustainable future that our planet and future generations are reliant upon.
A recent study by the WBA and CDP has revealed that over 50% of major companies in the global construction and property development industry have failed to establish climate transition strategies
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
FM service provider Pareto has announced it has appointed Katie Davies (right) as a new vice chair on its Inclusion Committee. She will work closely with Pareto’s chair, workspace manager Oladele Ogunpopo (left), and committee members to develop and implement the company’s initiatives that foster equality, diversity, and inclusivity throughout Pareto.
The insights and leadership of Mr Ogunpopo and Ms Davies will be invaluable, the company stated, as it continues to drive positive change and ensure that everyone’s voice is heard.
A new public opinion survey, Belonging in the Workplace, conducted by Opinium on behalf of service provider ISS A/S, shows that workers’ feelings are linked to decreased productivity, worsened mental health and an increased risk of employee turnover.
The results confirm the importance of creating a safe and positive workplace culture that should be integrated into every workplace decision, process and solution, says group chief people and culture officer Corinna Refsgaard.
The survey of 4,500 workers across five countries shows that while 69% of respondents ‘agree’ or ‘strongly agree’ that they have a sense of belonging at their workplace, half of them (51%) also cited feelings of not being able to share their opinions freely in the
workplace at least some of the time over the last 12 months. Almost half (46%) of respondents also noted that they did not feel respected or treated fairly by colleagues or management at least some of the time.
In addition, people across the countries cited that they frequently (‘most of’ or ‘all of the time’) were not able to share opinions freely in the workplace.
Hard service provider Arcus FM has welcomed its new chief technology officer to drive technology proposition within its FM services.
Alan Wright has been appointed to the role, who has been with the company since 2009 and has been the driving force behind many of the business’s awardwinning technology deployments for customers over that time.
With a background in engineering, he brings a wealth of FM experience, operational knowledge, and 16 years of technology project delivery expertise to the role as the business continues its growth trajectory.
Chief executive officer Chris Green said: “We pride ourselves on supporting career growth and development right through our organisation and I am delighted to welcome Alan to the C-Suite.
“Alan is perfectly placed to support Arcus in realising the potential of our technology division to bring benefits to both our colleagues and our customers.”
Mr Wright will be responsible for the company’s technology strategy with a focus on developing innovations to support the services offered, continuing to strengthen information and cyber security, and support its customer engagement and growth.
FM catering services provider Eurest managing director Morag Freathy has been named Foodservice Caterer of the Year at the 2023 Cateys Awards.
Part of Compass Group UK & Ireland, the company serves more than 4.5m meals per year to businesses across the country.
In the face of a pandemic and a cost-of-living crisis, Ms Feathy recognised that the company’s scale put the business in a unique position to influence the health and wellbeing of the nation’s workers.
Her environmental and social conscience has seen the company redirect its focus towards plant-based menus, a food waste programme and ambitious net zero goals as part of a campaign to ‘nudge’ the nation’s lifestyle.
Under Ms Freathy’s stewardship, 51% of the company’s menus are now plant-based and food waste has reduced by 40% since 2019, with a goal to reach 50% by 2025.
Non-profit education and research institute The Urban Land Institute (ULI) has appointed Mark Collins as UK chair, succeeding Legal & General Affordable Homes director of development and partnership Anette Simpson, who has served in the role since June 2021.
CBRE executive director and chairman of residential Mr Collins is celebrating over 40 years in the property industry, having been Harrods Estates managing director for 14 years before his employer’s Residential business in 2011. He also sits on the London Mayor’s Homes for Londoners Board.
In addition to an esteemed career within the UK residential market, he was a director of Fulham Football Club from 2001-2013 and was an elected member of the Premier League, as a Football Association council member.
The Chartered Institute of Waste Management (CIWM) recently welcomed new president, Dan Cooke, and announced the launch of its digital report entitled This Is What We Do: Showcasing A World-Class Sector & The UK’s Circular Economy Pathfinders.
The publication was launched to showcase the
FM service provider Bidvest Noonan has announced the appointment of Lorraine Monaghan as its director of operations, education, for its Irish division.
This development comes as the company charts an impressive growth trajectory, underpinned by its commitment to excellence in its provision of cleaning, security, and M&E maintenance services across the country.
An experienced professional, Ms Monaghan has seen her career with Bidvest Noonan flourish since joining in April 2014. Her journey, from customer service representative to her new role, is marked by an impressive track record of success having built strong and lasting relationships with some of the leading institutes and universities across the country.
FM service provider ISS A/S has announced the appointment of Kasper Fangel as the company’s new group chief executive officer, effective 1 September 2023.
This follows the resignation of former CEO Jacob Aarup-Andersen in March and the company stated that it marks an important milestone in its continued growth and execution of its One ISS strategy.
With a distinguished track record in the industry and current group chief financial officer, Mr Fangel brings a wealth of experience and expertise to this new role. His employer said he has demonstrated exceptional leadership skills and a deep understanding of the FM industry. His strategic vision, coupled with a strong focus on financials, operational excellence and customer-centricity, made him the ideal choice, said the company.
excellence in the UK’s recycling and resource recovery sector and its significant contribution to the UK economy.
The waste and resources sector plays a vital role in the UK economy, employing over 100,000 people and servicing nearly every home and business, said the CIWM. The industry, working with governments and local authority partners, continues to drive up recycling rates, with the UK now standing at 44% overall. The top recycling areas in the UK are now:
Wales – Pembrokeshire (74.3%)
England – Three Rivers District Council (63.5%)
Northern Ireland – Antrim & Newtonabbey (60.2%)
Scotland – East Renfrewshire (58.1%)
Mr Cooke said: “Each year the president of CIWM has the privilege of producing a report on an aspect of the crucial work delivered by the waste and resources sector. This year, which marks the 125th year of the CIWM, we’ve chosen to showcase the genuinely world-class services, facilities, contracts,
and people we have within the sector in the UK –increasing resource efficiency and quietly delivering benefits to our communities and economy.”
IWFM has announced that chair Mark Whittaker, CIWFM, who will have been in position for two years in October, will serve for a third year after the board voted to allow more flexibility in the traditional two-year tenure.
The change follows a review of the institute’s governance structures as part of the recent Communities Review. Once the new rules were in place, the Board approved a proposal to extend Mr Whittaker’s tenure by 12 months.
Explaining the rationale for the change, which applies to the chair and co-opted NEDs (nonexecutive directors), chief executive officer Linda Hausmanis said: “In today’s rapidly changing times, it’s as important for organisations to ensure continuity, retain knowledge and expertise, and plan for the future as it is to innovate and embrace change. I welcome the Board’s decision to build flexibility into our governance framework and I look forward to continuing to work closely with Mark.”
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
Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com
www.fibrwrap-ccuk.com
01482 425250
When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly. info@dynopest.co.uk
www.dynopest.co.uk
0800 802 1246
FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk
www.faset.org.uk
01948 780652
GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings.
info@gind.uk
www.gind.uk
0800 448 8884
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
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
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
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
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
Keytracker Ltd is the most prominent provider of both mechanical and electronic key and equipment control systems for the workplace. sales@keytracker.com
https://www.keytracker.com/ +44 (0)121 559 9000
Established over 70 years ago, KCS has rapidly grown from its roots as a respected local window cleaning business, to a nationwide commercial cleaning company.
info@kingstoncleaningservices.co.uk
www.kingstoncleaningservices.co.uk
01482 648 737
neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com
www.neutralcarbonzone.com 0845 094 5976
Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals.
Lindsay@pacesecurity.co.uk
https://pacesecurity.co.uk/ 0208 529 3888
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
With over a decade of experience in safety solutions for working at height, we are the ideal partner for solving your roof safety problems, and we pride ourselves on having the highest level of commitment to ensuring safety at work.
info@roofsafetysupplies.co.uk
https://www.roofsafetysupplies.co.uk
07889 572315
SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org
https://www.saema.org/ 01948 838616
At Safety Inspection Solutions Ltd (SIS Ltd) we’ve been helping companies to stay legal for over ten years. Our qualified engineers provide fair, efficient, and flexible onsite inspection services, working closely with clients to understand their needs. enquiries@sis-ltd.org.uk
https://sis-ltd.org.uk/
0800 6696 018
Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251
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
SLM can provide all types of waste management tailored to meet the customers’ requirements. We deal in all types of recycling; electrical, hazardous, clinical. Anything you need disposing of, SLM can help.
lucy@slm-waste.com
https://slm-waste.com/ 01304 775000
Some of the UK’s buildings need no introduction – they are instantly recognisable.
At Sellafield, our specialists deliver a variety of award-nominated water treatment services.
Our work keeps buildings safe, compliant, clean and efficient for 20,000 customers each year. Let’s talk about how we can help you.
