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Editorial steering committee
Alan Hutchinson, Facilities Director, Howard Kennedy LLP
Charles Siddons, Head of Operations, NHS Property Services
Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate
Ian Wade, Head of UK Estates, British Medical Association
Lucy Hind, Senior FM Lecturer, Leeds Beckett University
Marie Johnson, Head of Workplace & Wellbeing, Nominet
Russell Wood, Facilities Manager at Dentsu Aegis Network
Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council
Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research
Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions
Stephen Bursi, Facilities Lead, BAE Systems
Wayne Young, Facilities Manager Just East Takeaway.com
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For this month’s interview I was pleased to talk with Liz Benison (page 42), the CEO of ISS UK, one of the world’s biggest facilities management firms. She shared her impression of the facilities management services sector which she joined in the midst of the pandemic and disclosed how she felt FM had adapted to the challenges of the last few years and her optimism for its future.
The most illuminating aspect of our conversation was that despite her strong advocacy of the use of digital tools supported by robust data to help encourage innovation, her primary concern was for the people who represent the ISS brand and the FM sector’s part in creating a sustainable workplace.
As many an FM stalwart has argued, facilities management has always been as much of a people facing profession as one responsible for managing buildings. So it’s apt that with a growing need to attract and retain talent; the feature on page 24 describes how FMs and their HR colleagues are helping to make the hybrid workplace attractive, particularly to the upcoming generation of younger workers.
Aside from wanting to work for firms that share their concerns around issues of sustainability, mental health and social equality many of the so-called Generation Z only joined the workforce during the pandemic, so hybrid working is all they’ve known. The pressure is on to provide a variety of work settings, social and collaborative areas and of course seamless tech which support sta whether they are based in o ice or remotely.
These provisos, which apply to every generation is increasingly about bridging the gap between place and people. This is something we turn our attention to in the feature on the digital workplace (46) which warns that many organisations have yet to formulate clear hybrid working policies along with the technology that brings people together.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
sara.bean@kpmmedia.co.uk
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NEWS & ANALYSIS
FMJ NEWS
06 This month’s summary of everything that has hit the headlines in the FM sector.
ASSOCIATION NEWS
08 The latest news and views from RICS and IWFM.
EVENT REPORT
10 Jo Sutherland reports from MIPIM the world’s leading property market conference, which took place at the Palais des Festivals in Cannes.
ADVICE AND OPINION
CASE STUDY
16
COMMENT
for short, as well as longer-term needs: security, a ordability, and net zero.
36
Heat pumps will be essential in solving the energy crisis and helping us reach a decarbonised future argues Michael Anderton of Johnson Controls.
38
We hear from a group of leading washroom product, services and consumable suppliers on how FMs can maintain exemplary hygiene standards while meeting sustainability goals.
12
If you’re contemplating adopting a four-day workweek it’s still important to ensure your security is managed around the clock say Rob Hill and Neil Shanks.
COMPLIANCE
14 RSK Asbestos Managing Director Melissa Fox on the importance of committing to safety and compliance to meet the requirements of the Control of Asbestos Regulations 2012.
FAST FACTS
16
There is growing pressure on facilities managers to install EV charge points for both their own fleets and for customers but where do you begin to create an EV infrastructure?
BLOG & SOCIAL MEDIA
18
Dr Shamir Ghumra, NHS Property Services’ Director of Responsible Business on what makes a responsible business and why this is important in 2023.
FM CLINIC
20
FM suppliers will need to innovate to keep growing and remain profitable but how can the sector work towards innovation while dealing with the challenges of high inflation and economic uncertainty?
24
Dieter Wood, MD of strategic workplace design and build company Interaction presents a number of o ice design solutions that help create a destination workplace
FACILITIES SHOW PREVIEW
28 This year’s Facilities Show is readying to welcome global FM leaders to connect with peers, stay on top of legislation and best practice, experience the latest technological solutions and hear from industry trailblazers.
ENERGY MANAGEMENT
34 Solon Mardapittas explains how battery technology may help manage energy
59 Find out who’s moving where in the facilities management profession.
RECRUITMENT
60 Charles Butterworth MD of Access People says finding and retaining talent is always a critical issue, but in the current climate, it could become even more of a challenge.
TRAINING
61 In an industry facing a severe skills gap, educating young people on the exciting and varied opportunities that a career in engineering can o er is vital says Robert Molloy.
CAREERS NEWS
62
A brief roundup of the latest careers news in the facilities management sector.
42
Liz Benison, the CEO of ISS UK and Ireland says it’s the people behind the delivery of high-quality FM services who will create productive spaces, drive sustainable initiatives and deliver the o ice of the future.
46
Work doesn’t just happen in an o ice says Simon Iatrou, which is why we need technology-based systems that enable us to come together in both the physical and digital space.
HEALTH & SAFETY
50 With the proposed Retained EU Law (REUL) Bill, the government must rethink its approach and allow much more time says Peter McGettrick, British Safety Council Chairman.
MIFM
53 New product and service launches and company news from the FM industry.
The May issue features an exclusive in-magazine guide to the Facilities Show, which returns to London’s ExCeL from 16 - 18 May 2023, including the highlights of the seminar programme and what some of this year’s leading exhibitors intend to demonstrate at the show. We publish the sixth FMJ/Grundon Waste Management survey to discover how FMs are preparing to meet the latest waste and recycling targets. In our ESG focus we look at the rise of and purpose of Social Value and learn why an ESG mindset sits front and centre in sustainable design and use of buildings. And a group of FM thought leaders talk us through the initiatives and innovations the built environment can take to support a more strategic approach to asset management.
sara.bean@kpmmedia.co.uk
To register for your free copy of FMJ visit fmj.co.uk
Dickinson LLP
With much of the property market experiencing the effects of Minimum Energy Efficiency Standard (MEES) regulation over the past few years, regulation of commercial properties is now being extended further. From 1st April 2023, it will become unlawful to continue to rent out substandard non-domestic premises. Premises are considered ‘substandard’ if they have an Energy Performance Certificate (EPC) rating lower than ‘E’, with financial penalties reaching up to £150,000.
Since 2018, it has been unlawful for landlords to grant a new lease (including a renewal lease) of substandard domestic or non-domestic premises. Since 2020 it has also been unlawful to continue to rent out substandard domestic premises. The impending change represents the final piece of the initial MEES jigsaw, widening the net to capture existing leases of commercial premises, including those that were granted before 2018.
Imagine that commercial premises with an EPC rating of ‘F’ were let for 10 years in 2015. That letting was perfectly lawful, since the lease pre-dated the prohibition on letting substandard premises. Nothing has happened since 2018 to trigger the MEES regime. But on 1st April it will become unlawful for the landlord to continue to rent out those premises. So, what does the landlord need to do? They obviously can’t just stop letting the premises. The lease is a contract - and a legal estate in land - that won’t expire until 2025. The landlord – and their FMs - will need to take action to comply with the newly-extended MEES regime.
‘E’ at all costs?
Importantly, landlords are not necessarily required to do whatever it takes to achieve an ‘E’ rating. The various available exemptions should always be considered. Landlords may continue to rent out substandard commercial premises if the works required to improve the premises are not costeffective, or if the premises remain substandard once all cost-effective works have been done. Certain kinds of wall insulation may also be excluded. Cost-effectiveness for these purposes depends on whether the works will pay for themselves out of projected savings in energy bills over a seven-year period. Similarly, landlords can continue to rent out substandard commercial premises if the required works would devalue the property by more than five per cent, or if the works require a consent that cannot be obtained despite using reasonable efforts. This could potentially excuse a landlord whose tenant is lawfully refusing entry to carry out the works. However, it is not enough for the landlord to satisfy themselves that an exemption applies. The exemption must be registered on the central exemptions register, accompanied with the evidence required for that particular exemption type. Ultimately, from 1st April 2023 every rented commercial property with an EPC should either be rated ‘E’ or above, or have an exemption registered.
The future of MEES
The extension of the regime to existing commercial leases is by no means the final word on MEES; it is simply the end of the beginning. Setting the bar at ‘E’ was only ever an introductory offer. A scheme that only impacted the worst-performing 10-15 per cent of rented commercial property could never sufficiently increase the energy efficiency of existing buildings generally. Having previously announced that the MEES trajectory for nondomestic premises will see the minimum standard increase to ‘B’ by 2030, the government consulted in 2021 on what that would look like in practice. The proposal is to increase the minimum standard for non-domestic properties to ‘C’ on 1st April 2027, and then to ‘B’ on 1st April 2030. MEES would then affect 85 per cent of rented commercial premises, requiring a million buildings to be improved by the end of the decade. Each increase will be preceded by a two year ‘compliance window’. From the start of the first compliance window on 1st April 2025, it will be compulsory for all rented commercial property to have a valid EPC in place. This will prevent properties slipping through the MEES net because the EPC provided on letting has subsequently expired, or because the premises are currently exempt from EPC requirements.
Although we still await final confirmation of the roadmap, landlords and FMs cannot afford to wait and should proceed on the assumption that the consultation proposals will be implemented.
According to a YouGov survey, half of UK drivers (50 per cent) say they would be more likely to switch to an Electric Vehicle (EV) if they could charge at work.
The survey of more than 4,000 UK adults, conducted on behalf of global vehicle charging manufacturer CTEK, found that workplace charging was welcomed even more by drivers who used to own an EV or plug-in hybrid car – 81 per cent said they would be more likely to buy an EV.
The survey found that only 56 per cent of EV owners are now charging at home (down from 78 per cent in 2021), with 20 per cent now charging at work. The YouGov survey discovered that younger non-EV drivers were even more likely to switch to EVs if there was charging at work. Around 60 per cent of 18-34 year olds were more likely, ahead of 55 per cent of 35-44 year olds, 48 per cent of those aged 45-54 and just 33 per cent of the over 55s.
Cecilia Routledge, Global Director, Energy & Facilities for CTEK, said: “Younger employees are a key recruitment target for many employers faced with hard to fill vacancies and skills gaps. Younger people are also a demographic less likely to be home owners and more likely to live in housing without o -street parking and access to home chargers for EVs. So there are multiple reasons for employers who have sta car parks to install EV charging points, plus the incentive of the UK Government’s grants of thousands of pounds for up to 75 per cent of the project costs.”
New technical guidance from the Building Engineering Services Association (BESA) emphasises the importance of allowing adequate spacing between building services in projects using traditional approaches, modern methods of construction (MMC) and design for manufacture and assembly (DfMA).
BESA Technical Bulletin (TB56/1.1) is the first in a series planned by the Association’s specialist O site Group and provides a snapshot of guidelines, principles, and rules of thumb to be considered as early as possible in the design process for the spatial fit of services.
It illustrates the importance of making sure the spatial provision of services, particularly key elements like ceiling void depths, distribution routes, access and maintenance zones are validated and accurate by the end of RIBA Stage 3 as the building form and fabric will be largely set by that point.
The free guidance explains how designers and engineers should ensure that pinch points and spatial consideration are a consideration for all “rooms, routes and risers” (the three R’s). It also gives project teams valuable rules of thumb for ensuring proper separation of services, spare capacity, and future service zones to allow for any potential changes during the lifetime of the building.
BESA O site Group Chair Mark Snell commented: “Spatial fit has long been an area of concern that, unless considered at the earliest stages, can lead to multiple problems down the line and restrict our ability to achieve co-ordination of works at RIBA stage 4 and beyond. It can also leave end clients with a potentially expensive problem if they want to make changes to the building in the future.”
The technical bulletin is free to download at https://www.thebesa.com/ besa-publication-details-non-member?id=7710704926886
The physical footprint remains important for team building and collaboration, suggests a new report by Workplace platform Envoy that found more than half of workplace leaders (54 per cent) invested more in the workplace in 2022 than in the previous year.
The At Work: 2023 workplace trends report, found that workplace foot traffic grew by 37 per cent in 2022 over the previous year, and on average, the number of hybrid-first employees going into the workplace weekly jumped by 164 per cent in 2022.
However, 82 per cent of employees visiting the workplace in a given week were hybrid-first, which is defined as going onsite one to three days. Just 18 per cent were office-first where employees went to the office more than three days in a given week.
Organisations also recognised the value and importance of office space with 82 per cent of leaders investing in their workplaces last year and 54 per cent setting aside more money for their workplaces in 2022 compared to 2021.
Investment in office efficiency is key, as 63 per cent of leaders said they invested in conferencing technology, such as monitors and cameras, to improve communication between those remote and those onsite. Half (50 per cent) invested in onsite events; 36 per cent into visitor management; and 27 per cent into space management.
The report also suggests that this year, workplace leaders plan to spend their budgets on making sure employees have a great experience onsite, with 36 per cent planning for more onsite events and 24 per cent providing more food.
To view the report visit http://bit.ly/3KrTLSX
16-18 MAY 2023 www.facilitiesshow.com
02-04 MAY 2023
UK Construction Week London ExCeL, London www.ukconstructionweek.com
06-08 JUNE 2023
TheUN Intergovernmental Panel on Climate Change (IPCC) has published the final part of its Sixth Assessment Report (AR6) on global climate change, which outlines how a liveable future is possible if Governments show the critical will to finance, incentivise, activate and mainstream solutions.
Scientists said in the latest report that “there are multiple, feasible and e ective options to reduce greenhouse gas emissions and adapt to human-caused climate change, and they are available now”.
According to the report there is a clear way ahead, and the solution lies in “climate resilient development”. This involves integrating measures to adapt to climate change with actions to reduce or avoid greenhouse gas emissions in ways that provide wider benefits.
For example: access to clean energy and technologies improves health, especially for women and children; low-carbon electrification, walking, cycling and public transport enhance air quality, improve health, employment opportunities and deliver equity. The economic benefits for people’s health from air quality improvements alone would be roughly the same, or possibly even larger than the costs of reducing or avoiding emissions.
The report also states that changes in the food sector, electricity, transport, industry, buildings and land-use can reduce greenhouse gas emissions. Adding “at the same time, they can make it easier for people to lead low-carbon lifestyles, which will also improve health and wellbeing. A better understanding of the consequences of overconsumption can help people make more informed choices”.
In response to the IPCC Report, Simon McWhirter, Deputy Chief Executive at the UK Green Building Council (UKGBC) said: “The report clearly identifies the solution lies in climate-resilient development in which the built environment has a critical role to play. Our industry can deliver countless viable opportunities to not only slash emissions but to build a more climate resilient, nature positive and equitable economy. But we need the political ambition, financial incentives and harnessing of talent and technology to make this happen at scale.
“The UK Government must use this report as an opportunity to finally put our net zero future at the heart of everything it does. By delivering nationwide projects to upgrade home energy e iciency and reforming the planning system to deliver buildings and spaces fit for our net zero future, the Government can mainstream proven, scalable solutions to the climate and cost of living crises. The forthcoming Net Zero Strategy, response to Mission Zero, and third National Adaptation Programme (NAP3) must tangibly and practically map out how the UK will deliver on the IPCC’s urgent calls to action.”
To read the report visit https://www.ipcc.ch/assessment-report/ar6/
FOOTPRINT+ Brighton Seafront www.footprintplus.com
14 JUNE 2023
SMARTBUILDINGS 23 London https://bit.ly/3kPfoCu
03-04 JULY 2023
FM FORUM Deansgate Hotel, Manchester www.facilitiesmanagementforum.co.uk
07 SEPTEMBER 2023
Smart Buildings & Sustainability Leaders Forum The VOX Birmingham http://bit.ly/3Z8JmjX
13-14 SEPTEMBER 2023
RWM Letsrecycle Live NEC, Birmingham www.rwmexhibition.com
19 SEPTEMBER 2023
Healthcare Facilities Management The National Conference Centre, Birmingham www.healthcarefacilities.co.uk
22-26 SEPTEMBER 2023
International Security Expo Olympia, London www.internationalsecurityexpo.com
12 OCTOBER 2023
BESA Annual Conference Novotel London West www.thebesa.com
Iwasdelighted to be invited to attend and present at the FM Theatre during the Facilities Show in Docklands which runs from 16-18 May 2023.
I was also delighted to hear that the Elizabeth Line will take me straight there.
When discussing the theme for the day with the Facilities Show organisers we talked at length about sustainability and the role the FM profession will plan in meeting the challenges we currently face. As we talked more I was increasingly keen to ensure that FM is seen as the profession that will be leading and delivering much of this change and my thoughts then turned to the role professions play in the future of the built environment and the need for professionals to adapt and deliver measurable solutions in changing times. As a result the theme of my presentation in May is: Meeting challenges with professionalism.
Professions play a huge role in our society in providing assurance, competence and value and this has never been more of a truth than it is today. Along with this is the scale of the challenges which will only increase the role of the professions in the future, which reflects their growing responsibility to adapt and innovate to meet these challenges. One very obvious example of the need to adapt to change but by no means the only one is data. As the property industry adapts to the realities of a digital world dominated by technology and, increasingly, artificial intelligence, so the amount of available data concerning real estate is increasing exponentially. This data concerns almost every aspect of the built environment: from how we use and interact with properties as individuals and businesses, through to how a building’s energy consumption and construction details are being recorded and analysed to help surveyors, asset managers, building managers, developers and investors make informed decisions about real estate.
The industry appears to have reached a tipping
point, with FM professionals having to use skills beyond the more traditional competencies. Data analysis is one such area that is growing in importance. It is no longer enough simply to possess data; the value lies in being able to use it in an operational and strategic way.
I have heard people describe FM as being at a cross roads, while others even say it is at a cli edge. Only time will tell of course but it is clear to me that the profession is well equipped to meet the challenges head on and we’ll all be able to come together at the show to debate its future.
Paul Bagust will present Meeting challenges with professionalism 10:30am - 11:00am Tuesday 16th May FM Theatre, Facilities Show. Visit https://www. facilitiesshow.com/en/highlights/agenda.html#/ seminars/?theater for the full agenda.
his month sees momentum building in the implementation of once in a generation cultural and competence changes in building safety law that have long been anticipated since the Grenfell Tower fire in 2017.
Following that tragedy, IWFM supported the development of both Dame Judith Hackitt’s Independent Review of Building Regulations and Fire Safety, and the Building Safety Act 2022 that resulted from it. Now we are finally here, the beginnings of the new regime, and it is crucial that FMs are up to speed with all the changes to ensure they are compliant.
FM is considered to be the go-to profession to support the e ective implementation of these measures, which is surely an opportunity to grasp.
To support facilities managers in implementing the many new requirements, IWFM has introduced a new CPD approved course called ‘Building Safety Act: what FMs need to know and do’ which is
Tavailable on our website.
This intensive one-day course, is delivered by Anthony Taylor, one of the leading experts in the development of the competences needed to deliver against the new regulations. As well as serving as Interim Chair of the Building Safety Alliance, his CV includes former chair of WG8 and the BSI Steering Group for PAS 8673.
The course is designed to give FMs the essential, practical information they need to understand and comply with changes brought in by the Building Safety Act 2022 and related legislation.
While parts of the new regime relate to management of residential property only, Part 3 of the Act relates to all building work, including refurbishment in occupation. This means that FMs working in mixed use buildings, hospitals or care homes also need to understand the new requirements. Furthermore, IWFM anticipates that many of the new requirements will quickly filter through to commercial property as best practice.
The changes in building safety arrive in the same year as the Institute’s 30th anniversary, which IWFM is celebrating by delivering on a new, memberinformed strategy to bring extra value to members
and enable continuing professional development to workplace and facilities managers. The new course exemplifies our approach.
This year also sees changes in wider fire safety which I have written about here previously. In response to those changes, IWFM has updated its ‘Fire safety management’ good practice guide (GPG) in partnership with PlanRadar. Providing core good practice and signposting for facilities management professionals, those with Responsible Persons duties, and those acting on behalf of Responsible Persons, the guide sets out the key requirements for managing fire safety in England where the Regulatory (Reform) Fire Safety Order 2005 applies.
The GPG has been updated to include requirements from the Fire Safety Act 2021, the Building Act 2022, and the Fire Safety (England) Regulations 2022, and provides guidance on the relevant legislation for Wales, Scotland, and Northern Ireland.
As a professional body, not only is it our duty to support our members when keeping people safe; it is also our duty to society.
1 Be punctual. Always be on time, but if delay is unavoidable, try to let the customer know.
2 Be thorough. Don’t cut corners. Don’t take short cuts.
3 Be meticulous. Leave no stone unturned. Work steadily. Work calmly.
4 Be efficient. Use your experience to get the job done quickly and correctly.
5 Be careful. Be painstaking. Be vigilant. Be watchful.
6 Be knowledgeable. Know your trade inside out – and never stop learning.
7 Be safe. It would be ironic if work to safeguard people put yourself and others at risk. So don’t take any.
8 Be polite. Be respectful to everyone you come into contact with, colleagues and customers alike.
Colt engineers. The UK’s most trusted.
With an extremely comprehensive, ongoing training programme, Colt engineers are widely considered to be the best in the country. In fact, many engineers who join us from other companies are surprised at the level of quality we expect. The strict set of guidelines all our engineers work to means you can rest assured that your system is fully safe and operational.
Competency is crucial.
When it comes to smoke control maintenance, you must ensure your service provider is highly competent and certified by a third party. Colt is the UK’s first company to be certified to both IFC SDI 19 and SDI 05 schemes, awarded in recognition of our skill as an installer and service provider of smoke control systems and fire curtains.
Each one of our expertly trained engineers has one aim in mind – to keep your buildings safe and legal, whether your system was designed and installed by Colt or not.
Smoke is different to fire.
That’s why you need specialist maintenance. Fire grabs more headlines, but in the event of a fire, stopping the spread of smoke can often prove more effective in preventing damage and injury. As crucial life safety systems, smoke ventilation products need to be carefully designed, installed, commissioned and maintained by fully competent experts. Colt is just such a company.
To find out more, visit us at: coltinfo.co.uk/service-maintenance calls us on 02392 491735 or email service@uk.coltgroup.com
as a source of inspiration, as well as projects which have been completed in other cities in the Netherlands, as well as Belgium. These nations have commercial markets for reused materials which facilitate circular developments such as the refurbishment and reconstruction of the world trade centre in Brussels.
“The holistic vision and integrated approach adopted in Venlo is a good standard bearer for what can be achieved,” Portal added. “The city commissioned and built its new municipality building around cradle to cradle and circular economy principles in 2009, long before the concept of a circular economy was in the mainstream.
“The building drove manufacturers to o er new circular commercial models for their products because the team was prepared to demand this and to work with the supply chain to make this possible.”
Thisyear saw a new format of MIPIM exhibitions, discussions and panel talks which covered three core focuses, each enshrining sustainable values and objectives. The first centred around making the business case for net zero and how to secure the ramp up in funding and financial incentives.
Michelle Condon, Marketing & Communications Director at Hollis, said it was time to get serious about the net zero elephant in the room –decarbonising the current building stock.
“Businesses of all shapes and sizes are committing to becoming 'net-zero', but without the buildings we occupy and use being fit for this purpose, it is going to be impossible for anyone to achieve,” she said. “We all have a moral responsibility, but when you take that away there are clear commercial implications for property owners and occupiers.”
For David Leversha, Director and Net Zero lead for Property & Buildings at WSP, the business case for transitioning to a net zero built environment in the UK is being hampered by its regulatory
setup, lack of awareness and shortage of retrofitting skills.
He explained: “We need greater regulation regarding embodied carbon. WSP, alongside other firms operating in the built environment, lent its support to Part Z, a proposed amendment to the UK’s Building Regulations mandating the assessment of whole life carbon and setting limits on embodied carbon.
“In addition, there is a need for greater awareness and education around the benefits of a zero-carbon built environment, both for individuals and for the wider community. At present, the UK does not have the workforce it needs to successfully and e iciently retrofit at scale. As such, long-term support is required to stimulate the market, give people and companies the confidence to invest in training and develop their o ering and successfully communicate that these initiatives will be worth the e ort.”
The second core strand of the
conference asked questions around how public and private sectors can work together to drive standards and regulations in support of the circular economy. We are already seeing this in action in countries such as the Netherlands, where 30 per cent of materials used in construction projects must be re-used. A key debate at MIPIM therefore arrowed in on how other nations can follow suit.
Simon Joe Portal of Drees & Sommer told me the UK needs to go back to basics. “Defining what a circular economy is would be a crucial first step, along with what steps are needed to achieve it. This needs to go beyond reuse and the waste hierarchy to working with supply chains and identifying where the gaps and barriers are in moving away from linear material flows. This is where legislation, incentives and taxes could create an enabling environment,” he said. “Current legislation around the circular economy in the UK tends to set intentions that are poorly defined, which seems to me a missed opportunity.”
Portal looks to the Dutch city of Venlo
There has also been a huge amount of dialogue about the role of the workplace since the pandemic uprooted the old way of doing things in 2020. With remote and hybrid working models now commonplace, companies have had to reimagine their physical spaces in an attempt to inspire productivity, support wellbeing and di erentiate as an employer of choice.
“The focus should be on creating a comfortable and inclusive environment balancing productivity and wellbeing, where employees can work, collaborate and socialise in a variety of di erent settings,” Condon said. “This has several benefits such as boosting employee engagement, improving teamwork and communication and enhancing overall job satisfaction; all important to attracting and retaining top talent.”
Condon also mentions the need for organisations to balance workplace designs with their wider ESG and net zero strategies, especially regarding older buildings that require retrofitting upgrades to decarbonise their footprints.
These conversations will continue at the next instalment of MIPIM, scheduled for December 5-6 in Hong Kong. We can also look forward to the recently launched MIPIM New York, slated for November 29-30 and set to concentrate on key topics such as sustainability, data ethics, urban planning, ESG, innovation, and more.
Tom attended a blind customer’s house where he found the customer’s dog had passed away. The customer was completely unaware.
Tom worked tirelessly to complete the job and then respectfully informed the customer, and provided comfort until his carer arrived.
Drainage, sewage pump, tanker and plumbing solutions. Find out more: www.metrorod.co.uk
Most people would run away, we’re not most people.
personnel, the broken window principle explains that any disturbance or irregularity on site, like a broken window, must be tackled quickly. Le unaddressed, the situation will likely escalate quickly because an unfixed window signals a lack of on-site vigilance or reaction, providing serious o enders the opportunity to move in.
Unless the building is fitted with 360-degree CCTV coverage, mobile site patrols may be required, twice daily when employees are not on site. Similarly, video analytics provided by CCTV monitoring systems can be used to identify movement trends across changing shi patterns which provides valuable data about actual building occupancy and usage.
Some businesses may find it beneficial to have asset maintenance or cleaning scheduled outside of working hours so the impact to daily productivity is minimised. A four-day week leaves more time available for scheduled cleaners or maintenance engineers to be granted access to your premises and can be controlled via remote security monitoring.
With the headlines being dominated by the success of the four-day week pilot in the UK, more businesses are likely to have their interest piqued in testing out the model. We’ve heard a great deal about the potential benefits for sta productivity and wellbeing, but if businesses are considering changes to their working hours or shi patterns they should be reviewing whether their security provision is ready for the next stage of hybrid working.
With the greatest emerging trend being businesses taking Friday (or Monday) o , an assessment of their security could not only be critical to keeping their employees, assets and premises safe but could result in significant cost savings. Whatever shi your business may consider, a strategic security review could be a lifesaver, while insurance providers may also require an adjustment to a business’ security schedule before shi ing to a new work pattern.
Regardless of your core business hours, security remains a key component around the clock. The level and type of security you need, however, can be strategically adapted to your business based on the particulars of your site, your occupancy levels throughout a 24-hour period, your location and site vulnerabilities.
Remote security technology like CCTV monitoring and remote access control continues to innovate the ways your property and assets are protected. With a change to your business operating hours, you’ll need to consider CCTV schedules, mobile patrol shi changes and the level of security
resource dedicated to your site throughout the week – with possible additional shi s required.
During o ice down time, AI security monitoring and machine learning technology keeps a constant vigil on your premises while delivering the additional benefit of a cost saving, since physical on-site patrols could be reduced to twice daily, for example, while CCTV monitoring does the rest.
The average commercial building’s energy usage di ers significantly depending on its use – unsurprisingly factories carry the highest consumption of gas and electricity for nondomestic buildings, followed by o ices, retail and warehouse premises. In fact, this year the City of London has submitted proposals to switch o or dim skyscraper lights over night to save energy.
Modern sites that are fully provisioned for the slick integration of remotely monitored digital security (access control, alarms, and CCTV), sustainability systems and building management systems, o er the potential for e iciency savings in security.
Your occupancy sensors should be adjusted to cover operational hours to ensure lights aren’t le on for an additional 80+ hours while your building is unoccupied. Since building use is monitored, the inherent data management within the security systems can help inform and control sustainability targets including cooling, heating and lighting.
The central pillar of security service is guardianship. Widely understood among security
Fire and intruder alarm monitoring systems and occupancy and environment sensors should be routinely maintained, which can be done out of working hours so as not to disturb your workforce.
Changing the day your bins are collected could be a headache for your facilities manager but it need not be. Remote access monitoring means your weekly Friday bin collection can be managed by remote security keeping schedules to time.
Biometrics are advancing the ways we can control secure site access remotely. While fingerprint and iris scanning technology is improving, touchless biometric systems that work with the swipe of hand take a bigger sample than traditional fingerprint scanners, which draws a larger pool of data without multifactor identification.
Environmental monitoring sensors, like flood alarms, can also link to video management systems and the collected data used to improve usage and define better emergency protocols.
Multitenancy buildings have a more complex security strategy to consider. Ensuring your section of the business is secured and monitored in your absence is key.
Your security is reliant on the professionalism of installers, and your consultant expert working alongside you to analyse your risk and ensure correct provisions are in place. A fresh set of eyes will see opportunities for assailants that you will likely miss - even down to the expensive artwork in reception. We can be blinded by our own expectations and experiences, so listen to the professionals. It will save you in the future.
Rob Hill, Managing Director, Corps Monitoring and Neil Shanks, Director, Corps Consult, (divisions of Corps Security), o er advice on adapting your security for the four-day workweek
While the Regulatory Reform (Fire Safety) Order 2005 dictates that smoke control systems must be maintained in good working order, the responsibility of ensuring this is effectively achieved can be daunting. Partnering with Kingspan Light + Air will bring you peace of mind and prove your best choice.
The Regulatory Reform Order lays down strict criteria for fi re safety systems in your building. BS 9999 sets out a best practice framework to satisfy these:
‘All fi re dampers should be tested by a competent person at regular intervals not exceeding one year and should be repaired or replaced immediately if found to be faulty. Spring-operated fi re dampers should be tested annually and fi re dampers situated in dust-laden and similar atmospheres should be tested much more frequently, at periods suited to the degree of pollution.’
We will look over existing damper maintenance provisions and review all your maintenance processes.
Proper, preventative, pre-emptive service work, undertaken by our qualifi ed specialists, will not only ensure that BS 9999 standards are met in full but can offer considerable savings in time and money. We will conduct the following procedures to ensure that successful and legally compliant damper maintenance is carried out.
Kingspan Light + Air
Our engineers will survey the site, locating and verifying your dampers, to get a clear picture of the scale of the operation and an idea of the existing maintenance schedule.
We will check each damper individually, ascertaining the current operational status of your systems and all the HVAC controls on-site.
We will consider which dampers to repair and which to replace, creating a cost-effective strategy for moving forward, without obstructing your day-today operations.
On completion of the damper review process, we will assist in the completion of all asset registers, including the location, specifi cation and maintenance history for all dampers covered by the service contract.
Mellyn Mair Business Centre, Lamby Industrial Park, Wentloog Avenue, Cardiff CF3 2EX
T: +44 (0) 29 2077 6160 E: info@kingspanlightandair.com www.kingspan.com/gb/en-gb/about-kingspan/kingspan-light-air
Whenit comes to building management, there are a great many risks to consider, but the presence of asbestos can elevate the management of this issue to the top of the list. Asbestos has been a feature of responsible building management for so long that there is a very real danger of focusing on completing an asbestos management survey solely as part of a commitment to compliance, but it’s important to understand that completing the survey should not be viewed as something to be ticked o a to-do list and filed away once accomplished. It serves us best when it is used to create an on-site management plan to be used as a living document that directs the actions of everyone who interacts with the building in such a way that they may disturb materials containing asbestos, creating a risk of exposure.
Having an in-depth understanding of what the survey covered (or not) and considering any further courses of action are critical.
This may include:
Removal or repair of identified asbestoscontaining materials, if advised. Ongoing regular inspection of such materials to ensure their condition remains satisfactory. Awareness training for those on-site who need to be aware of all risks present.
Production and implementation of a site management plan, so that any site visitors or contractors can be made aware of any risks they might encounter.
Further surveys that may be needed to facilitate any more-intrusive building works of areas that don’t fall within the scope of the management survey.
The HSE report Asbestos-related disease statistics in Great Britain, 2022(ii) advises that the number of asbestos-related deaths per year (more than 5,000) has been consistent for several years. This emphasises the ongoing challenge in ensuring that everyone with potential risk of exposure is protected and that those with responsibility for facilities management understand how to achieve this.
The report notes that the “inhalation of asbestos fibres can cause cancers such as mesothelioma and
lung cancer, and other serious lung diseases such as asbestosis and pleural thickening”.
With asbestos-related diseases typically taking years to develop, the current HSE statistics are acknowledged as reflecting the ongoing legacy of the past. The significant increase in asbestos-related disease in Great Britain over the last few decades has been directly linked to the post-Second World War building industry’s widespread use of products containing asbestos.
In considering the risks associated with asbestos, it is important to understand that materials containing asbestos deteriorate over time, which could result in fibres being released.
Increase awareness of legislative requirements so that everyone has a clear idea of what is required of them.
Train relevant people on-site to help them to appreciate and manage the risk.
Ensure ongoing monitoring schemes are put in place to record the condition of any asbestos on site.
Instruct the production of an asbestos management survey and a site-specific asbestos management plan and to read and action any recommendations in the report.
Make all contractors working on-site aware of any risks within their work areas.
Undertake project-specific surveys before intrusive works and ensure that everyone understands any new risks that have been identified and that the site’s asbestos register is updated accordingly.
Check the competency of the contractors who are employed on-site to ensure they have the required understanding of asbestos-related risk.
Managing wider activity in a building in which asbestos has been identified is crucial, and failure to comply with regulations can potentially put others at risk of the exposure that HSE warns about. This includes employees, contractors and site visitors.
Since a lack of awareness and management of materials containing asbestos within buildings could lead to it becoming damaged during planned works, the asbestos survey must govern any and all building or repair work. Tradespeople are considered to be at the highest risk, and this should be recognised within building management plans.
To ensure everyone with responsibility and risk associated with asbestos is safe and compliant, it is necessary to:
Those who have worked to increase their knowledge and understanding of the complexity of asbestos management are more likely to be keeping their employees safe, which in turn makes employees feel valued and promotes safer working practices. A positive compliance-based culture ensures that risks within the workplace are kept to a minimum, which greatly reduces the likelihood of an incident occurring.
Melissa Fox, Managing Director of RSK Asbestos (part of RSK Environment), has a Certificate of Competence in Asbestos from the British Occupational Hygiene Society and is a Member of the Faculty of Asbestos Assessment and Management.
(i) https://www.hse.gov.uk/asbestos/regulations.htm
(ii) https://www.hse.gov.uk/statistics/causdis/asbestosrelated-disease.pdf
RSK Asbestos Managing Director Melissa Fox advises that, with the Health and Safety Executive (HSE) recording more than 5,000 asbestos-related deaths every year, there needs to be a real commitment to safety and compliance and the requirements of the Control of Asbestos Regulations 2012(i)
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Withthe 2030 ban on new petrol and diesel vehicles fast approaching, and the demand for electric vehicles (EVs) increasing each year, a growing sense of urgency has been placed upon facilities managers to install EV charge points for both their own fleets and for customers and other stakeholders. So too has pressure increased to support Government-led sustainability goals for Clean Air and sustainable transport.
It’s widely reported that there is a lack of publicly accessible charge points across the UK. In every commercial environment, and especially in retail, hospitality, education and healthcare, facilities managers have the unenviable task of specifying and installing EV charging infrastructure at a pace that meets demand. Allocating funding, management and resources to plan, install, maintain and mitigate future risk poses significant challenges for facilities managers to overcome.
To that end, EV infrastructure must be reliable, cost-e ective, accessible and sustainable, if business stakeholders are to be convinced of the benefits.
And the arguments for investment are compelling across multiple sectors, from the opportunity to increase revenue and improve the customer experience through to enhanced support for ESG (Environmental, Social and Governance) policies.
Investing in EV infrastructure is an e ecting way to o set Scope 3 emissions and address sustainability, net zero and ESG policies, quotas and regulations.
If your business has started this process, you will already be familiar with ‘scope emissions’ and how your business can control or reduce them. Scopes 1 and 2 refer to emissions owned or controlled by a company, through purchasing or dispelling energy. But Scope 3 emissions refer to business activity, and the indirect consequences that it, or its associated value chain, has on the environment.
It is the responsibility of businesses and facilities managers to assess how they can reduce their emissions through employee, customer and
business activity. EV infrastructure and facilitating the use of more sustainable modes of transport can significantly reduce emissions relating to business travel, employee commutes, visitor transportation and distribution of business goods and services.
Across the board, there is a need to reduce CO2 emissions, and a key part of a CPO’s service is helping businesses to convince stakeholders of the environmental importance in helping customers and sta to travel sustainably, meeting ESG quotas and regulations and influencing consumer behaviour to reflect global environmental responsibility.
Overall, investing in EV fleets can be a way to further consolidate a business’ move towards sustainability and significantly decrease their indirect emissions.
While sustainability quotas and ESG policies are generally driving EV infrastructure investment, an added benefit – at least in specific sectors such as retail and hospitality – can be attracting new customers, furthering loyalty and increasing footfall and dwell times – and the consequent revenues that EV charge points can generate.
However, the perceived hurdle toward accessing these added revenue streams is the initial running costs of hosting EV charging infrastructure. For businesses struggling to implement an EV strategy, or looking to identify profitable, sustainable opportunities EV CPOs are available to support FMs who simply do not have the funds, time, or the experience to e ectively plan, install and maintain EV charging networks and need support to achieve success.
The model is based on providing
a fully-funded, ‘always-on’ solution to businesses, that only survives by ensuring charge points are always operational and used as much as possible, and therefore inherently mitigates downtime. This makes it a priority to identify the right locations and speeds for each use with competitive pricing to increase business footfall and dwell time for customers while they shop. This creates an added profit opportunity and revenue stream for businesses and facilities in the same process.
This ethos is evidenced for example by our charge point uptime of 99.3 per cent, which means that we can provide businesses with the confidence that their charge points are reliable and cause facilities managers no unnecessary hassle. And this comes with no capital or operational expenditure from the business at all.
Delivering an appropriate EV charging infrastructure is a comparatively recent challenge for facilities and fleet managers.
Experienced CPOs understand the specific needs of each business. Whether a site requires new grid infrastructure, a plan for delivering the right charge speeds in the right locations, funding or a full risk assessment of the project at hand, they can support facilities managers to take care of these issues and deliver an optimised and e icient charging solution, designed with the customer in mind.
Many businesses and facilities managers are time-poor, which is why CPOs hold the keys here for infrastructure success. By working with a CPO, FMs and businesses can benefit from charge point sites being identified, installed and maintained for the purpose of meeting EV demand in a reliable and e ective way.
Installing electric vehicles is daunting, say Dan Lessiter and Kevin Ledger, Senior Business Managers
Liberty Charge, but Charge Point Operators (CPOs) are there to support the introduction
https://www.linkedin.com/company/iwfmrising-fms/ IWFM Rising FMs Specialist Interest Group The Rising FMs Annual General Meeting was a huge success! As Chair, I will be leading the Rising FMs for another 2 years and am delighted to onboard our new committee members and confirm the role changes for those in our team. #newstrategy #iwfm #fm #makingadifference #teameffort #events #success #sustainability #thankyou
@CIWM BRIEFING PAPER | Beyond Waste: Essential Skills for a Greener Tomorrow report. Read the summary of CIWM’s report Beyond Waste: Essential Skills for a Greener Tomorrow right now and dive into the insights it offers. https://circularonline. co.uk/briefing-papers/beyond-wasteessential-skills-for-a-greener-tomorrowreport/
@BRE_Group “It sounds like & feels like we are getting towards a tipping point in the UK #construction sector for transformational change.” Eloise Francis, our Director of Innovation discusses the ways the @CIH_ HUB is tackling challenges in the sector: http://bit.ly/40BVfjo #netzero
Steve McGregor linkedin.com/in/ stevejmcgregor What a truly great day..... being invited by Dr Paul Wyton, principal FM lecturer at Sheffield Hallam University, to address and engage with his mature MBA students. It was a pleasure and a privilege to exchange views, opinions, issues and opportunities across a diverse range of sectors and environments, and to share my own experiences in UK and international FM over the last 44 years. www.dma-group.co.uk
Health and Safety Executive @H_S_E
Asbestos awareness training provides you with the information you need to avoid work that may disturb asbestos during your work, it doesn’t allow you to carry out work with asbestos-containing materials.
http://bit.ly/40XeYKe
Living Wage Foundation
We are proud to announce the launch of the #LivingPension - our new accreditation for employers who want to provide lowpaid workers with stability and security in retirement. Read more: http://ow.ly/ Z86y50NlSvc
Since joining NHS Property Services (NHSPS) as Director of Responsible Business in December last year, I wanted to reflect on my career of nearly 20 years in the industry, looking at why it’s important that a role such as mine exists today.
O en with jargon-heavy terms and new titles, it can be hard to understand what they mean and how they translate to actions within an organisation day-to-day. So, what does it mean for an organisation to be a responsible business (without the jargon) in 2023?
For me, I think responsible businesses should have a sense of duty about their role in, and impact on, society, and focus on building and maintaining a level of trust amongst customers, shareholders, stakeholders and the wider public. When thinking about including this into my own day-to-day, I try to bring my humanity, reason, and my alternative view to all interactions with others both within and external to the organisation. I believe these actions will then translate to the broader culture of the business.
For all businesses today, being responsible is more than a nicety, it’s a necessity. An organisation that can tell its own responsible business story is stronger, more diverse, more financially secure and a better place to work. It provides more social value into the markets it serves and does what it can to better the natural environment. Employees today want to work for organisations that have a clear purpose, one that contributes to society and creates meaningful work.
There are many challenges facing the NHS. At NHSPS we can help alleviate many of the non-clinical issues our customers face, help them with flexible spaces through our Open Space programme, free up bed spaces and have a material impact on the lives of people in the UK.
In my first few months at NHSPS, what has particularly struck me is the open and collaborative culture that is evident here. The business has been doing great things in recent years that fall under the responsible business umbrella from strengthening diversity, equity, and inclusion at the organisation, whilst also working to reduce the environmental impact of the NHS estate through the launch of its Green Plan. I see the opportunity to bring these threads together, build a strategic narrative for our business and fulfil our vision to be recognised as the best property and facilities provider to the NHS.
There is no one-size fits all approach to being a responsible business, and that is
precisely the point.
Every organisation has a unique history, and so in every decision, we must consider what has happened before, as this always has a bearing upon what comes next. Most importantly, at the heart of all responsible businesses today must be a conviction for change: to keep striving to be more responsible.
If we take one of the multitude of issues as an example, race. When I was young, there seemed to be the mantra when dealing with racism that you must treat everyone the same. Let me tell you first hand that doesn’t feel very nice. The very part of you that is di erent is ignored, and you are expected to be the same or ‘normal’. It’s about a granular appreciation and respect for one another that takes time and e ort, and a conscious decision to act and behave in a more responsible way.
At NHSPS, our buildings too require granular appreciation. There needs to be a tailored approach to the management of each, so they’re able to be the best they can. A responsible business makes the time, e ort and provides the resource needed to attend to specific needs.
To those seeking to become a more responsible business it would be to determine where you are today, and plan out where you want to get to, by when. Of most importance, is to ask yourself why you want to do it. It is the why that will bring people along with you. Work with real data, understand the reality that people are facing within your organisation and elsewhere and have heart – be emotionally intelligent. Peter Drucker was onto something when he said: “Culture eats Strategy for Breakfast”; buy-in from across the organisation is essential to build and maintain a responsible business in 2023.
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Frost and Sullivan’s research has found that the UK FM market is transforming, driven by technology innovations, new business models, emerging value propositions, sustainability, and creative service o erings. FM suppliers will need to innovate to keep growing and remain profitable but how can the sector work towards innovation while dealing with the challenges of high inflation and economic uncertainty?
It's undoubtedly an exciting but challenging time for FM in the UK. On the one hand we’re seeing higher FM spending growth than we’ve seen for quite a few years. But on the other hand, that includes inflation acting as a tailwind for revenues. And if inflation acts as the main growth driver, it pushes up costs and other pressures, making profitable growth di icult.
John RaspinThen we’ve got the potential for increased FM outsourcing rates, which experience tells us tends to happen in times of recession or economic challenge, and we’re already seeing it happening now. But while that boosts FM market revenues, it doesn’t lead to the most creative or innovative contracts if customers are getting nervous and looking to lock down costs.
Although the COVID-19 pandemic is moving into the rearview mirror, things have definitely not immediately got easier. However, the geopolitical chaos we’re seeing today – a cost of living crisis, energy challenges, sta shortages, and recession threats to name but a few – can actually create opportunities for FM. All types of organisations, both public and private sector, need help navigating the chaos and FM providers can
play a huge role.
The future of FM is technology-enabled. That’s now beyond doubt and, although the pace of the journey may be disrupted by current economic challenges, the destination won’t change. That means companies need to stay committed to their innovation programmes and push harder than ever to work closely and collaboratively with customers to achieve mutually beneficial outcomes. It’s time for technology innovators to look more closely than ever at the problems they’re aiming to solve and bring that together, alongside the most dynamic service trends (such as remote services, asset optimisation, energy e iciency, decarbonisation, healthy buildings and ESG alignment).
It's also clear that adapted working patterns and hybrid working are here to stay, especially in the o ice environment. Many FM firms have stepped up their innovation e orts in workplace apps, workspace design, room booking, indoor navigation, remote maintenance, and digital twins. In an era where attracting and retaining top talent is a challenge for customers in most sectors, the goal is to create dynamic, engaging, happy, and healthy workplaces, even if employees are not using them 5 days a week. I don’t think user experience is any less critical in economically challenging times. Likewise, sustainability and ESG have become the pillars driving the FM industry’s disruption and transformation. In the mature and competitive UK market, these trends are at their most potent and impactful. The need to focus on decarbonisation and deliver positive sustainability outcomes has never been greater, with successful players positioning sustainability at the core of their customer experience and value-creation strategies.
While some FM firms may be tempted to buckle down, manage costs tightly and hope the economic outlook improves soon, they’d be better in continuing on the path toward service excellence, sustainability, customer centricity, and innovation.
Navigating innovation while withstanding high inflation and economic uncertainty is extremely challenging, but our sector simply cannot a ord not to embrace innovation. When facing di icult economic conditions, we must innovate in a way that is mindful towards the industry and the customers we serve.
High inflation and economic uncertainty continue to pose
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
challenges for our customers, particularly with energy costs. There has never been a more pressing time for our customers to take stock of their energy management strategies, and innovation is absolutely vital here.
As FM providers, it is our responsibility to help our clients navigate the current economic landscape, conscious of tightening budgets while pushing innovation forward.
As the climate crisis becomes more urgent and as customers look to retrofit their estates to move towards net zero, we are continually looking at what is needed to support this journey. We’re very proud to be o ering an industry compliant retrofit service, but more is needed from the wider industry. Upskilling the workforce and supply chain as well as increasing diversity and inclusion is essential for innovation and to maintaining a strong service for customers.
At Wates, we are committed to investing in the future of FM, because we want to see the industry as a whole remain
strong against the turbulent economic backdrop. Educating our workforce on sustainable innovations will allow us to better serve our customers, and position our industry as one of the greatest solutions to the net zero challenge.
In 2020, we launched the Wates Innovation Network (WIN) portal, a marketplace of suppliers of sustainable innovation, vetted by our experts to assist businesses and public sector organisations find trusted partners to assist their journey to net zero. The WIN Portal is free to access, is completely collaborative and helps to educate and increase awareness of green tech innovations.
businesses that they are only investing with
Portal has been tried and tested
What’s more, adopting value engineering tactics when searching for suitable suppliers reassures businesses that they are only investing with trusted companies who will deliver the results they need, particularly at a time where budgets are stretched. The WIN Portal has been tried and tested by a number of our customers; in fact, we were awarded Best Sustainability Supplier of the Year by one of our clients a er transforming their ESG strategy and creating savings of over £43,000 per unit per year.
Investing in the short-term to save in the long-term is a valuable strategy for businesses looking to maximise their budgets. Having an overview of facilities and assigning budgets to ensure facilities are being used to their full potential will ensure the longevity of assets and assist with planning capital budgets.
and assigning budgets to ensure facilities are being used to their full potential will ensure
Remotely managing and operating buildings through building information modelling (BIM) so ware is likely to become more popular for smarter building management. Using a digital twin to monitor facilities and even test di erent scenarios is a powerful FM tool and one that will only become more popular.
We have never seen our work as simple contract delivery where we go in, complete a task and leave. We’re there to optimise buildings, interrogate the way they run and suggest ways our customers can do things di erently.
We did this with JLL when we invested our contract profits into a 12-month pilot for a new Energy Management System (EMS), which allowed them to test the system without committing budget. The EMS made it possible to access energy data and identify savings immediately and, in partnership with JLL, our project received international recognition through the Green Apple Environmental Award, something we’re very proud of.
Remotely managing and operating buildings through building information modelling (BIM) software is likely to become more popular for smarter building management. Using a digital twin to monitor facilities and even test different scenarios is a powerful FM tool and one that will only become more popular.
AntonyCollett
According to our own research covering workplaces employing more than 100,000 people in the UK, o ice workers spend 3.5 days a week at home on average. This means the organisations responsible for managing buildings – and the people within them – need to o er more innovative services that meet the demands of our hybrid age.
This has inspired AWA to think more innovatively and analytically about workplace design. Cra ing workplace experiences tailored to an organisation's personality can leave a better impression on employees, increase sta retention, and attract the best talent. But this is o en challenging for companies that lack innovative thinking. In response, companies must prioritise creativity in their design and delivery of workplace experiences.
FM companies need to better understand the organisations they serve and any tensions within them. Understanding the personality and drivers of an organisation is also critical because it helps facilities managers design and deliver meaningful and unique workplace experiences that enrich lives and positively support people in their daily work, wherever they are working.
Given that most employees are working from home for more than two days a week, FMs should consider the services they can deliver within homes as well as o ices. Doing this will help their clients deliver on their duty of care for physical safety and mental wellbeing. To that end, it’s also crucial that they approach the employee populations as consumers — looking at them as di erent subgroups who have specific needs, not with a one-size-fits-all approach.
FMs must support their client organisations with technology solutions that maximise the utilisation of their o ice space, use energy more e ectively, and give people and teams the environments they need and when they need them. This can all be achieved through dynamically scheduling space across a week on a demand-led basis. More needs to be done to work towards creating low-carbon buildings. Energy management and the e ectiveness of the materials used in the building are also crucial factors. Innovative service providers can drive down carbon by measuring and managing it, as well as thinking beyond the buildings and o ering services to employees who are not necessarily present on site.
Too many FM organisations are still stuck in delivering commodity services with leadership teams that are more likely to have grown up in the construction world than the tech world. What they need are innovative leaders who reframe their missions and deliver valuable services at a decent price. The world of work has changed. It’s ‘the hybrid age’, and FM suppliers must help their customers to provide infrastructure, services and experiences that support people’s changing needs.
Quite simply all FM suppliers need to innovate, at all times, not just during a recession or in a period of economic uncertainty. The workplace doesn’t stand still. It is always evolving and moving forward, and technology, creativity and sustainability are some of the main drivers of this. Never more so in recent times following the pandemic. If you’re not innovating your competitors probably are, and will overtake you in the war for talent and delivering initiatives clients now expect and need.
The UK FM market is dynamic despite the economic uncertainty, yet conditions remain very challenging for clients. To combat this FM suppliers really need to di erentiate themselves, be compelling and show up exceptionally to mitigate the risk of change to prospective clients and retain existing clients. There is a growing trend of FM contractors focusing on specialism rather than broad-spectrum service delivery, in order to develop more defined brands and enhance margin opportunities. Nevertheless, bundled FM services are expected to continue, rising by more than 13 per cent.
Service providers need to be innovative and strategically creative. FM companies will need to significantly strengthen their sustainability and energy e iciency capabilities. Sustainability is becoming increasingly diverse, moving beyond climate action, energy management and resource optimisation. Companies are using M&A to drive their ESG agendas either through disposal of old tech companies or through acquisitions of new net zero technology.
FM providers also need to focus on innovation with their own employees to maintain a competitive edge. The cost-of-living crisis is driving UK employees to seek new jobs or more help from employers. Eighty four per cent are experiencing stress and anxiety due to cost of living, and 62.5 per cent would leave their job if their employer doesn’t recognise their struggles or o ers no support. To avoid the cost of recruitment and loss of expertise companies need to rewrite the rule book to retain and attract the best talent. Wellbeing initiatives are fast becoming the norm and employees are more much empowered on where they choose to work.
Finally, innovation through food is also key during the uncertain times. Fi y per cent more product launches make a health claim than in the 2008 recession, demonstrating what consumers prioritise and see as important. This o ers FM providers a real opportunity to connect with consumers and o er more flexible food service solutions, which in turn can boost productivity in the workplace and encourage clients’ employees to return to the o ice.
Monitoring water temperatures are crucial to water safety and will help to minimise the growth of waterborne pathogens, reducing the risk of infection. Inform is a highly intelligent digital solution designed to monitor, maintain and provide water temperature data on outlets within a building. Shifting to digital operations and management can have huge benefits within a building. This easy-to-use system offers peace of mind that you operate at the highest safety levels and comply with building requirements.
The recruitment battle among providers of professional services, including law firms and financial services has never been fiercer. Their ability to attract, engage and retain younger candidates will be critical to ensuring they have the future supply of talent they need.
The more progressive firms are winning this war for today’s young talent by focusing on a much-neglected area - the work environment. Facilities managers and their HR colleagues also have an important role to play in helping to make the o ice attractive to this new generation of workers.
Generation Z workers – those born between the mid-1990s to early-2000s –are set to make up more than a quarter of employees by 2025. Unlike earlier generations, they form their opinions of a company on the basis of its business
practices and social impact, not just its products or services.
Colloquially known as Zoomers, they want to work for firms that mirror their values, provide work-life balance and a supportive culture. To attract these younger workers, employers must show they share Generation Z’s concerns around issues of sustainability, mental health and social equality.
As well as addressing their concerns, employers also need to provide greater flexibility. For much of Generation Z - who only entered the workforce during the pandemic - remote and hybrid working is all they’ve known. Flexible working may be their preferred style, but this doesn’t necessarily mean working from home.
Firms that embody these values in the workplace will be more attractive to these candidates.
With most firms taking a hybrid working approach, today’s work environments must compete with home working.
Now the o ice is the place people go when they need to hold meetings, work collaboratively and connect with colleagues. To meet these changing demands, employers are adapting their o ice spaces, transforming once functional spaces into exciting places that provide di erent attractions to working from home.
This means providing everything employees get at home, like good co ee, comfy seating and quiet zones to work in, as well as the things they can’t get when working remotely - the buzz of social connection, the ability to have o -the-cu conversations, collaborate and learn.
It’s about understanding and blending
Changes to working patterns means employers may struggle to find ways to appeal to the next generation of recruits. Dieter Wood, Managing Director of strategic workplace design and build company Interaction suggests a number of o ce design solutions to help create a destination workplace
employee and organisational requirements and ensuring spaces make people feel secure and understood because their needs are met.
With so much competition for talent, law firms in particular have been at the forefront of o ice design since the pandemic, o en with Generation Z’s needs in mind.
Interaction has spoken to a number of legal practices about the workplace challenges they face for our new Law of Attraction whitepaper. The whitepaper reveals what law firms are doing to incorporate Generation Z’s needs into the work environment and boost their recruitment and retention e orts.
The lessons learned by the legal world are just as relevant to wider professional services sectors. You can make your workplace more attractive to Zoomers by following the current o ice design best practices outlined in our whitepaper.
These include:
Creating a variety of work settings so employees can work effectively in the way that’s right for each task or portion of their day.
Modular, flexible workspace solutions that maximise the space and make the most of each square foot.
Incorporating eco-friendly materials in office design and adopting sustainable working practices to showcase green credentials.
A workplace filled with natural light that brings nature indoors helping relieve stress and making employees more creative and productive.
Ergonomic workplace furniture and accessories that boost health and wellbeing and ensure employees feel comfortable.
Seamless tech connectivity and smart building functionality that supports employees to work with minimal restriction.
A focus on social and collaborative areas that boost connectivity and enable colleagues to rest and recharge.
An understanding of neurodiverse working needs, with sympathetic spaces designed to support a diverse workforce.
By delivering on promises and acting on ethical, social and wellbeing concerns, these forwardthinking law firms are making the o ice a place Zoomers and everyone else wants to be.
Attracting and retaining this cohort relies on understanding their needs. And providing a combination of flexibility, in-person development and the opportunities that only come from being in the o ice.
These new spaces must incorporate the latest technologies and provide places to collaborate, converse and learn. They must also speak to Generation Z’s environmental concerns, cater to their wellbeing needs and ensure a sense of equity and inclusion. All of which will embed a firm’s cultures and values by embodying them in the workplace. By elevating the workplace experience, you will keep the brightest talent engaged and loyal. Creating such destination workplaces is vital if you want to stand out from the competition and win the recruitment battle.
International law firm Osborne Clarke’s stunning new workplace perfectly reflects its brand identity - one that values sustainability, sta wellbeing and diversity.
Its new flagship o ice in Bristol is based in the landmark Halo building, which is set to be one of the UK’s greenest o ice developments. Interaction has
designed a highly flexible workspace for over 800 employees that promotes agile working and sta health, while meeting strict sustainability criteria.
Key design features include indoor gardens where people can work away from their desks, a yoga and spin studio, and a restaurant with a private roo op terrace. The striking design also includes flexible meeting spaces with moveable walls and furniture that can be used for many di erent event settings.
As part of the design brief, Interaction met tough sustainability standards and Osborne Clarke is aiming to achieve a WELL building standard certification for the fit-out of the internal space at Halo, which has a BREEAM outstanding accreditation for sustainability.
The striking new workplace and the firm’s commitment to diversity and wellbeing will be crucial to attracting Generation Z candidates.
Zoe Reid, Osborne Clarke’s Graduate Recruitment Manager, said: “I o en field questions about wellbeing, sustainability and the firm’s agenda when speaking to graduates considering a career in
These new spaces must incorporate the latest technologies and provide places to collaborate, converse and learn. They must also speak to Generation Z’s environmental concerns, cater to their wellbeing needs and ensure a sense of equity and inclusion.”
law. This generation is calling law firms to account.”
Fast-growing cloud accounting company Xledger needed an o ice that could accommodate a variety of working styles, from developers and programmers through to high-performing salespeople.
Community was high on the agenda, with the space designated as a “destination” hub to bring together Xledger employees from all over the world.
In a company where “most meetings are conversations”, it was vital to include a variety of spaces to facilitate the sharing of ideas and foster their family-style culture. Interaction has designed a flexible, multiuse space which centres around a vibrant communal area.
The space uses subtle natural features to divide areas, creating an open-plan feel with the benefits of delineated working spaces, with 128 plants in the o ice exactly balancing Xledger’s CO2 emissions.
A central town-hall hub provides an area for company meetings, informal catch-ups and marathon Xbox tournaments, backing on to a social area which provides further breakout
areas and a shu leboard table. A roo op putting green opens out onto an outside bar and all-weather television - a perfect venue for incubating creative ideas or solidifying company culture over a big-screen game.
Deep focus rooms provide soundproofed space for individuals to block out any distractions such as the nearby wellness room complete with Peloton bikes. Xledger’s new destination o ice is set to play a vital role in attracting future talent.
work when, where and how they want over the long term.
As part of this transformation, TLT has increased investment in its sites, placing employee wellbeing and sustainability at the heart of the new design. Its Glasgow o ice is the first net zero building in the city. It includes cycle-in ramps, a cool-down zone, germ-eating paint and a fleet of scooters for sta to use as well as EV charging and healthy lunches and snacks.
TLT has increased investment in its sites, placing employee wellbeing and sustainability at the heart of the new design. Its Glasgow o ce is the first net zero building in the city. It includes cycle-in ramps, a cool-down zone, germ-eating paint and a fleet of scooters...”
The law firm TLT has recently revised its approach to attracting, engaging and retaining talent with the launch of TLT World.21. This fully flexible approach supports employees with technology, digital tools and cultural alignment. Helping them
These changes have given TLT an edge in the recruitment market compared to other law firms. The business has picked up talent from its competitors, particularly women, growing 20 per cent in just one year.
“Money is important, but colleagues want more than that – it’s all about a combination of culture, environment and reward,” said Helen Hodgkinson, TLT’s Chief People and Places O icer.
For more information please download Interaction’s Law of Attraction recruitment whitepaper: https://www.interaction.uk.com/ insight/knowledge/law-of-attraction-report
The Facilities Show at London’s ExCel in May, welcomes thousands of global FM leaders to connect with peers, stay on top of legislation and best practice, experience the latest technological solutions and hear from industry trailblazers — all under one roof, over three days.
Whether you are looking to embrace smart building technology, optimise any area of your facility or building or transform, enhance, and improve your processes, the
Facilities Show has the solution. The show brings together leading brands, covering a range of products relevant to the FM remit, including maintenance, health, safety, energy, mechanical & electrical, workplace, and outsourced FM services.
Here you can engage with major brands like AICO, BigChange, Your Workspace, Alpaca, Global Solutions, Planon, and more.
An invaluable part of the show experience is the opportunity to hear from leading pundits in
the sector, to listen to insights into best practice and industry trends. This year’s line up includes sessions hosted by CBRE, RICS, ABB, Legal & General and more.
With ESG high on most FM’s agendas, you’ll see this key theme reflected in the FM Theatre seminars across the three days.
Seminars will cover environmental topics such as Carbon Net Zero and Scope 3 Emissions, as well as social impact, with case studies from Living Wage Foundation and many more.
SEMINAR HIGHLIGHTS
The FMJ hosted session will focus on the
The Facilities Show, which takes place on 16-18 May 2023 at ExCeL London,
the biggest issues you face in your role. Join your fellow FM leaders and shape a smarter, faster, more agile, and more sustainable future of the workplace
important topic of Scope 3 Emissions and what you need to know with the MD of Acclaro Advisory Sunil Shah explaining to delegates what Scope 3 means for FM and how organisations can work with their suppliers to reduce carbon emissions.
In a separate session Shah will be joined by Mitakshi Sirs a Director at WILL + PARTNERS to explain Sustainability legislation – now and upcoming, which will review how the role of regulation is changing and how it could a ect FMs who need to demonstrate how compliance is achieved.
Representing the leading professional body for the built environment, Paul Bagust, Head of Property Standards RICS will hold a session on: Meeting challenges with professionalism.
In a session on Innovations for Net Zero, Kam Singh, Director of Carbon Solutions for Emcor Group will present a case study on how one local authority addressed the challenges of delivering net zero projects across its estate in partnership with their Facilities Management partner. The presentation focuses on three projects that have each tackled specific challenges such as thermal decarbonisation and data centre optimisation.
When it comes to FMs meeting ESG targets, social value is increasingly important.
Sebastian Bachelier, Senior Programme Manager at Living Wage Foundation will focus on the social value of paying the real Living Wage, looking at why embedding the real Living Wage in your internal social value policies can benefit society, your employees and your own ESG reporting.
If you want a career that stimulates social mobility you need look no further than FM where a person can genuinely start as a receptionist and end up on the board. FM’s impact goes deeper and wider than this – as a panel comprising, Sebastian Bachelier, Senior Programme Manager Living Wage Foundation, Alistair Donaghey Regional Head of SHE Willmott Dixon Construction and Adelphine Williams, Senior Facilities Manager – EMEA Informa Markets will discuss.
In a presentation on making the business case for sustainability, Lisa Corcoran, Facilities & Environmental Manager for Barnett Waddingham and Erik Jaspers Global Product & Strategy Director at Planon will describe how they have successfully sold ESG into their organisation.
The SHP Keynote Theatre, at Safety & Health Expo also features two inspirational keynote speakers.
On 11:30am - 12:30pm Wednesday 17th May hear insights from Prof. Sir Jonathan Van-Tam on his management of risk and leadership during the pandemic.
Professor Sir Jonathan Van-Tam is a public
health specialist with a clinical background in emergency medicine, anaesthesia and infectious diseases.
He received a knighthood from Her Majesty the Queen in her 2022 New Year’s Honours List, for services to public health. He has recently been awarded the Royal Society’s Attenborough Award and Lecture 2022, for outstanding public engagement in science.
Dame Joanna Lumley will be on stage on Thursday 18th May, from 11:30am - 12:30pm at the SHP Keynote Theatre, Safety & Health Expo.
There will be a wide-ranging interview covering various aspects of Dame Joanna Lumley’s illustrious career. This includes filmed documentaries around the world, in places as far afield as the Arctic Circle, the Banda Islands, Japan, India as well as closer to home.
Seminars on the Building Safety Act and the impact of Grenfell.
Learnings about risk management – The law, workplace challenges, data-led solutions and support available.
Converged Security Centre – Suspect package in your lobby? See how it can be dealt with through integrated security tech.
Tall Buildings Conference – covering High Rise Construction Fire Safety, Green Fire Safety Issues and Crisis Management in High Rise & Complex Buildings.
Facilities Show’s highly anticipated Smart Building immersive experience simply can’t be missed.
See how the latest tech innovation brings together facilities management, security, fire safety, and wellbeing in a unique smart building environment.
Take a walking tour of a full-size replica smart o ice. From new developments to refurb and retrofit, experience each piece of technology.
Stay up-to-date on Smart Buildings with Facilities Show’s Smart Build Tech Talks, featuring bitesized presentations on workplace technology innovations. Network with peers, attend roundtable discussions, and share ideas at the FM Bar’s networking events.
Network and connect with peers at the FM Bar’s events, including breakfasts, drink receptions, and
roundtable discussions.
Want to keep the fun going through the evening? Take advantage of London’s new Elizabeth Line, with easy, direct connections between the ExCeL and major hotspots.
As the role of FM continues to grow and cover a broad set of responsibilities, take advantage of shared learning and networking across all four colocated shows – Facilities Show, IFSEC, FIREX and Safety & Health Expo.
Europe’s leading security event, IFSEC, welcomes thousands of global security professionals to explore innovative products and solutions and collaborate with the entire security community - all under one roof, over three days.
Here you can consult with key security associations BSIA, SSAIB, the Security Institute, ASIS, NSI, FSA and more, as well as assess hundreds of products from leading suppliers across cloud security, surveillance, home security, smart buildings and more. In this way, visitors have the opportunity to see global suppliers demonstrating the latest in technology and products through live demos including the most popular Attack Testing Zone by LPCB.
Along with the exhibitor content, a busy seminar
programme covers everything from the latest tech to recruiting and training security sta .
Europe’s most important fire safety event, FIREX, welcomes thousands of fire safety professionals to
explore the latest innovative products and solutions and meet face-to-face with the entire fire safety community - all under one roof, over three days. As well as featuring key fire safety exhibitors and associations, including FIA, ASFP, and FPA, visitors can source a myriad of solutions, including, new third-party approved innovation from C-Tec,
Apollo Fire Detectors, Kentec, Advanced, Rockwool, Detector Testers and more.
The seminar programme not only enables you to keep up with the latest fire safety best practices and regulations from leading industry experts but take part in key discussions ranging from concerns over
single staircases in high-rise buildings to the role of IOT within fire safety.
As the UK’s largest dedicated health and safety
event Safety & Health Expo welcomes thousands of health and safety professionals to connect with peers, stay on top of legislation and best practice, experience the latest technological solutions and hear from industry trailblazers.
Highlights include accessing the perfect solutions for your business, including workwear, behavioural safety programmes, safety harnesses, PPE, occupational health products, e-learning, training solutions and more.
Being such a well-attended show, delegates have the opportunity to reconnect, learn and share with colleagues from H&S and the related FM profession. Enjoy face-to-face networking opportunities from the RoSPA Awards and Gala Dinner to networking breakfasts and drink reception.
Finally, the seminar programme is especially curated for H&S professionals with a line-up of inspirational speakers, informative and educational seminars to help you stay on top of legislation, industry standards and best practice.
www.facilitiesshow.com
To secure your free ticket to the Facilities Show and co-located shows, and position yourself at the heart of the profession, visit the website today.
Net Zero has become a critical goal for many countries around the world as they try to address climate change. However, achieving Net Zero is not easy.
Our solution…
The Regen Initiative offers a new lighting fixture refurbishment service.
Together with our partners, we offer a service that breathes new life into existing fixtures, sourcing from a localised supply chain in line with Circular Economy principles. Despite all of the challenges, with the right actions, Net Zero is a goal that can be achieved –and we are here to help make it happen
See how our concepts will shape the future >>> Creating scalable circular solutions for the lighting industry (theregeninitiative.com)
Supply (UPS) to provide the emergency back-up power to keep critical equipment running in the event of disruption to supply. However, there are significant drawbacks with standard UPS, particularly as regards to sustainability - and the NHS has some of the most stringent net zero targets.
One South Yorkshire hospital approached Powerstar, as it was considering a more e icient, sustainable, back-up power solution in place of standard UPS technology. Where traditional UPS loses around 10 per cent capacity, as it switches constantly between AC and DC, even when not in use, HTM-compliant Battery Energy Storage System (BESS) technology has far lower capacity loss - generally less than one per cent.
Energy security and energy a ordability were the two most pressing questions last winter. UK energy reserves dipped to a low, unprecedented since the political and economic crises of the 1970s. With rolling blackouts predicted, over £4 billion was spent last year to balance the National Grid and avoid the disaster this scenario would present for post-COVID economic recovery. In this context, the UK has never scored well, globally, for energy a ordability - defined as “equity” by the World Energy Council’s Trilemma Index(ii).
But, in the current geopolitical climate, UK energy costs are unlikely to ease until mid-2024 at the earliest, and next winter is predicted by many to be looking even worse than the last(iii). With far less gas storage capacity than our EU neighbours, the UK will only fall behind in replenishing import supply, prolonging the energy crisis and meaning continuing high prices. Understandably, security - power resilience - and energy a ordability are top of the agenda for UK facilities managers.
The most recent World Energy Council’s Trilemma Index brings together all three branches, and looks to future European policy drivers: “The threat to energy security, coupled with rising inflation worldwide, has highlighted energy a ordability issues… The energy crisis has challenged the region’s commitment to sustainability as they face soaring energy bills and limited supply. In the short term, it is likely the region will require increased fossil fuel consumption to meet growing demand. However, the current geopolitical crisis may also accelerate the energy transition as there remains substantial
room for investment in carbon reduction opportunities.”
Drawing all three strands of the Energy Trilemma together, this observation highlights the necessity for UK facilities managers to focus on strategies and technologies e ective for short-term demands, and for longer-term needs: security, a ordability, and net zero.
Nowhere is security of energy supply more critical than in the NHS, where a resilient power supply is quite literally a matter of life and death. Traditionally, healthcare has relied upon Uninterruptible Power
For a typical hospital installation, the shi to BESS equates to about £262,000 in energy cost savings, reducing unnecessary carbon emissions by more than 210 tonnes of CO2e. This particular NHS Trust was also concerned about the potential risk of failure in an emergency - a real issue, since with traditional UPS there is no way to check the state of charge of the battery, meaning no guarantee in the event of a major disruption to power supply.
Powerstar supplied the hospital with BESS technology, with integrated UPS capabilities, to provide site-wide protection and instantaneous load support. The new batteries are cycled daily, ensuring correct functioning, and are able to meet NHS minimum requirement for 20 minutes load support in the case of power disruption.
For this hospital, the new BESS installation is successfully protecting critical care facilities - on just one day last April, the grid
Solon Mardapittas, CEO at Powerstar, considers the World Energy Council’s Trilemma(i) Index of secure, a ordable, and sustainable energy, and suggests how battery technology may help its often-competing agendas
failed twice, and the new BESS seamlessly supported full load, for 15 seconds in the first incident and for 23 seconds in the subsequent disruption. Alongside this vital demand for energy security, modern BESS technology is helping the hospital work towards net zero by eliminating around 190 tonnes of CO2e, annually.
Looking to a ordability, BESS technology has opened up a whole new revenue stream for the Trust by enabling them to engage with Grid Balancing services, which can generate around £100,000 additional income - and this is on top of the massively reduced energy spend - for this hospital, about £225,000 per year.
For many facilities, energy represents a significant proportion of business costs, and this is particularly true for retail - a sector which aims to achieve Net zero by 2040, a full 10 years before the UK’s country-wide commitment. In part, this 2040 target is driven by consumer pressure, as customers are increasingly aware of purchasing power as a means to a ect change. In the current energy crisis, sustainable technology can also help reduce energy spend - addressing two critical aspects of the Trilemma.
however, enables the two technologies to work in tandem - optimising cost benefits from investment in energy management technology.
As renewables make up an increasing part of the UK’s energy mix, the need for businesses that can engage with balancing services continues to grow. A BESS solution allows users to capitalise on the National Grid’s Demand Side Response (DSR) opportunities - providing the storage capacity to draw down electricity form the Grid or to release it back to be available at times of peak demand. When compared to the sunk costs of a traditional UPS asset, this capability technology has brought
For one supermarket chain, with multiple stores and nationwide distribution centres, Powerstar recommended the installation of a BESS, to ensure the UPS demand for temperaturecontrolled areas, air conditioning, lighting, and 24/7 operating hours. Along with optimised voltage output, this BESS technology has brought about a 31 per cent reduction in energy costs, while also allowing the chain to engage in Grid contracts - an increasingly important source of revenue for businesses, particularly in an energy crisis. BESS o ers the capability to store energy - whether purchase from the Grid when prices are lowest to be used at peak times, or energy generated on-site from renewablesgenerally solar PV or wind. In isolation, solar arrays are ine icient for reliable on-site power generation, potentially producing more energy than required in sunny conditions - meaning wasted energy - and lacking productivity in less clement weather. Combining solar with BESS,
As renewables make up an increasing part of the UK’s energy mix, the need for businesses that can engage with balancing services continues to grow. A BESS solution allows users to capitalise on the National Grid’s Demand Side Response (DSR) opportunities - providing the storage capacity to draw down electricity form the Grid or to release it back to be available at times of peak demand.”
to generate a new and guaranteed income means that businesses can not only take greater control over their energy spend but can also determine a clear payback timescale for any BESS investment.
Given the competing demands of the Energy Trilemma, organisations investing in BESS technology are benefitting from resilient and cost-e ective power, while also demonstrating a clear commitment to achieving net zero. In the midst of an energy crisis, focusing on battery storage represents both quick commercial wins while working towards longer-term strategic goals.
(i)https://o ers.powerstar.com/energy-trilemmawhite-paper
(ii) www.worldenergy.org/assets/downloads/ World_Energy_Trilemma_Index_2022.pdf
(iii) https://oilprice.com/Energy/Natural-Gas
carbon emissions. HPs can be used as a primary source of generation, replacing fossil fuel boilers in the generation of heat. They can now work at higher temperatures, meaning they are a great option for spaces like hotels, hospitals, and leisure centres where there is a high demand for hot water at peak times – removing the need to use a gas boiler.
Choosing which HP model is right for a business, however, is not a straightforward decision. The decision is driven by the overall economic case, operator needs, health, safety and environmental (HSE) requirements and external factors, such as weather. There might be a need for the redesign of mechanical building services to enable lower supply temperatures, as well as investments into training to develop the skills needed to deliver installation commissioning, and maintenance. Ultimately, there is no one-size-fits-all solution when it comes to choosing which heat pump is right for a business, as it relies on an organisation’s individual requirements and operating pain points.
To tackle the issues at hand, businesses need to work with a partner that can deliver the most e icient solution based on these factors.
When external temperatures vary so much, ‘wasted’ energy can be reused in a building by integrating both heat pumps and chiller systems. By utilising hybrid systems, when there is a demand for heating or hot water, and cooling at the same time, the heat rejected from the cooling process can be extracted and reused for the heating process resulting in additional energy savings. Hybrid designs are especially useful for buildings that lack the space to install large scale heat pump and chiller systems.
With the renewed awareness that our buildings account for 40 per cent of emissions, reviewing how the buildings around us operate has become an urgent priority. We are seeing a revolution in how commercial buildings run and meet sustainability goals. However, with hundreds of businesses struggling to make ends meet in the midst of the cost-of-living crisis, the focus on energy e iciency could risk slipping down the list of priorities.
A key solution lies in focusing on the reduction of operating costs and energy optimisation where it is most vital. And with heating and cooling making up almost 50 per cent of a building’s energy consumption, this seems a wise place to start from. Heat pumps will be essential in reaching a decarbonised future. They are cost-e ective, too; the Carbon Trust’s latest findings demonstrate that heat pumps are able to deliver CO2 savings of up to 65 per cent compared to A-rated gas boilers, and 70 per cent compared to conventional electric heating.
While the switch to Heat Pumps (HPs) is gaining some traction in the UK, we are still far behind many other European countries when it comes to implementing them. It’s likely that this demand for fossil fuel boilers will decline, and HPs will accelerate as we gain momentum towards reaching net zero carbon emissions by 2050. Policy frameworks and price relatives between fuels are a ecting the wide uptake of heat pumps.
But key industry leaders are beginning to join on the uptake; Waitrose recently announced it is replacing its gas boilers with electric HPs; in order to tackle energy costs and bring forward net zero plans. In addition to this, the government has already set a target of 600,000 heat pump installations per year by 2030, and the Committee on Climate Change estimate that 19 million heat pumps will need to be installed by 2050 to achieve global net zero goals.
The electrification of heat through HPs, where the electricity to drive the HPs comes from renewable sources, is a key technology in cutting costs and
Artificial intelligence (AI) and Machine Learning (ML) can assist in connecting and analysing building data at every level. Using model predictive control, AI and ML are able to predict possible outcomes for a building’s data set. This constructs an understanding of the actual energy conversion rate for each element of the building and ensures the system is run as one unit; not in siloes. New data can automatically be added as a consequence; creating better recommendations for energy usage. Anomalies are also identified; ensuring data is used to preview optimum operating point.
The UK needs new tactics to make operations future-proof. To truly drive the net zero agenda, a discerning look at operating systems will be key to energy reduction. Introducing heat pumps will drive down costs whilst keeping businesses aligned with their carbon emissions goals.
Fortunately, we don’t need to make the switch alone. Reducing costs and implementing improvements into existing systems are collaborative tasks. Selecting a reputable and reliable partner will allow businesses to install systems across a variety of di erent buildings with di erent needs. In utilising technology, people and processes we can ensure this newfound potential does not slip away.
• Comprehensive task management system simplifies tasking requirements.
• Digital operation reduces errors and operator time.
• Manages reactive and scheduled tasks.
• Enables tracking and updating of tasks when working in the field.
• iOS and Android compatible.
• Mobile operation enables offline operation. (connection required for uploading and downloading data)
• Meets growing demand for digital working.
01480 469 001
We have saved over 6 days per month of resource time having the ability to auto trigger emails direct to our users, as well as now having access to key electronic data on audits being completed for ease of reporting.
Whethera public building, entertainment venue, reception or sta area, a site’s facilities will be slated if its washrooms are not properly maintained. And the role of the washroom is more important than ever since the pandemic, with a survey commissioned by Kimberly-Clark Professional (KCP) revealing that mindsets and attitudes towards hygiene and handwashing have shi ed.
Says Craig Bowman, General Manager at Kimberly-Clark Professional in the UK: “The survey revealed present-day perceptions of cleanliness alongside evolving hygiene habits, expectations, and standards. For example, 76 per cent of respondents have had poor experiences with hand hygiene in public washrooms since the pandemic.”
The KCP report found a close second priority is the need for good quality products that are reliable, cost e icient and sustainable – and are good for us. Soaps and sanitisers that don’t dry out our hands but leave users feeling clean are important, as are facilities for quick but e ective hand drying.
This is particularly important as we wash our hands far more o en post-pandemic. A survey on washroom attitudes carried out by Dyson in 2021 found that 75 per cent of respondents were washing their hands five or more times a day. The report also
A cross section of washroom product, services and consumable suppliers consider how FMs can maintain exemplary hygiene standards while meeting sustainability goals
revealed that e ective hand drying was key to ensuring that clean hands stay clean. Wet hands can pick up more bacteria than dry ones, damp hands can transfer up to 1,000 times more bacteria than dry hands, while wiping hands on clothes can add bacteria to washed hands if the clothes aren’t clean.
Designing the washroom environment to operate as seamlessly as possible is a priority explains Paul Mulready, marketing manager at Northwood Hygiene Products: “We’re more informed about hotspots for germs and viruses and how contaminated surfaces can harbour them, particularly in public spaces such as washrooms. Touchless fixtures, like touch-free taps, automatic soap dispensers, automatic paper towel dispensers, sensor operated dryers and automatic toilet flushes can help to reduce cross contamination and the spread of bacteria.”
Ensuring washroom consumables are regularly replenished and the area kept scrupulously clean is a must, says Alasdair Sharp, UK & Ireland Sales Manager at Satino by WEPA: “Positioning regularly updated cleaning rotas in plain sight, alongside the consistent upkeep of washrooms, including keeping soaps and papers fully stocked, allows facility managers to visibly express their care for their customers.”
Education amongst cleaning sta is also vital says Jonathan Weiss, Commercial Director at Reckitt: “During the pandemic, fogging and overcleaning are practices that became commonplace, which is ultimately counterproductive as it is wasteful of both the cleaning products and labour time. The excess of chemicals doesn’t actually make the space any cleaner and of course, isn’t great for the environment.”
“It’s for this very reason that we at Dettol Pro Solutions advocate for targeted hygiene solutions and invest in educational content, to make sure that products are being used correctly.
“Products and protocols should be used in hotspot areas that are frequently touched (e.g., doorknobs, bathroom fittings such as taps, door locks and toilet flush handles). For example, your bathroom faucet handle can have 21 times the bacteria of your toilet seat. Therefore, once cleaning and disinfection protocols are established, the critical element to reducing the potential for viruses and bacteria transmission is the timing and frequency of cleaning and disinfection.”
Given the cost-of-living crisis it’s important that the consumption of resources is where possible, controlled. Weiss advocates
choosing refillable hygiene solutions such as dispensers, air fresheners and cleaning products so that waste levels are reduced.
Stuart Hands, Sales Manager of Essity Professional Hygiene also advises against opting for the cheapest possible systems such as loose paper towels, bulk-fill soaps and jumbo rolls or conventional toilet rolls.
“Loose hand towels on the units will promote over-consumption and people will be constantly dripping their wet hands on them, making them soiled and unusable. Bulk fill soaps can lead to messy sinks during the refilling process. And conventional toilet rolls may be placed on the floor or on the cistern where they will become soggy and contaminated.
“A dual roll toilet roll system in a locked dispenser is a hygienic alternative and will allow the cleaner to drop in a second roll at their own convenience to ensure a continuous supply. Soaps should be supplied in sealed cartridges that can be snapped quickly into place inside the dispenser. This will avoid the problems of messy units, wasted soap and potential contamination of the soap before use.”
Permanent fixtures should also be carefully chosen. KCP advises the use
of LED lighting which can support the maintenance of hygiene without depleting resources. LED lights communicate when a unit needs attention to minimise time wasted and reduce touch points, for a more hygienic experience.
While it is important to make sure washrooms deliver optimal hygiene they must be provided in as sustainable a way as possible. Dyson’s argument is that sustainability is not just a business goal, but one that translates to consumer values too. “Fortunately, businesses can upgrade their washrooms with more innovative and reusable hand drying solutions, without compromising on hygiene or quality.”
Adds Mulready of Northwood:
“As a high user of consumables such as paper towels and toilet rolls, washrooms are under even greater scrutiny when it comes to looking a er the environment.
“The need to limit the consumption of disposable products is pressing, particularly as their use in washrooms has never been higher. When selecting dispensing systems for washrooms, providers should therefore try to specify high-capacity, controlled-use devices that restrict the use of toilet tissue and hand towels and prevent over usage.
During the pandemic, fogging and overcleaning are practices that became commonplace, which is ultimately counterproductive as it is wasteful of both the cleaning products and labour time. The excess of chemicals doesn’t actually make the space any cleaner and of course, isn’t great for the environment.”
“It’s important also to make sure that paper products are made only from raw materials that have been sustainably sourced – either from recycled materials or from sustainably managed forests.”
A common alternative to paper towels is hand dryers. Dyson Professional argues its hand dryers include air-cleaning HEPA filters and touchless activation as standard. However, they warn: “Many older warm air dryers prompt hygiene and environmental concerns amongst users, and o en rightly so. For example, 40 per cent of people are worried about pressing physical buttons on a hand dryer, and 24 per cent believe they could be drying their hands with unclean air. Alongside this, archaic models could be consuming high amounts of energy, contributing to a business’ carbon footprint.”
FMs should also be careful to assess the sustainability of the washroom supply chain argues Sharp. He recommends you ask, ‘are those businesses environmentally conscious and trying to shrink their carbon footprint; are their logistics as sustainable as can be?’
“It isn’t just about how sustainable the washroom itself is, the bigger picture is just as important. In the washroom, minimising energy and wastage is vital. Battery-free air fresheners, dispensers and taps that run on timers can decrease the energy output of a washroom, without compromising what it delivers.”
With ESG becoming an integral part of the FM remit, washrooms also need to be designed to o er an accessible and inclusive environment.
Bowman of KCP explains that while hygiene and safety are top of the list, users also want a pleasant and nurturing environment. “People want to feel cared for and that their needs have been considered. While fear of infection is still prevalent since the pandemic, consumers want to see investment in making facilities better, with well thought out innovations that use the latest technology and design, but are kind to the
environment by reducing waste and carbon footprint.”
Sharp advises that facility managers should consider if there are elements in the current washroom that currently don’t accommodate the needs of all users. For example, washrooms need to reflect modern society, so only having baby-changing facilities in female bathrooms, for instance, would be an oversight.
He adds: “Gender-neutral bathrooms have proven successful in smaller facilities for years, o en in places where there is only space for one washroom and its accompanying amenities. These can include a single toilet, sink, and mirror, through to baby-changing facilities and disability access support. They cater to everyone’s needs. We are now starting to see this approach adopted in much larger facilities, where accessibility for all is a defining factor of its design.”
It’s also important to install products that are accessible to those users who might struggle with everyday actions such as tearing o a strip of toilet paper or picking up a soap bar and using it to lather their hands.
“All washroom systems should therefore be designed with universal ease-of-use in mind,” says Hands. “In environments such as care homes where manual dexterity may be a problem, toilet tissue dispensers that deliver single sheets will be easier to use than paper on a roll. Foam soaps are quick to lather and easy to use – particularly when supplied in a user-friendly dispenser.”
The pandemic has helped to revolutionise the way washrooms are managed. Dyson Profession say that their: “past experiences are changing the future of key amenities, and pushing us to implement more innovative, environmentally-friendly solutions throughout. Experiencing high volumes of tra ic, the washroom must be made as hygienic and sustainable as possible, both for user confidence and to help businesses
lower their carbon footprint.”
Hands advises that the installation of ‘connected’ dispensers will help to ensure that soap and paper supplies need never run out. Sensors incorporated into washroom units allow cleaners to check remotely on supplies of soap, toilet paper and hand towels. This removes the need for sta to make multiple journeys to physically check on dispenser status, saving them time and improving e iciency.
“Tork Vision Cleaning allows cleaners to remotely check on dispensers via a smartphone or tablet. It also incorporates people-counters that enable a facility to build up a profile of washroom visits. The o ice manager can then use this data to identify those toilets attracting the highest levels of tra ic and the cleaner’s walking routes can be streamlined accordingly, again saving time and labour.
“This also includes a digital cleaning plan function to improve cleaning e iciency. Each task is clearly described and given a pictogram to provide cleaners with a quick check-list. They can then tick o each job as it is completed via a smartphone while the manager has instant access to this data so that he or she can tell at a glance whether any stage of the cleaning process has been missed.”
However technological innovations must be designed to help support sustainability initiatives, which is why facility managers must take a macro approach to sustainability says Sharp.
“It’s important to understand the opportunities available when it comes to how manufacturers are innovating to eliminate harmful sourcing of raw materials.
“Reducing the number of virgin fibres used in hygiene products, eliminating plastics from soaps, and purchasing products with 100 per cent recyclable packaging can make the washroom drastically more environmentally friendly. In recent years, we’ve seen the industry strive to create innovative solutions in meeting consumer demand while minimising the damage it has on the planet.”
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In2021 Liz Benison was appointed the UK and Ireland CEO of ISS, reporting directly to Jacob Aarup-Andersen, ISS Group CEO. As we were in the midst of the pandemic and in person meetings weren’t viable, she went to see ISS’ London Canary Wharf o ices to get a sense of ‘place’.
Given that the global facilities management and workplace experience business’ mission statement is to ‘provide placemaking solutions that contribute to better business performance’ this underlines her appreciation of the role of the workplace.
It also belies the fact that she came into FM from a tech and service outsourcing background. With a degree in production engineering and management, her experience in the technology sector, included roles at DXC Technology, Capgemini and Ford Motor Company, before moving to Serco as Divisional CEO.
She explains: “About 10 years ago I fell out of love with tech for tech sake – and I got the opportunity to go to Serco. The experience was brilliant, working with what we now know as ‘placemakers’ out in the field. I found it more satisfying a ecting real change in behaviours and creating jobs for people who wouldn’t normally have opportunities, so I made the decision that tech was over for me and I was going to stay in that field.”
Prior to being appointed ISS UK and Ireland CEO she was Managing Director at Arriva Group. Her recruitment from outside the sector was part of ISS Group’s strategy to find a fitting person to run their biggest market following a few disruptive years, who could bring a fresh perspective, build a new team and take the business forward.
She explains: “The three challenges I was given were: improve our utilisation of technology, introduce more innovation as clients felt they wanted to be challenged and made to think, and the third was around data and how it needs
to be better utilised to drive insights. The more I got into the topics though, I realised these are industry-wide issues, and all areas we can fix through strategy.”
THE ONEISS STRATEGY
ISS announced the OneISS new operating model in December 2020, just a few months before Benison’s appointment, which is a strategy to sharpen its focus on key segments, accelerate technology investments and introduce a new globally aligned operating model.
The goal says Benison: “Is to be the global leader in IFS (integrated facilities services) by focusing on market segments we have influence on, and for a limited number of services where we think we can be exceptional.
“It’s not being everything to everyone and showing up in the same way in every market. Jacob [AarupAndersen] talks about force multipliers – so that’s at the heart, how do we get to be the leader in IFS in the segments that we want to be?
“There are three additional ambitions to that, and the first is being the global company of belonging. The
explains why it’s the people behind the delivery of high-quality FM services who will create productive spaces, drive sustainable initiatives and determine the o ce of the future
amazing thing we do for more than 350,000 people across the world is being the di erence for them of a life in poverty and those first steps in the ladder of a job that could become a career.
“We want to be very intentional in the way we bring that to life, by making sure that is part of everyone’s experience when they come here. This is why we’ve launched a value proposition which is all about ‘a place to be you’ and bringing our D&I agenda to life.”
This includes investing in training opportunities for employees to get an externally recognised qualification and embracing societal values – for instance a commitment to o ering more than 100,000 placemakers and/or their family members a recognised qualification by the end of 2025. This requires working with organisations that share these values and explaining to customers and suppliers why a living wage and a sustainable supply chain is important.
Says Benison: “If it comes to the point where we don’t think our values can converge we’ll take some tough decisions when qualifying new business, evaluating suppliers and so on. We don’t want to be the company that talks about all this and doesn’t do anything. We want to be measured on the actions that we deliver. It’s early days but it’s a massively important part of the agenda.”
The Group also plans to “leapfrog the sector on tech” which includes putting everything in the cloud to reduce costs and o er more agility. Two tech centres have been opened in Poland and Porto in Portugal that support ISS’ focus on building and bringing its own tech talent into the business. This o ers the advantage of both generating its own tech and quickly bolting in new technology from the market when needed.
Benison explains the last part of the strategy is around sustainability: “We’re asking ourselves ‘what are we doing in 2023 to move the dial?’ It’s very straightforward, we’ll go to market through market segments so if we want to be number one in banking what thought leadership do we need to be able to generate? Do we need to employ people from the banking sector who learn about FM? We’ll then deliver services that are standardised and consistent wherever you go, so if you’re a global customer it will look and feel the same.
“What will help pay for those things is to have a very e icient back o ice. Coming from a di erent sector I’ve noticed the FM industry is quite far behind but it’s improving and using tech will be a massive help in having a data-led rather than instinct-led conversation, which is much more powerful.”
When contemplating the future of the workplace, Benison believes the industry doesn’t yet have the magic answer to the challenges of changed working patterns, but it is making progress. She’s keen to use its showcase HQ in Canary Wharf as a test bed on ways of attracting people back into the workplace. This included the creation of an optimised workspace with a 40 per cent desk reduction, and an increase in meeting and collaboration space of 90 per cent. Along with a more sustainable environment, a series of themed events, such as wellbeing, learning, charity and inclusion have been introduced and the Group is utilising the latest workplace technology including an ISS Workplace Experience App.
ways spaces are being used and advise the customer on what’s working and what is not.
“The combination of the data and the tech is allowing us to put options to customers, which range from very easy to do and fairly low impact, all the way through to some quite di icult decisions. Most clients are shying away from controversial changes but as we’re renewing contracts we’re ensuring agility for the future.
“We are on the cusp of the workforce changing, it’s becoming a majority millennial workforce, and we will have to be agile as we move through these generational shi s.”
We’re asking ourselves ‘what are we doing in 2023 to move the dial?’ It’s very straightforward, we’ll go to market through market segments so if we want to be number one in banking what thought leadership do we need to be able to generate? Do we need to employ people from the banking sector who learn about FM? We’ll then deliver services that are standardised and consistent wherever you go, so if you’re a global customer it will look and feel the same.
“The prize is, all these initiatives can be data driven,” says Benison. “IOT data can tell us for instance when too few people are utilising a particular space and we can then come up with proposals on what can be done with it, from mothballing to repurposing it. For some of our customers we’ve also installed ‘floor hosts’ who examine the di erent
FM is primarily a peopleled business, and within the sector there is a growing concern in ensuring there is the right talent for the job, from front line operatives to the next generation of management.
Says Benison: “Like the rest of the industry we’re having to work a lot harder to recruit. This is why we’re a doing complete revamp on the way we hire our ‘placemakers’ and how they are onboarded.
“ISS is looking at a range of innovations, including a programme that brings people in from the military for their first role in civilian life. We also aim to be more e icient in getting job o ers in and aim to onboard new recruits as quickly as possible, from
getting them the tech and uniforms they require, to streamlining right to work checks.”
When it comes to job progression says Benison: “We’ve got to make it easy to progress for those that want it and always treat our people with dignity, which means being paid correctly and on time. We’re also introducing initiatives like financial wellbeing programmes, for if we can equip people with information on how they’re being paid, what this deduction is and so on, they can then make more informed choices.”
On the management side, ISS is going through a transformation process with its back o ice and has hired some new talent from the competition and from outside the sector. Along with the refurbished London o ices the group has also invested in its Stoke and Bolton workspaces which o er flexible, sustainable spaces that promote wellbeing.
Says Benison: “We know the workplace
is important to our people as well. The power of ISS is that we’ve 350,000 people working across sectors and around the world and if they interact with 10 people on a daily basis, and we can make any of those interactions intentional, then the reach that we have is immense.
“As an example, one of our floor hosts in professional services, noticed a partner throwing her co ee cup into the wrong bin. The placemaker has a decision to make, does she just wait until the partner’s le or challenge her, which she did so in a lovely way. The partner asked her to come in and talk to her leadership team on supporting sustainability both at work and at home. Encouraging 350,000 people to do this every day is the mission we’re on.”
Moving into the FM sector in 2021, Benison witnessed the important role it took during the pandemic, where ISS was intrinsic to the
setting up of the Nightingale Hospitals. She believes FM has a window of opportunity in utilising its higher profile. Hailing from a consultancy background she also pinpoints FM’s USP.
“Advisory companies can’t e ect change but FM can bring ideas to life. We have an advisory o ering around energy management for example, and can tap into the building management systems of an estate and give advice on the ways that an organisation could save money on energy.
“Customers will value that but the unique bit is that we can then make it happen for them as well, through our skilled engineers ensuring all the infrastructure of the building is tuned to deliver on that strategy. We can then refer to our placemakers who are on the ground and can see if despite all the fancy stu being done there is still a guy who keeps opening his window.
“This means we’re in on the thought leadership process from the beginning and all the way through. That to me is what is exciting about this sector because on the really big agenda topics like diversity and inclusion, to sustainability I think we’re almost uniquely positioned to make a di erence.
“FM has been too subservient before and grateful to be included in big conversations and what I’m hearing now is ‘pull up to the table beside us and give us your ideas’.”
We know the workplace is important to our people as well. The power of ISS is that we’ve 350,000 people working across sectors and around the world and if they interact with 10 people on a daily basis, and we can make any of those interactions intentional, then the reach that we have is immense.”
TheEconomist named “hybrid work” as the word of 2022. That’s hardly a surprising choice. By now, to anyone who has an “o ice job,” it will be an extremely familiar concept — with most employees in this group now working under the model if they weren’t already, albeit in more loosely defined terms.
Despite its emergence as a daily part of lexicon, however, it’s striking how many organisations have yet to develop formal hybrid working policies based on what their teams require to work most e ectively within a hybrid environment, along with the technology-based systems that bring it all together.
Research by global worktech provider Eptura, which canvassed the views of 2,000 UK employees in 2022, found that just over
half (54 per cent) were in a workplace that had bothered to update their remote or hybrid policy since early 2020. The rest either had a policy that remained unchanged since before the pandemic (20 per cent), didn’t have a policy at all (12 per cent), or were not aware of one (14 per cent).
The lack of clear guidelines is driving a growing problem for facilities managers. In its ‘2023 Workplace Predictions’ report, Eptura described it as the “midweek mountain”. As ever, the British media has come up with a slightly more tongue-incheek name: ‘TWaT’, short for ‘Tuesday, Wednesday and Thursday’. When employees have the freedom to choose their o ice days, most are heading in during the middle of the
week and staying at home on Mondays and Fridays to stretch their weekends as far as they can.
TWaT is a headache for several reasons, especially if an organisation has used the reduction in overall occupancy to rationalise real estate. It increases the likelihood of employees not finding the space they need when they go in, dissuading them from returning even if it’s by mandate, and organisations wasting energy by heating and cooling rooms on dead days.
Andrew Hulbert, CEO of Pareto FM, says that developing hybrid work policies is necessary because it removes ambiguity. In recent times, he has seen a mixture of policies that ask people to go to the o ice either on specific days or a percentage of the week. However, Hulbert warns this can drive
some unwanted behaviours. “We’ve seen some workspaces ask people to complete at least 40 per cent of their working in the o ice per quarter. This leads to some working in the o ice 100 per cent of the time for six weeks just to meet their quota, only to stay away for the rest of that period,” he explains. “This sporadic use of the o ice poses utilisation challenges for workplace and FM professionals around resourcing and availability.”
Hybrid isn’t just raising questions about how o en people use the o ice but also why they do. As Esme Banks Marr, Strategy Director of work + place for BVN Architecture explains: “The workplace’s purpose in 2023 is to find its way out of its existential crisis. We’re constantly trying to find concrete answers, which is ludicrous because there aren’t any. The way we live constantly changes, so why wouldn’t work? And why wouldn’t the spaces we do work in also evolve?”
Global workplace management consultancy AWA’s second Hybrid Index, a study of 220 o ices in 33 countries last November, found that employees are going into the o ice just 1.5 days a week on average. These findings tell an increasingly common story: most people want to spend a large part of their week working from home, but they don’t want to lose the o ice completely.
Why? Because the o ice provides what the home can’t and for many that’s collaboration — meeting colleagues and customers to work together, share ideas and socialise. But it’s also important to remember there are lots of employees whose circumstances at home — maybe they don’t have enough room or are surrounded by other noisy flatmates —mean they still need the o ice to do focused work.
“A larger percentage of space will likely be allocated to supporting things that remote working can’t, such as social interactions and informal catch ups in a clubhouselike way,” Banks Marr says. “But we can’t disregard focused work, and employees will always need to collaborate both virtually and in-person when they’re in the o ice, so the workplace will need to support a range of tasks and do this through a variety of spatial settings.”
Technology is the great enabler when it comes to hybrid working and the policies that give it structure. Hulbert sees several systems and platforms as crucial to its development. The first is a huge increase in demand for desk booking systems, which are forcing employees to book desks further in advance and driving competition for space
among colleagues. The second is HR systems linked to swipe cards, a simple way to measure how o en people are attending site. In some of the more tech-led environments, employers are asking their sta to tap in and out at the start and end of the day — though Hulbert points out that this request feels more akin to Adam Smith’s pin factory than modern-day flexible working. Thirdly, there are the social messaging apps that can help create a buzz to get people back into the o ice by promoting town halls, talks, puppy days and other initiatives.
Integrating those social messaging or video communication apps with workplace scheduling so ware makes hybrid models work by providing transparency in a largely asynchronous system. Eptura recently launched a solution that leverages Microso Teams to show users exactly who will be in the o ice on which days and trigger automated notifications alerting employees when their entire team will be present.
This is perhaps an example of what Banks Marr refers to as “organisational network mapping” (ONM). She explains: “Using ONM to understand information flow through an organisation is also a great way of determining who is in the o ice and when, as well as who collaborates with whom, on what sort of tasks, and what informal communities exist, making it easier to plan your future workplace needs from a spatial
perspective. There’s a slew of data that’s rarely being tapped into and considered when thinking about how hybrid working works.”
The challenge is not to get bogged down in the details that won’t move the needle. Chris Moriarty is the former Director of insights for the Institute of Workplace and Facilities Management and the Co-Founder of workplace experience analytics platform Audiem. Part of Audiem’s mission is to understand not just what matters at work but also why and he carries that lesson over to his analysis of hybrid working. “Hybrid is just an approach,” he says. “We shouldn’t be measuring utilisation on its own. Instead, we should seek to understand how the approach is a ecting our business goals and change it should we need to.”
The goal shouldn’t be to collect data on how many people are using a meeting room and for how long. The focus should be on which employees are using it, what they are trying to achieve, and if it is the best space and set-up for them to do it.
Firstly, however, Moriarty says that the workplace and FM industry needs a more holistic view of the workplace. Work doesn’t just happen in a physical space. It also occurs online and in the intangible relationships between people.
As ever, work is what you do not somewhere you go.
The workplace’s purpose in 2023 is to find its way out of its existential crisis. We’re constantly trying to find concrete answers, which is ludicrous because there aren’t any. The way we live constantly changes, so why wouldn’t work? And why wouldn’t the spaces we do work in also evolve?”
into Europe must already comply with both EU and UK regulations.
Remove UK REACH entirely (as could happen on 31 December 2023) and are we really going to leave it up to individual businesses to decide for themselves whether to include safety advice on their products, and not determine how they do this?
TheUK has built an excellent record for health and safety over many decades.
I know this, both through my work for British Safety Council and in my role leading Turner Townsend’s advisory business, working with many major infrastructure projects around the world.
Britain led the way – we wrote the rule book. So why would we want to rip it up now?
In 1974, this country passed the UK Health and Safety at Work Act. We have built on its broad principles in the years since with more detailed regulations, many of which were brought in a er 1990 when we belonged to the EU.
Whether we now need, or want, to have this ra of EU-based regulations is the question posed by the Government’s REUL Bill.
If passed, this legislation would set a deadline using a ‘sunset’ clause, allowing all EU-derived regulations to be wiped from the statute book from that point, unless a Minister decides that they want to retain, amend, or replace them.
As it stands, that deadline is 31 December 2023, with some leeway for one or two departments. The Bill also hands Ministers extraordinary general
powers to remove regulations in the future.
Lord Hendy KC recently said: “Most employment rights to health and safety are EU law. All a minster has to do is sit on his hands and all these vital protections, hitherto enjoyed by our 30 million workers will disappear in a pu of smoke without parliamentary scrutiny. That’s unacceptable and it also appears to be a flouting of the obligations we undertook to maintain and implement health and safety laws.”
No other country has ever gone about letting its laws just evaporate in this way. This Bill would e ectively create a ‘black hole’ for businesses to have to navigate themselves, and threatens to put our health, safety and the environment at greater risk.
UK deaths at work continue to fall, as the latest HSE figures show, and big strides have been made in terms of worker health. Without a solid floor of regulations, my fear is the great reputation the UK has built as a leader in health and safety could slip away and our already weak productivity will su er along with people’s health and wellbeing.
There are certainly areas of
our current regulations where improvements could be made, but also big risks with the Government’s current approach.
Take construction and building safety. This has long been recognised as a higher risk industry. The Construction (Design and Management) Regulations 2015 (CDM), based on an EU directive, creates a framework for securing the health and safety of people during and a er construction projects.
The recent Building Safety Act 2022 (BSA) will soon be supported by new secondary legislation which imposes additional requirements on ‘duty holders’ – as identified by the CDM regulations – when working on higherrisk residential buildings.
But take CDM away (as could happen under the REUL Bill) and where does that leave health and safety in construction? Could a founding principle of the UK’s new BSA crumble away even before the Act is fully implemented?
Or chemicals. The EU’s REACH regulations govern the way businesses identify and manage risks of substances they manufacture and place on the market. Having le the EU, the UK Government created a UK version, so companies which export
Some things just need to be set out in black and white. Which is why we want the REUL Bill to either be changed or scrapped, on the basis that it would be too damaging and risky to go ahead with it. More time needs to be given for scrutiny and decisions like this, and more collaborative approach between government, businesses and unions to build on and improve what is currently in place.
During Committee stage, in the House of Lords, Peers were at pains to extract detail from Ministers about what exactly they plan to do with the many thousands of EU laws on the Government’s dashboard. Even more importantly, how they plan to decide whether to keep, change or wipe them from our statute book.
How about the Work at Height Regulations? We know they save at least 30 lives a year, do we lose those if others on asbestos could prevent many thousands more?
Or will the Government’s assessment of the ‘totality’ of the regulatory burden mean that, in fact, only regulations which ‘benefit’ the economy will be kept while others protecting workers and consumers’ rights must be sacrificed?
The Government must rethink its approach and allow much more time for the process of reviewing the thousands of regulations at stake. It took five years for it to replace EU agricultural policy alone, so why does it think it can deal with the rest in just 12 months?
If it does not, I fear the chaos, confusion, and real and unnecessary future harm.
With the Government’s Retained EU Law (REUL) Bill, do we really want to sacrifice our excellent reputation for health and safety? asks Peter McGettrick, British Safety Council Chairman
Facilities management is a critical component of modern business operations, with the responsibility of ensuring that the built environment supports the needs of an organisation. Sustainability has become a major concern in recent years, as organisations seek to balance the need for coste ectiveness with the need for environmental considerations. Despite this growing importance, implementing sustainable practices can o en involve a significant initial investment, which can be di icult to justify when budgets are tight. Additionally, facilities managers are not always equipped with the necessary knowledge, resources, or tools to e ectively manage sustainability initiatives. The fast pace of technological advancements can also be a challenge.
Sustainability in facilities management has become increasingly important in recent years due to growing concerns about climate change and the need to reduce energy consumption. This can be traced back to the late 20th century when environmental issues first began to gain widespread attention and governments started implementing regulations to address them. The increasing cost of energy and the need for businesses to reduce energy costs and improve energy e iciency have further amplified the importance of sustainability in facilities management.
In response to these environmental developments, innovative technologies and systems have emerged, including energy-e icient lighting, heating, and cooling systems, renewable energy sources, and smart building systems that enable real-time monitoring and control of energy use. Another key advancement in the field of facilities management has been the growth of sustainability certification programs, such as LEED (Leadership in Energy
and Environmental Design) and BREEAM (Building Research Establishment Environmental Assessment Method).
To e ectively implement sustainability in facilities management, there are several key strategies that can be employed, including:
energy-e icient technologies and systems can help facilities managers to improve the energy e iciency of their buildings, reducing energy consumption and emissions, and helping to mitigate the impact of rising energy costs.
Enhanced Reputation and Brand Image: A commitment to sustainability can enhance an organisation's reputation and brand image, helping to attract customers and employees who are looking for environmentally responsible companies.
Increased Employee Satisfaction and Morale: Hosting sustainability workshops can bring employees together to work towards a common goal, improving collaboration and team building skills.
Improved Indoor Environment Quality: Implementing sustainable building practices can improve indoor air quality, lighting, and temperature control, enhancing the comfort and well-being of building occupants.
Compliance with Environmental Regulations: Implementing a sustainability program can help facilities managers to comply with environmental regulations, reducing the risk of penalties and legal action.
Implementing a comprehensive sustainability program in facilities management can bring numerous benefits, including:
Reduced Energy Costs: By reducing energy consumption and emissions, facilities managers can lower their energy bills, saving money for the organisation.
Improved Energy E iciency: Investing in
In conclusion, implementing sustainability in facilities management is not only an environmentally responsible choice, but also a smart business decision that can bring numerous benefits. Artic Building Services is dedicated to helping organisations achieve their sustainability goals, from conducting energy audits to implementing energy-e icient technologies and encouraging employee engagement. We invite you to join us in our commitment to a sustainable future and take advantage of the benefits that implementing sustainability in facilities management can bring. Contact Artic Building Services to learn more about how we can help your organisation achieve its sustainability goals.
Security specialist Churchill Support Services has announced the acquisition of cleaning company Vanguard Cleaning for an undisclosed sum.
The move secures over 300 jobs at Vanguard’s headquarters in St Martins in Shropshire and opens the door to the future growth and development of both businesses. Together, the two companies have a 50year pedigree. Churchill Support Services, in Chorley, was founded in 1996 as Churchill Security, providing a wide range of security services to the public and private sectors across a wide range of industries and Vanguard has been providing medical and non-medical cleaning services for over 20 years.
Vanguard Director James Crompton will remain with the business to support its growth.
John Melling, Managing Director of Churchill Support Services, said: “The acquisition of Vanguard marks an exciting new chapter of growth for our business. Having spent some time
discussions about this business deal.
“Vanguard, like Churchill, is a strong, entrepreneur-led business, operating in a resilient sector, with an excellent team, reputation, and high levels of customer satisfaction.
“It was clear from the outset that James shared our vision of growth for the business and we look forward to the successful future of both organisations.”
James Crompton added: “I set up Vanguard a er feeling the frustrations of dealing with awful cleaning companies in a previous role and am proud to have grown it to the business it is today over the past two decades.
“Churchill Support Services share the same business standards, values and people culture as our own and I am confident that Vanguard will continue to thrive under Churchill’s umbrella.
“We thank all of our sta and clients for their support of the business to date and look forward to strengthening these relationships furthermore in coming years.” www.churchillsupportservices.com www.vanguardcleaning.co.uk
seeking out and identifying the right business for us to acquire, we instantly knew we found just that when we discovered Vanguard and started our early
The specification of StoVentec Glass rainscreen cladding for a second new building at a leading UK school has underlined the unique design possibilities o ered by the system. It was specified for a new two-storey science block which has been built at Wolverhampton Girl’s High School, following its successful use on the school’s new sixth-form building which was completed in 2018.
“The design of the new science block followed the vision of the first new building in 2018, by using modern materials which complemented
the architecture of the existing school premises,” explains Sto’s Head of Sales, Ashley Wainwright. “The intention was to harmonise the new science building with its surroundings by reflecting the attractive landscaping of the surrounding site, and the StoVentec Glass system was specified again due to the high degree of reflectivity it provided, coupled with its impressive durable and robust characteristics.”
As with every installation of StoVentec Glass, a bespoke sub-construction forms part of this rainscreen cladding system, which can easily be adjusted on-site to accommodate any uneven surfaces. This creates a ventilated cavity which enables the walls of the building to breathe and allows them to dry rapidly. Sto’s tempered safety glass panels, which are factory-bonded to the company’s rugged and resilient StoVentec carrier boards are then fixed to the sub-construction on site.
The manufacturing process for the glass panels allows a wide range of both RAL and custom colours to be bonded onto the rear of the glass. This fuses the colour into the glass to create panels that will not
wear, scratch, fade, or incur water damage. They are available with reflective, non-reflective or metallic finishes, and can be made in bespoke shapes and sizes to suit individual requirements. Individual logos, designs or images can also be screen printed onto the glass to enhance the design possibilities.
The StoVentec Glass system can be mounted onto virtually all substrates and has been tested against impact, smoke emission, bomb blast, and a reaction to fire classification A2-s1, d0 to EN 13501-1.
With as many as 40,000 stitches, and up to 64 pieces of fabric in a single pair of Snickers Workwear trousers, it’s little wonder they’re built to last and the preferred choice of discerning tradesmen and women.
Ergonomically designed for maximum comfort, freedom of movement and functionality, there’s over 80 di erent styles and 71 di erent sizes in the Snickers Workwear
Trouser
system. So you will always find a pair to suit you. The men’s and women’s Trousers range includes full stretch slim fit styles plus street-smart regular and looser fits throughout the full LiteWork, FlexiWork, RUFFwork and AllroundWork trouser families.
With at least 16 pocket compartments integral to every pair complimented by a choice of 8 di erent Kneepads, Snickers Workwear knows that your work trousers have to do a lot of things. Keep you comfortable, carry your essentials, and protect your knees and legs from debris and hazards in the workplace.
So, whatever your trade, wherever you’re working and whatever your sustainability preferences are, you can be sure there is a pair of Snickers Workwear Trousers to suit you.
www.snickersworkwear.co.uk
sales@hultaforsgroup.co.uk
2N, the global market leader in internet-enabled intercoms and access control systems, has launched an augmented reality app, 2N AppeAR, that allows architects, engineers, integrators and installers to see how the company’s products would look if incorporated into their projects.
For every 2N product, 2N AppeAR provides detailed 3D models, technical information, useful videos, and the option to view them disassembled.
It also enables
‘virtual installation’ so that architects and installers can ensure that the 2N product they have chosen is the right fit for their project. They simply point their phone at the place they are considering installing the device and an augmented reality image of it appears on the screen as if it were in the room. Through the app, they can then evaluate the products for size, shape and positioning, as well as trying out di erent colour variations.
The app is a response to a survey that 2N ran with architects and installers, which emphasised the increasing value that their own customers place on getting every detail of the building right – and, specifically, on the importance of design. The feedback from 2N’s partners was clear: not only do architects and installers prioritise well-designed products, they also want to understand what they will look like in situ before making a final decision.
https://www.2n.com/en_GB/
Rapid Energy is pleased to announce the appointment of Stephen Reynolds as Sales Director. Stephen will be responsible for leading the sales strategy for the business while concentrating on growth plans for the Midlands and north territories to begin with.
Stephen brings a wealth of experience (15+ years) and a proven track record from within the HVAC hire sector. Renowned for his excellent communication and rapport with clients, Stephen’s attention to detail, work ethic and management skills were key drivers for his appointment.
Stephen’s technical expertise and management experience spans a multitude of HVAC applications, including portable cooling and heating, as well as packaged boilers and chillers. Stephen has worked with clients across Retail, Leisure, Construction, District Heating, the Public Sector, Healthcare and many more.
Stephen Reynolds, Sales Director commented: "I am delighted to have joined Rapid Energy as their Sales Director. Over the past couple of years I have been watching Rapid Energy’s introduction into the HVAC hire market where they have made a big impact o ering high quality products alongside a high level of service. I am excited to join the business in this next growth phase to see these key drivers implemented across the UK.”
https://rapidenergy.co.uk
We pride ourselves on supplying quality products and services to Industry. Accredited to ISO9001 & Safe Contractor Approved.
Our core areas of focus are:
• Bearings and Power transmission (Energy E icient upgrades)
• Condition Monitoring (Thermography & Vibration Analysis)
• Energy E icient Electric Motors, Fans, Inverter Drives & Pumps
• Electro Mechanical Repairs within our own repair facility
• Fabrication
• Filtration
• Hazardous Waste Collection & Processing (All aspects including WEEE Waste and Chemistry)
• Onsite Services include – Electrical / Mechanical Services
For more information please see our website: www.78engineering.co.uk
www.78engineering.co.uk
In an exclusive interview with FMJ, Sumith Sukumaran, Operations Manager at Quality FM Group, Dubai talks about how they transformed their portfolio operations with an agile, modern connected CaFM / CMMS solution.
The common discussion in the industry these days is that there's a huge latency between legacy CaFM tools and the state of building operations today. Are the current breed of tech tools equipped to help modern O&M teams succeed?
Any system is only as good as the people who use it. The complexity of legacy tools stands in the way of field teams using them to their full potential. So to answer your question, I would say no. What they need is an easy-to-navigate user interface that works seamlessly on their phone or tab. Bloated systems which don’t allow the flexibility of adding or removing modules turn out to be expensive and resource intensive.
Most legacy systems run on proprietary communication protocols or are simply not built to function seamlessly across other data management platforms. This limits their cross-functional communication capability a lot. The role of FM & O&M teams is going through a shi , where they are taking on more strategic roles. Most of the tools in the market don’t support this shi .
What are the biggest downsides to using legacy systems for O&M?
Irrespective of the organization size, users want solutions that can seamlessly integrate into their existing processes under one digital ecosystem. This is no longer optional.
There are multiple stakeholders such as tenants, vendors, technicians and managers who need to access the system and pull data to make decisions and execute on them. The current breed of legacy tools lack the features to make this happen.
As the use cases increase and databases get bigger, since these systems function in silos, fetching, migrating and mapping data into a single environment without errors gets complicated. As
more functions are integrated and more functions go digital, there are also security risks we need to consider.
So your typical CaFM/CMMS system simply won’t cut it. What we need is a cloud-based solution that can become a single source of truth for all stakeholders.
Can you walk us through your journey of switching to a modern CaFM system and what were the key considerations you had that helped you make the decision?
We were using an in-house CaFM platform in the past, and over time started seeing critical shortcomings. These were negatively impacting business outcomes. We had the option of either overhauling the existing system at a high cost which would be time-intensive, or look for another solution in the market.
a drag and drop interface made deployment fast and easy. Reports could be easily shared with multiple stakeholders. Modules & functionalities could be scaled up or down as per the business needs. So we pay only for what we use.
The biggest problem with legacy solutions is the bloat - we use less than 80 per cent of the system but pay for all of it.
How do you measure the success of your new CaFM implementation? Could you give us an example of how it connected people, processes & systems?
We deployed the solution in 2020, during the first COVID wave, and the solution ensured seamless delivery of services. During the lockdowns, despite teams being in di erent locations, everyone involved including the senior management got real time insights.
We wanted a flexible solution that would scale and adapt to our business rather than the other way round. We should be able to customize workflows without a ecting the system fundamentals.
We finally chose Facilio - their plug & play solution along with
As soon as we migrated to the new system, we saw a steep drop in customer escalations, up to 80 per cent. The reactive call volumes decreased by 30% across all the properties. Preventive maintenance, compliance and asset life optimization have steadily improved since then. Sta e iciency has significantly increased and we now have a happier workforce. We now have access to two years of data which helps us make data-informed decisions - this is of the utmost importance and value to us. https://facilio.com
Northwood Hygiene Products Ltd - the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping productshas saluted the recent Cleaning Show, calling it ‘the event of the year for the industry’.
Paul Mulready, marketing manager at Northwood Hygiene, said: “Despite some concern about the various strikes impacting attendance, this year’s Cleaning Show proved to be a real success for Northwood.”
Northwood’s Raphael proprietary washroom system drew crowds to the stand. Developed to cater for any washroom environment, whether it is large, small, high or low footfall, Raphael delivers improved washroom hygiene standards, whilst also saving money and reducing waste.
The North Shore premium proprietary system of washroom dispensers and consumables was also on display at show. Designed to deliver zero waste and volume in use, North Shore o ers industry-leading capacity and supreme costin-use benefits.
Northwood also showcased its luxury Whisper range of premium pure pulp toilet rolls, facial tissues and airlaid hand towels. The Whisper range now includes Whisper Green – the first 100% recycled luxury toilet tissue in the range, which uses FSC® certified, sustainably sourced, 100% recycled paper.
Mulready added: “We will continue to invest in our new products, whilst also furthering our environmental credentials and we are committed to developing inventive solutions that will meet the developing needs of the market.”
Siemens continues to expand the o ering from its KNX Gamma building control range with the release of the second generation of the KNX Touch Control TC5 panel.
With its updated firmware, the TC5 o ers the potential to operate as an all-inone KNX room control device, with multiple pages to enable configuration of all desired room functions through the ETS so ware, including the display of data gathered by external sensors.
The room temperature controller supports a range of HVAC applications, from heating and ventilating to fan coils, VRF (variable refrigerant flow), chilled ceiling and floor heating. Comprehensive lighting functionality is provided for switching and dimming, as well as the capacity for Human Centric Lighting and solar protection through shading control. It also optimises indoor air quality, providing alerts for even the smallest of harmful particles.
Up to five di erent alarm functions can be configured, with the option for acoustic and/or visual signalling. Security is enhanced through the device’s password protection, with window contact and proximity sensors also adding to its integrated automatic capabilities.
Designed with building performance and optimised energy use in mind as part of the move towards smart buildings, the ETS configuration can also be used to lock various HVAC functions so that they cannot be over-ridden by the end user.
www.siemens.co.uk/buildingtechnologies
www.siemens.com/smart-infrastructure
Aiming to improve accessibility, the Mill Gate shopping centre in Bury is currently replacing many of the automatic entrances with technologically advanced TORMAX operators, improving functionality and standardising systems.
For example, a recent installation was to the carpark corridor entrance where a TORMAX Windrive 2201 sliding door drive was retrofitted to the existing doors. Incorporating a break-out function, the opening width can easily be increased, making the door fully compliant with fire evacuation legislation and with the added benefit that maintenance and repair vehicles can be manoeuvred into and out of the building.
Ensuring all entrances are regularly serviced, Mill Gate has a Planned Maintenance Contract (PMC) with TORMAX, minimising unexpected down-time and improving life expectancy of the units.
Simon Roberts, MD for TORMAX UK said: “Our team of in-house trained engineers operate a UK-wide network of emergency call out and ongoing maintenance programmes. The team is qualified to service and repair almost any automatic entrance system and, with the back-up of a well-stocked van, many problems can be rectified immediately.”
Delivering exceptional reliability, the Windrive 2201 operator is capable of driving a single door leaf of up to 120kg or a double set of doors weighing up to 100kg per leaf. Tested above the required industry standard of one million cycles, Windrive operators can be found in demanding locations worldwide.
www.tormax.co.uk
sales@tormax.co.uk
Our customers are our highest priority, whether you require service validation with your current service provider, contract renewal support, condition reporting & life cycle profiling, energy performance & reduction programs, refurbishment, upgrades, or support in replacing your HVAC system, we are committed to ensuring we deliver service excellence.
Barry Coe, Founder & Director, has spent over 30 years’ working within the HVAC industry for major HVAC manufacturers, he brings indispensable knowledge balanced with a personal approach when it comes to supporting the customer through the services provided.
At Appletree Aircon Services, we o er full support whether it’s our retainer service allowing the customer to have daily support for their HVAC equipment or o ering full strategic consultancy support for specific projects, we are here to support you.
Open o ice spaces, hot desking and collaborative spaces – making it digital. Open o ice spaces, hot desking, and collaborative spaces are increasingly popular, but they require careful coordination to ensure their e iciency for space utilisation. To simplify this process, many businesses are investing in desk booking so ware and accompanying physical hardware, allowing sta and visitors to easily find available workspaces.
Here are three reasons why desk booking is important:
1. Easy booking: Desk booking makes it easy to reserve a desk or workspace, reducing the risk of workers spending unnecessary time trying to find an available space.
2. Space coordination and cost saving: Desk booking so ware can coordinate not only desks but also break-out spaces, tables, and other areas, making it easier to manage every workspace in one place and ensure space doesn’t go under or over-utilised.
the needs of remote working. The cloud-suite solution from Evoko, which covers room booking to desk booking can help achieve complete workplace coordination. If you utilise open o ice space, hot desking, or collaborative spaces, consider investing in desk booking so ware/hardware to coordinate these areas e iciently.
Find out more
3. Integration: Desk booking can be integrated with existing room booking systems, simplifying workspace management.
Desks can be booked in advance via the Workplace app or in situ at a desk using the Kleeo desk manager. The actual solution can vary, but it should be tailored to your o ice setup and needs. By investing in desk booking, businesses can save time for employees and visitors, increase user satisfaction, optimize o ice space, and adapt to
Contact A+K to find out more about workspace technology and to request a demo of Evoko Naso room manager, Kleeo desk manager and Naso cloud suite workplace solutions in action. www.anders-kern.co.uk
Leafield Environmental, the award-winning manufacturer and designer of recycling and litter bins have a wide range of recycling on-the-go bins including their popular Envirobank recycling bin that has been part of many national recycling campaigns.
The Envirobank recycling bins are used as high-volume recycling units designed to collect single or multiple recyclables in highly populated areas. The Envirobank range is available in four di erent unit sizes including a 140-litre unit, 180-litre unit (spilt), 240-litre unit and the new 310-litre unit. All the units are available to collect a variety of waste materials.
The Envirobank bins are part of the ‘recycling onthe-go’ co ee cup recycling schemes
in Leeds and Edinburgh and used for a nationwide ‘so plastics’ recycling scheme with a major supermarket chain.
The Envirobank recycling bins are clearly labelled with WRAP compliant coloured coded labels to avoid contamination. The units are extremely durable with an enhanced double wall structure and anti-fly dimpled surface to withstand all weather conditions. An optional A3 poster frame is available upon request. The standard unit colour black is made from 100% recycled material (subject to availability).
Bespoke colours and personalisation of labels are available upon request.
The new Envirobank 310-litre unit is the latest new addition to the Envirobank collection and has been designed in collaboration with Cardi University. The 310-litre unit features a dual aperture to collect di erent recyclables in its two 155-litre wheeled bins.
Waterblade have now set up a service to help you quickly and with the least hassle establish which Waterblade is best for your basin, and calculate how much water, energy and money you shall save. Just email us at; info@ thewaterblade.com
Waterblade is WRAS approved and UK manufactured in premises with ISO 9001 and 14001. We believe it o ers the best low flow handwashing performance there is. Typically giving a payback period of under 3 months.
It can be quickly retro fitted to most mixer taps. It can be ordered with most of the Methven range of taps https://uk.methven.com/brochures
International property and construction consultancy Gleeds has announced the formation of its own charitable giving arm, the Gleeds Foundation. Through the Foundation the business has pledged to donate £100,000 to worthwhile causes every year, with beneficiaries nominated by employees.
Established by the owners of the business and managed by a steering group made up of Gleeds employees from across the UK, the Foundation will operate independently from the rest of the organisation. In creating this stand-alone entity, Gleeds hopes to strengthen and streamline its charitable giving, focusing on awarding grants to charities who have a demonstrable track record in creating opportunities for young people aged 12 to 25 years old.
In the Foundation’s first 12 months, funds will be allocated solely to UK registered charities, with a view to expanding its remit globally over time. In
addition to supporting two headline charities each year, the Foundation will also match employee fundraising e orts at a local level to ensure the continuation of support for community schemes, and a dedicated relief fund, enabling a swi response to international disasters.
Graham Harle, CEO of Gleeds welcomed the
www.gleeds.com
initiative, saying “The launch of the Gleeds Foundation marks the next phase in our development as business that places social responsibility at the heart of our ethos and I’m incredibly proud of our colleagues’ enthusiasm and generosity in driving this initiative. We believe that every young person deserves to be given the tools they need to succeed so, together with our charity partners, the Foundation will seek to create opportunities for them to build their skills, confidence, and resilience as they work towards a brighter future.”
Gleeds’ Head of ESG, Michelle Regent added, “Since its inception in 1885, Gleeds has seen the world around it change beyond all recognition, however our commitment to giving back to the communities in which we work has remained a constant. We’re delighted that, through the Foundation, we’re able to deliver vital funding to schemes which provide life-changing support to the young people who will shape tomorrow.”
The independent engineering and services business has appointed Jonathan Stockton to the newly created role of Chief Operating O icer (COO).
Stockton has played a key role alongside Chief Executive David Hurcomb and the NG Bailey Board in driving the Group’s growth agenda, which included several successful acquisitions within the services business.
As COO, Stockton will oversee and optimise the Group’s operational capabilities and administration, alongside developing and implementing key business strategies. He will also continue as a Group Board Director.
Crown Workspace has appointed a new Head of Move and Change Management to support business growth and strengthen its business proposition.
Jackie Furey has over 25 years management experience within workplace consultancy, change management, and relocation management having delivered some of the UK’s most notable projects.
Previously, Furey has held positions at IWFM as Chair of Workspace SIG and Chair of Women in FM, as well as the Director of her own business, Where Workplace Works Ltd that o ered a range of workplace consultancy services.
In this new role, Furey will be focusing on helping with the emotional client process that can come with change as well as helping clients to build a case for change and implement workspace solutions that work for their business and their teams.
Churchill Group has appointed John Riley as the new Managing Director of Churchill Environmental Services (CES).
Riley joins the so services provider with over 30 years of experience within the public and private FM sector and business services management. His previous role was a seven-year stint as the Regional Director for the Ministry of Defence. Riley was responsible for a large portfolio of buildings across the UK. These were managed and maintained for the MoD at over 250 locations. He has experience in running the maintenance, operation, and improvements of all building requirements.
In his new role, Riley will be responsible for overseeing both CES and related environmental compliance operations within Churchill. CES is a nationwide service for environmental compliance, specialising in water and air hygiene services.
We understand the importance of facilities management and those that work within it That’s why we place such emphasis on connecting leading FM professionals with top employers.
If you are looking to grow your facilities team across soft services, engineering or facilities management, our FM recruitment team have a rapidly expanding network of job seekers available for temporary, permanent or contract vacancies.
By Charles Butterworth, Managing Director, Access People
developed and thus identifying any skills gaps that may be hindering the business’ growth. Equally, line managers can have open conversations with their direct reports during performance reviews, asking employees about their career progression goals. When equipped with these insights, businesses are better able to ensure that the right people receive the career progression opportunities that they need to remain with the organisation.
Ensuring that open lines of communication are established between employer and employee is vital. For instance, businesses may have implemented a new career progression strategy that leaders expect to increase employee retention, but if employees do not like the new strategy, it is unlikely to have the desired results. Communication channels allow employees to feel like they have a voice and provide them with opportunities to give feedback on their experience at work. This feedback can then be addressed by leaders to ensure that every employee is thriving in the workplace and avoid any premature resignations.
Retaining talent has always been a longrunning critical issue for businesses, but in the current climate, it could become even more of a challenge. Since early 2021, the cost of living has been steadily rising across the UK, with inflation reaching a 41-year high of 11.1 per cent in October 2022. In response, many employees are increasing the pressure on their employers to o er competitive support packages, with some even taking strike action or leaving their roles entirely. Employees are also looking beyond salary to other
DIRECTOR OF OPERATIONS
Salary: Competitive Salary
Location: Hampshire https://bit.ly/3m0n6uz
CLEANING LEAD
Salary: £45,000 Per Annum
Location: Fulham https://bit.ly/3M75GHg
ESTATES MANAGER
Salary: Circa £50,000 PA
Location: Oxford https://bit.ly/3nJOKw8
incentives that could motivate them to stay with a company. The question is: what is driving employees to leave their roles and, correspondingly, how can employers stop this trend and boost retention instead?
CIPD research finds that better pay and benefits are o en the main motivator for people to leave their roles, but that they are also seeking increased job satisfaction and better work-life balance. These factors pushing individuals to leave their roles could occur as a result of a whole host of demotivators, such as a lack of recognition, a lack of support for reskilling and upskilling, or a lack of career progression opportunities. Organisations should therefore look beyond concerns around salaries and ensure that any employee re-engagement strategy includes a range of support mechanisms tailored to their workforce.
Of those who intend to leave their current position within the next 12 months, career progression is the third most important reason to move (a er finding a better salary and a better work/life balance). Even if employers cannot o er significant salary increases within the current economic environment, alternative options remain that could have a positive impact on employee retention.
Employers can prioritise their employees’ career progression by o ering personalised upskilling and reskilling opportunities. A tailored approach does not always require significant resource investment, but rather simply leveraging the personnel insights that a business is likely to already have access to. Managers can consider tapping into their employee data, evaluating which skills employees have already
Feedback is a two-way street, so managers should be showing regular recognition to employees in tandem to receiving feedback. Feeling appreciated is a fundamental human need, especially in times when wellbeing may be low due to external financial concerns. Indeed, higher workplace recognition o en results in higher workplace satisfaction, with many workplace surveys finding employee recognition consistently ranked as one of the most important factors for employee retention.
Whether from employee to manager or manager to employee, there’s no one-size-fits-all approach to workplace communication. Some individuals may prefer private channels, whereas others could prefer public forums. Organisations should consult employees on their preferred communication approaches, ensuring that the chosen strategy is accessible to all to foster employee engagement and improve retention.
Ultimately, delivering a competitive employee experience is all about tailoring the organisation’s approach to its workforce. Far too o en, workplace engagement strategies are designed for an ideal situation, rather than being adapted to the workforce’s real experiences.
Organisations can consider leveraging HR so ware, such as an HR management system, to deploy regular surveys and receive employee feedback on the overall workplace environment. Relevant actions can be taken promptly while employees are given the opportunity to voice their opinions and concerns anonymously. This will help make them feel heard and valued. Businesses that use these HR solutions will reduce turnover among personnel, by boosting employee retention and addressing employees’ primary concerns.
It's no secret that our sector is facing a skills crisis. The growth in automation and digitalisation, and the drive for net zero means that skilled engineers are in greater demand. Figures from the ECITB also suggest that over a third (38 per cent) of the ECI (Engineering Construction Industry) workforce is over 50 years old and only 14 per cent under the age of 29. These industry drivers, combined with a lack of the right skills and an ageing workforce, are creating the ‘perfect storm’ resulting in a shortfall of over 173,000 workers in the STEM sector, costing the economy £1.5 billion per annum.
Edwin James Group recognises that it is our people that make us successful. They are the face of our company and on the front-line delivering services to clients in their process, digital, and built environments. To meet our growth ambitions, we need to recruit and retain the right team, but acquiring talent is challenging, and competition is fierce. In this environment, learning and development are more critical than ever. The right approach is crucial to meeting recruitment targets, retraining and upskilling sta , and reducing churn.
The EJ Academy was launched in 2021 to tackle the skills gap and underpin our growth plans. It supports STEM careers from apprentice to boardroom and supports every part of our workforce strategy, from recruiting, selecting and onboarding new employees to engaging, retraining and supporting the development of our existing team.
It is central to our commitment to working with colleagues at every level to help them learn new skills and competencies that support their job and career aspirations. The programme o ers a wide range of opportunities, from technical training to broaden the skills base of site operatives through to leadership, management and development training for managers and support sta . It also supports apprenticeships for those just starting and those making a change later in their career.
In the last year, we completed over 57,000 plus hours of training, and the programme has been expanded. We now have three physical training centres that support hands-on learning. Two of the centres are fully kitted out with classrooms, training rooms, creative spaces, e-learning stations and electrical training booths that support apprentices' training
and assessment before taking their final electrical qualifications, which we know supports pass rates.
Our newest training centre is a digital academy that focuses on the skills needed to ensure our teams can help customers to realise the benefits of digitalisationenhancing workflows, increasing outputs and reducing costs. It houses the latest so ware and infrastructure to let colleagues and customers get hands-on and operate test environments before going onsite.
Thirty years ago, I started my career as an electrical apprentice at EJ Stiell, so I understand the importance of apprenticeships and getting young people into the industry. And I'm not alone; many of our senior leaders have made the journey from apprentice to director. We've experienced it first hand and understand the importance of lifelong learning and the need to develop talent from within. Apprentices are vital to the future success of our business. They are the future leaders; without them, we couldn't fulfil our growth ambitions. So, in 2021, we launched a programme to grow our apprenticeship scheme from 10 to 15 per cent of the total workforce over two years. I'm proud to say that following the expansion of the programme and the introduction of management apprenticeships, the figure now stands at 16 per cent of the total Edwin James Group workforce. In Scotland, the figure is even higher at 20
per cent.
It's also important to recognise that whilst the bulk of our apprentices are in the trades, we also o er apprenticeships across the business. Vital functions like finance, HR, admin and marketing support the group and keep the businesses running smoothly; these key roles shouldn't be forgotten.
As an industry, we must work together to tackle the skills gap. Collectively, we need to find creative ways to engage with both young and older people to encourage them into our industry and persuade them to stay.
One project that we're involved with aims to educate young people on career options and the di erent pathways available, be that a modern apprenticeship, further, or higher education. Through the project we've engaged with local schools to talk about careers in the built environment, the di erent roles available, covering trades and support functions and the many di erent routes into work. Following up on this, we're also planning to introduce Foundation Level apprenticeships for 15 - 18-year-olds and to increase the number of graduate apprenticeships across the business.
The skills gap is a problem that requires a coordinated e ort from stakeholders. By working together to develop new training programmes, promote diversity and support our teams, we can ensure that the next generation of engineers has the skills and knowledge needed to succeed.
Construction property and investment business, Edison Group, has announced a four-day working week for all employees. The new regime, which will guarantee all 60 Edison Group employees three days o each week: either Friday, Saturday and Sunday, or Saturday, Sunday and Monday, while maintaining existing salary levels, will be introduced over the coming months.
The company’s subsidiary, Glasgow-based construction, project management, interior fit-out and property maintenance business GDC Design, which Edison Group acquired late last year, has already been successfully trialling the four day week approach.
Sodexo has increased the amount eligible employees can apply for in its Cycle to Work salary sacrifice scheme to £3,000 to help them buy a new bike, accessories and safety equipment tax-free. To date 1,888 applications have been made to the scheme. With the increased financial support, Sodexo hopes to see more of its people take up cycling. For those who already own a bike the scheme can be used to purchase accessories and safety equipment only.
Many businesses aren’t getting it right when it comes to understanding the Gen Z workers, warns recruitment consultants, Gi Group, who have announced a set of strategies to attract and retain this emerging demographic. Between societal challenges from the precarious cost of living situation to the long-lasting e ects of the pandemic, it says employers need to alter their approach if they want to grab the attention of and create loyal employees from Gen Z.
Mark Tuban, Marketing Director at Gi Group, said: “This is a really exciting time in the world of work, as we welcome and train the next generation of young professionals. Gen Z bring a new approach and outlook to employment, encouraging companies to refresh their recruiting process and workplace culture. The new cohort is shi ing expectations within recruitment, focusing on career development, solid core values and company culture.
“Gone are the days of strict and inflexible working conditions, stagnant roles, and limited job perks. Gen Z are fighting for clear values, supportive seniors—and a clear, signposted career progression route plus specific detail around how their holistic wellbeing is being considered.”
White collar jobs fell in February, but placements also dropped as employers continued to struggle to recruit. According to the latest statistics from the Association of Professional Sta ing Companies (APSCo) – the trade body for the professional recruitment sector, permanent vacancies fell 19 per cent between January and February while contract roles also dropped 14 per cent during the same time frame. A fall in
the number of permanent placements, saw a drop of three per cent monthon-month and 30 per cent year-on-year in February. Contract vacancies and placements also fell between January and February 2023, both dropping 14 per cent. This suggests that the impact of the current climate is more widespread, with the contractor market usually absorbing the recruitment demand when permanent vacancies slow.
Ann Swain, Global CEO of APSCo explained: “While we are seeing job numbers falling, businesses are still struggling to recruit as was made abundantly clear in the Chancellor’s Budget announcement. APSCo has warned of the pressures on the highly skilled labour market for some time and given that these skills take time to develop, we have called for more immediate solutions to support the longterm national strategy.”
A global report says countries need to improve the working conditions and earnings of key workers to fully reflect their contribution to society and their importance in the daily functioning of economies. World Employment and Social Outlook 2023: The value of essential work, underscores the extent to which economies and societies depend on key workers, and also how they are undervalued. Key workers can be found in eight main occupational groups covering health, food systems, retail, security, cleaning and sanitation, transport, manual, and technical and clerical occupations. Nearly one-in-three key workers is on a temporary contract, with one-in-three employees in manual occupations and in cleaning and sanitation, on temporary contracts. Of particular relevance to FM, the report confirms that cleaning and security work is commonly outsourced, and other key occupations are routinely sta ed with agency workers. “Healthcare workers, supermarket cashiers, delivery workers, postal workers, seafarers, cleaners, and others supplying food and necessities continued to perform their jobs, day in and day out, even at the height of the pandemic, o en at great personal risk,” said ILO Director-General, Gilbert F. Houngbo. “Valuing key workers means ensuring that they receive adequate pay and work in good conditions. Decent work is an objective for all workers but it is particularly critical for key workers, who provide vital necessities and services both in good times and bad.”
