Space really is the final frontier when it comes to the workplace. JP Morgan has reportedly experienced desk shortages at its London head o ce after demanding its 22,000 UK employees return to the workplace full time, while in one survey a fifth of UK workers cited a shortage of workspace as one of their top three reasons for staying away.
This problem doesn’t just apply to workforces who are expected to be in the o ice five days a week. A spate of anecdotal accounts from o ice workers alleges that many struggle to book a desk on the days of their choosing. For FMs, whether your organisation is fully flexible or mandating in-person attendance, the pressure is on to meet users’ expectations. According to the experts it’s all a matter of access to the right data. At WORKTECH’s Smart Technologies25 recent London conference (page 10) there were some promising examples of innovative digital solutions to desk allocation. Upcoming iterations of AI will be able to stack o ice space every day, ensuring people can sit together and on quieter days allow workplace managers to close underutilised floors, a real boon for FM.
The key it was suggested, is to deliver a solution which is grounded in data, with technology utilised as a digital overlay to the physical spaces from the earliest stages of design. Meeting room booking is another headache. The case study on page 24 explores how a London-based company experienced issues caused by employees who come into the o ice on di ering schedules.
This led to inconsistencies in meeting room availability with some rooms remaining empty despite being booked, while others were overcrowded. Managing this without accurate data can lead to confusion, frustration and a negative perception of facilities.
The lesson for FMs is to insist on creating a data-driven understanding of how the workspace is to be used before driving a return to the o ice.
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.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the
The latest news and views from membership organisations.
Sara Bean reports on WORKTECH’s Smart Technologies25 London conference.
SUSTAINABILITY
32 Scope 3 Emissions are notoriously complex and di icult to address. Kristen Mierzejewski, Senior Consultant at Acclaro Advisory provides a guide.
INTERVIEW
36 The Momentum Group has been going through a period of rapid expansion. FMJ held a Q&A with Matthew Pilling, Director of its FM business, Maintain on his plans to grow the facilities division.
WASTE & RECYCLING
40
Joe Nwume-Proctor, Product Owner at Matrix Booking explains how a Londonbased company has taken an important step towards smarter workspace management by adopting data driven-room management solutions.
WELLBEING
28
As debates continue over the e icacy of hybrid work patterns, Madeleine Ford delves into the challenges of ensuring the wellbeing of workers, wherever and however they work.
Energy security and resilience were the key lessons learnt from International Energy Week 2025 finds Craig
Kieran Mackie of Amulet explores the importance of well-trained security sta in preventing harassment in the workplace.
Ricky Majer CTO, SBFM outlines how AI can revolutionise the day-to-day opportunities for frontline colleagues.
Dr James Crosby-Wrigley, Head of Sustainability at Advantages Utilities o ers a four-step guide to ESOS compliance.
20 With five generations inhabiting the workplace for the first time in history, how important is it that each generation feels seen and valued at work?
Emma Cooke, Operations Manager at waste management business Envirovue o ers advice on improving waste segregation, boosting recycling rates and embedding sustainable practices across factories and industrial settings.
EXTERNAL MAINTENANCE
42
Mark Styles, MD of façade cleaning experts Thomann-Hanry, o ers expert advice on the cleaning of historic and listed building façades.
Next Edition
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
52
Jasmine Hudson, Outgoing Chief People O icer at Mitie, outlines four cultural pillars that can help drive colleague retention in FM.
53 The British Cleaning Council launched a UK Cleaning Career Development Zone, which says its Chair Delia Cannings aims to help address the lack of educational structure for sta progression in the sector.
A brief roundup of the latest careers news in the facilities management sector.
In May’s issue we feature a roundtable with MRI so ware which discussed how innovations in AI-based so ware can be harnessed in a practical and intuitive way. We hear from the experts from NSI on the recent rise in false security alarms. Next, with the Clerkenwell Design Week taking place 2022 of May, our interiors feature previews some of the highlights of what to expect including workshops, the latest furniture and design product launches and topical talks. Additionally, our FM Clinic asks how can facilities managers with health and safety responsibilities encourage employees to take personal responsibility for workplace safety, and promote a safety-first culture? And finally, our cleaning feature focuses on an innovative approach to vacuum cleaning that sets a new benchmark in eco-conscious cleaning solutions.
LEGAL VIEW
2025
WORKPLACE
WILL TOUGHER KNIFE LAWS BE ENOUGH TO PROTECT SHOP STAFF AND SECURITY FROM AGGRESSIVE SHOPLIFTERS?
John Nussbaum, Director of Service – Retail, Kingdom Security
Back in February this year, the government announced new powers for the police to tackle knife crime as part of the Crime and Policing Bill, set on making streets safer and reducing violent crime and theft across the country. There is no question that action is needed to tackle the rise in violent attacks on high street stores and in shopping centres, but it remains whether the new laws will be enough to stem the tide of more brazen shoplifting before it becomes more out of control than ever before.
At Kingdom Security, we have seen the changes that have occurred across shops and high streets across the UK. The ONS reported in January that instances of shoplifting have risen again to yet another 20-year high, and Home Office figures show that 55 per cent of shoplifting cases were closed without a suspect being identified in the year ending September 2024.
In some of our shopping centres, between 20 and 30 knives, machetes and similar weapons are confiscated every month, and many of our security staff report shop workers generally feeling more unsafe than they did in previous years.
The problem will continue to get worse if people feel there are no repercussions to their actions. The tougher crackdown on knife crime – including tightening identification checks when buying knives, increasing the maximum penalty for selling dangerous weapons to under 18s and criminalising possessing a blade intended to cause harm – will hopefully lead to more arrests for shoplifters who carry weapons, as well as reduce the number of people willingly carrying them around.
The Crime and Policing Bill will also remove the legislation which makes shop theft under £200 a summary-only offence. This will hopefully deter shoplifters who feel they can steal because there are no consequences, such as those who commit self-checkout theft. Assaulting a retail worker will also become a standalone offence, highlighting the severity of a crime which could potentially have deadly consequences.
With the threat of greater consequences, such as fines or criminal records, minor shoplifters may stop stealing. But to tackle increasingly violent criminals and organised crime, there needs to be a clear priority of stamping out crime gangs and deterring and identifying violent criminals before they even step into the store.
In the meantime, security is an essential deterrent and protection against violent offenders. People who still feel prepared to run the risk of arrest will target shops where security officers aren’t stationed, there are less staff working and they know high-value items are easily accessible.
Security can also assist with protecting shop staff, who may not have the required training or experience to approach people who they believe are stealing. It’s crucial for the correct steps to be taken to prevent shoplifting – such as checking CCTV footage / evidence first before approaching anyone, alerting the store manager, keeping a safe distance from a perpetrator and always prioritising making the public feel safe. These things are second nature to a security officer – and it’s what they’re there for. The police will be unlikely to attend quick enough to make staff feel protected during a theft, and it should not be a shop worker’s job to put their safety on the line to prevent one.
While these tougher laws are necessary steps to deter violent criminals, shops cannot rely on this fully to stop shoplifting or make shop workers feel safe again at their job. There must be investigations into organised crime, follow-through on reports of shoplifting, and retailers need to consider the benefits of security in making the public feel safe, preventing theft as it’s happening and managing staff health and wellbeing – none of which will be a solution without the others.
INDEX REVEALS RISE OF DIGITAL WORKPLACE LEADER AS BUSINESSES LOOK TO INCREASE OFFICE ATTENDANCE
Research released in Eptura’s 2025 Workplace Index, reveals that 34 per cent of businesses plan to increase o ice attendance, a trend which is prompting enterprises to enhance their use of AI and crossplatform data analytics to better manage workplace occupancy and ensure a balanced employee experience throughout the workweek.
Now in its third year, the global worktech leader’s 2025 edition, based on a survey of 200 operational leaders and insights from 25 million global users, uncovers a critical paradox in technology: enterprises aren’t su ering from a lack of tools — they’re struggling with too many disconnected systems. In fact, two-thirds of companies are using anywhere from six to as many as 40 di erent solutions to manage workplace operations.
Among the key findings, enterprises highlighted their top operational challenges:
• Disconnected tech is impeding informed business decisions
• Enterprises are struggling to realise the full value of AI
• Rising o ice attendance is exacerbating real estate portfolio challenges
• Di iculty demonstrating ROI is slowing technology integration
Despite these barriers, Eptura’s research highlights a clear path forward: True digital transformation comes from a unified operational approach and integrated technology across the organisation.
To download a copy of the 2025 Workplace Index visit https://bit.ly/43RVJ9F
NHSPS LAUNCHES NEW GREEN PLAN TO REACH NET ZERO BY 2040
NHS Property Services (NHSPS) has unveiled its new Green Plan, a comprehensive three-year strategy aimed at reducing the environmental impact of NHS facilities and a net zero carbon future by 2040.
The initiative aligns with the broader NHS goals of creating smarter, greener, and more e icient healthcare facilities that enable excellent and sustainable patient care.
The new Green Plan focuses on four key areas, each of which has specific goals, steps, and measures to ensure progress.
Energy: The goal is to achieve Net Zero Carbon by 2040.
Utilities and Data: The goal is to help NHSPS colleagues and customers use data to reduce utilities costs, carbon emissions, and environmental impact.
Environment: The goal is to continuously improve environmental impact and meet compliance obligations.
Waste: The goal is to reach the NHS England waste segregation target of 20 per cent incineration, 20 per cent infectious waste, and 60 per cent o ensive waste.
To read the NHSPS Green plan visit https://www.property.nhs.uk/aboutus/who-we-are/responsible-business/delivering-a-greener-nhs/
New
record figures for the value of the cleaning, hygiene and waste sector
Latest figures, published by the British Cleaning Council (BCC) in its annual research report, show that the value of the cleaning, hygiene and waste industry jumped by more than 10 per cent in 12 months to reach a record-breaking figure of nearly £66.9 billion.
The industry figures for 2022 are the highest everrecorded and mark a strong recovery after the Covid-19 pandemic, during which the sector’s contribution to the UK economy dipped to £57 billion in 2020 and only recovered slowly to £59.8 billion in 2021.
The figures also show employment in the cleaning, hygiene and waste sector increasing from 1.47 million to 1.49 million. This equates to approximately five per cent of the UK workforce, maintaining the industry as a top 10 employer in the UK.
The BCC report, which is available free on request, contains a wide-ranging and detailed set of the most up-to-date industry figures available, including detailed statistics on areas such as numbers of migrants in the workforce, flexible working arrangements, recruitment, skills and health and safety. It also looks at key sub-industries in detail and analyses different occupations.
The report highlights the strengths of the sector, which include the UK Cleaning Career Development Zone and the Level 2 Cleaning Hygiene Operative Apprenticeship. It also details challenges such as ongoing recruitment issues and an ageing workforce.
BUILDING COSTS FORECAST TO RISE 17% IN NEXT 5 YEARS
New work output is expected to grow by 19 per cent over the forecast period.
Dr David Crosthwaite, Chief Economist at BCIS, said: “Sentiment in construction has changed significantly since the start of the year and, with economic growth stagnating and inflation starting to pick up again, stagflation is becoming a real possibility this year.
“As a result, we’re forecasting that 2025 will likely be another di icult year for construction with only minimal output growth evident before growth accelerates later in the forecast period.
“While the cost of borrowing is reducing, albeit slowly, we have yet to see increased levels of investment in built assets. Furthermore, we expect to see increases in both input costs and tender prices due to the National Insurance upli , resulting in potential a ordability issues.”
The BCIS All-in Tender Price Index, which measures the trend of contractors’ pricing levels in accepted tenders, or the cost to client at commit to build, saw annual growth of 2.3 per cent in 1Q 2025.
On the input costs side, labour remains the main driver, though annual growth in the BCIS Labour Cost Index is expected to have slowed in the first quarter of 2025 to 4.7 per cent.
Increases to employers National Insurance contributions and the National Living Wage will significantly impact labour costs, with a monthly increase of 2.5 per cent forecast in April compared with March. The BCIS Labour Cost Index is forecast to increase overall by 18 per cent up to 1Q 2030.
Materials cost inflation has been moderating since peaking in 2022 and annual growth in the BCIS Materials Cost Index was in negative territory from the third quarter of 2023 to the second quarter of 2024. BCIS expects the index to grow by 15 per cent over the next five years.
Output figures for 2024 remained disappointing, with the latest data from ONS showing total new work output fell by 5.3 per cent compared with 2023.
you have any knowledge of FM news from across the world, please feel free to get in touch with our assistant editor Sarah O’Beirne email sarah.obeirne@kpmmedia.co.uk According to the latest construction forecast data from the Building Cost Information Service (BCIS), building costs will increase by 17 per cent over the next five years to 1Q 2030, while tender prices will rise by 15 per cent over the same period.
ASSOCIATION NEWS
IWFM ADVOCATES MAXIMISING MENTORING’S BENEFITS FOR ALL
In workplace and facilities management, mentorship can be a powerful catalyst for individual growth, community development and organisational success. However, too o en, it can be an untapped resource for junior professionals, mid-level managers and strategic leaders alike. When undertaken e ectively, the benefits are manifold.
Mentoring allows seasoned professionals to share their knowledge, including best practices, guidance on career paths, skill gaps and personal observations. Mentors benefit from discovering the queries and concerns of today’s workforce, improves communication and enables fresh thinking on the sector.
Beyond simply receiving advice, mentees experience accelerated professional growth by tapping into others’ expertise and experience. A supportive relationship fosters a strong sense of belonging within the community and the broader sector, allowing mentees to emerge with a clearer vision for their career trajectory and the tools necessary to navigate the sector’s complexities.
IWFM Mentoring is a one-to-one, personalised career support service
BUILDING BETTER FUTURES: CIBSE’S MEASURING PERFORMANCE & FM CONFERENCE
CIBSE has announced a conference aimed specifically at FMs. Measuring Performance & Facilities Management Conference will o er an unparalleled opportunity to gain insights from industry leaders and network with like-minded professionals.
provided as an inclusive benefit for members in professional grades and those with a complimentary studying membership as part of their IWFM qualification. Discover how professionals who have engaged with IWFM Mentoring have benefited.
Ola Bradford, Global Head of Facilities at YouGov, said: “Not only does mentoring allow me, as a senior leader, to give back and support others by sharing my experience, but it also provides a valuable opportunity to reflect on and strengthen my own knowledge, leadership and managerial skills.”
Tom Maddock, Estates Manager at Gower College Swansea, said: “My mentor, Mark, is fantastic; we have explored my current role, where I see my career progressing in the future and helped me identify a plan for my next steps. Now he is guiding me through the areas I want to further develop in, and our partnership is invaluable to me.”
Let’s maximise mentoring’s benefits for all.
To learn more, and get involved as a mentor, a mentee or both, search ‘IWFM Mentoring’.
THE RICS RESPONDS TO THE GOVERNMENT’S 2025 UK SPRING STATEMENT
The built environment is evolving rapidly, with increasing demands for sustainability, e iciency, and occupant wellbeing. Facilities management professionals are at the forefront of implementing and maintaining these standards. This conference brings together experts and practitioners to share knowledge, showcase innovations, and discuss practical solutions to the challenges FMs face daily.
At this year’s conference, CIBSE will discuss:
The AI Takeover: Will FM managers be replaced?
ESG vs. ROI: Are green buildings worth the cost?
Do we need to rethink building services for hybrid working?
From compliance to conscience: Should FM take a stand on ethics?
Is the FM skills gap an existential crisis?
Who should pay for net zero? Landlords, tenants, or taxpayers?
The RAAC Crisis & Beyond: Are we failing at preventative maintenance?
Special O er for FMJ Readers
As a valued FMJ reader, you can benefit from our special partnership arrangement. While the early bird o er o icially ends 4 April, you can continue to access these reduced rates by using the exclusive discount code: FMJ2025 when registering.
Commenting on the Chancellor’s Spring Statement on 26 March, Justin Young, RICS CEO said: “The £600 million of additional funding for construction sector skills is a decisive investment in the UK’s built environment. This should help secure the next generation of construction sector workers and professionals as we look to tackle the challenge of an ageing workforce alongside acute labour and skills shortages. If this can be combined with a new GCSE for the Built Environment in England, we can drive fresh talent to take up the new opportunities a orded by this investment.
“We are pleased the government will publish plans for much needed business rates reform later this year - hopefully creating a fairer system for businesses as they face increasing financial pressure. Given that the country currently faces deep economic challenges, these measures are certainly positive news for the built environment. While this isn’t everything on our list of asks, this is certainly a step forward...”
Added Tarrant Parsons, RICS Head of Market Analytics: “Much has changed since Chancellor Rachel Reeves outlined her plans for fiscal policy five months ago, with domestic economic growth losing momentum of late alongside resurfacing concerns over inflation. Adding to the di iculties for the UK government, the external environment has turned increasingly challenging, as uncertainty around trade tari s and deteriorating business confidence hinders the outlook. Reflecting this, the OBR’s latest forecasts include a significant downgrade to GDP growth during 2025, with expectations cut to just one per cent.
“Despite the near-term weakness, the OBR’s forecasts are more optimistic looking further ahead. In terms of government’s financial position, public sector net borrowing is projected to fall from £137.3 billion in 2025 to £74 billion in 2029-30. For context, because of higher debt interest payments and weaker near-term growth, expected borrowing in the current year is £12.1 billion higher than projected.
SMART TECHNOLOGIES25 LONDON
RETURN ON EXPERIENCE
It was apt that WORKTECH’s Smart Technologies25 London conference, exploring the next generation of intelligent buildings and workspaces took place at WeWork London. Sara Bean reports
WeWork
Waterloo is billed as the world's largest coworking o ice, o ering pet friendly space, kitchen pantries and trendy bar/ co ee areas. It was an appropriate place to hold a conference on smart workplaces, as this event didn’t feature endless sessions on BMS and building assets, but rather how tech can improve the workplace experience.
In her keynote address on the role of data driven innovation, Director of Unwork Imogen Privett advised when it comes to thinking about the digital workplace journey, "be more Disney". The Disney theme parks she explained use tech innovation to shape visitors’ experiences. Applying this approach to the o ice she suggested, delivers a user centred approach resulting in a friction free day with seamless transitions across the workspace.
The autonomous building is becoming a reality said Elisa Rönkä of Kasvu Growth Hub and guest lecturer at Cambridge University. Agentic AI, which
can make decisions without human intervention is beginning to automate tasks such as diagnostics, maintenance requests and workflow management, leaving FMs opportunities to focus on the experience side. This could mean a repurposing and redefining of the FM role, but the sector needs to be careful it’s not overridden by IT she warned.
In a panel session exploring the latest trends in technology innovation, Dan Drogman CEO at Smart Spaces said people don’t just move physically but digitally at work, so developers must take a leaf out of the consumer side and o er the convenience factor to encourage adoption. One example is the now ubiquitous Apple Pay which was first approached with some trepidation over privacy concerns.
THE POWER OF DATA
People have di erent needs at di erent times said Arjun Kaicker from Zaha Hadid Architects so let’s utilise AI to match people to place. For instance, an occupant’s environmental needs
recruitment/retention and reducing churn.
CONNECTED WORKPLACE
Introducing the last panel of the day Jonathan Mills of Osborne Clarke LLP said future work is influenced by changing societal expectations as employees today seek flexibility more than ever before. This shi towards flexible, dynamic and employee centric work means organisations must rethink traditional o ice settings to o er a wealth of experiences which drive innovation and creativity.
Reflecting the event’s coworking setting Tom Redmayne from coworking specialists Industrious o ered some insights into how organisations are utilising these spaces. A lot of enterprise businesses don’t want a single o ice he said and instead make "fractional purchases" where rooms are booked for hours or days. Flex strategies also mean corporate companies will concentrate on high quality fitouts in their regional HQs and as leases on other buildings come to an end replace them with flex spaces.
depend on a variety of factors and agentic AI can work out ideal places to sit rather than just what is available.
Matthew Potter, Head of Workplace Experience Technology, HSBC echoed this approach. The digital experience has gone from "give me a space' to a much more personalised, 'help me plan my day". But avoid investing in the "new and shiny" he warned - aim for a process of evolution rather than revolution.
During a panel session on return on investment, Damien Renaut from Landsec said the relationship between landlords and tenants is a key aspect for unlocking ROI in Smart Buildings. The challenge is to manage the volume of tech that is o en deployed by occupants and landlords within every building, he said, which is why all stakeholders must work together. However, Chris Boultwood of Workspace Group added, while ROI is o en approached by measuring the value of the real estate space, there is also significant ROI factor in improving
Providing a bespoke solution is a key part in delivering the connected workplace said proptech provider Jack Sibley. Some organisations may want to create an environment where occupants don’t want to leave, or FMs might want to concentrate on making energy savings backed up with strong governance to make sure they’re managing risk. But the overriding purpose of smart workplaces argued Laura Woolcock of Savills is to provide flexible, customisable spaces over generic programming with an ability to personalise your space.
In the last presentation of the day, Ibrahim Yate from JLLT brought the discussion back to the human experience and the fact that one size won’t fit all. He argued the root problem of the controversial return to work mandates is a lack of definition on what is a workplace and not enough thought on ways of integrating remote and in-o ice environments.
The key message of the day was to move beyond utilisation targets and instead reframe the smart workplace where employees are seen as customers. In this way HR and FM are the product managers who utilise smart technology to figure out user demand and provide a better return on experience for occupants.
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INTERNATIONAL ENERGY WEEK
Energy security and resilience were the key lessons learnt from International Energy Week 2025 finds Craig Peters
The recent fire at Heathrow Airport has once again put the spotlight on the fragility of critical infrastructure and the role of both energy security and resilience. The incident shone a light on the increasing risks associated with an energy system which is already under strain. Just weeks earlier, concerns were raised over grid stability during periods of extreme weather, and debates over energy security continue to dominate headlines as the world transitions away from fossil fuels. Energy infrastructure is playing a vital role in the peace negotiations in Ukraine.
Against this backdrop, International Energy Week 2025 brought together policymakers and businesses to explore the complexities of the energy transition. This year’s theme, ‘Navigating the World’s Energy Transitions’, could not have been timelier, as facilities managers and corporate leaders grapple with the dual challenge of maintaining reliable energy systems while meeting net zero commitments.
ENERGY RESILIENCE
Energy resilience has become a top priority for facilities managers, and this was highlighted throughout International Energy Week 2025. With growing concerns over energy supply disruptions, whether due to grid instability, extreme weather events, or unexpected infrastructure failures, ensuring continuous and reliable energy supply is vital.
Infrastructure resilience is a huge concern, as the Heathrow fire, along with similar highprofile incidents in recent years, has highlighted
vulnerabilities in aging electrical networks, backup systems, and on-site energy generation. With facilities managers increasingly responsible for ensuring business continuity in the face of power disruptions, speakers at the conference stressed the importance of integrating smarter energy management systems.
Damilola Ogunbiyi, CEO of Sustainable Energy for All and Special Representative of the UN Secretary-General, pointed to the need for diversified energy sources. “Resilience isn’t just about keeping the lights on; it’s about anticipating risks and designing energy systems that are adaptive, decentralised, and sustainable,” she said during a panel discussion on corporate energy strategies. With many facilities still heavily reliant on centralised grids, there was a strong push for greater investment in microgrids, battery storage, and on-site renewable generation.
DIVERSIFIED ENERGY SOURCES
One of the key takeaways to tackle these issues was the importance of diversified energy sources to bolster this resilience. Facilities managers are being urged to rethink their energy strategies, moving away from traditional, centralised grids in favour of more self-sustaining systems. Microgrids, for example, can allow facilities to generate, store, and manage their own energy, ensuring that operations can continue even during grid failures.
Incorporating back-up power solutions was also discussed as a vital component energy resilience. Moreover, real-time energy monitoring and predictive maintenance technologies were identified as critical tools for preventing
disruptions before they occur. By continuously tracking energy usage and identifying potential issues, facilities managers can address problems proactively, minimising downtime and avoiding costly repairs.
ENERGY SECURITY
Striking a balance between long-term net zero targets and short-term energy security was an important area of discussion at the event. The UK’s industrial and commercial sectors remain under pressure to decarbonise, but recent disruptions have demonstrated the risks of an over-reliance on a single energy source. Patrick Pouyanné, CEO of TotalEnergies, emphasised the importance of energy diversification. “Natural gas, hydrogen, and renewables all have a role to play in this transition. The key is flexibility - being able to shi between sources depending on demand and availability,” he said.
For facilities managers, future-proofing energy strategies requires both technological investment and strategic planning. While smart grids and AIdriven energy management tools are advancing, the fundamentals of emergency preparedness such as backup power solutions, routine system checks, and sta training, remain just as critical.
Another key takeaway from International Energy Week was regulation. As government policies shi towards stricter carbon reduction mandates, compliance and reporting requirements will become increasingly complex. Speakers urged businesses to stay ahead of regulatory developments, not just to avoid penalties but to unlock new funding opportunities for sustainability initiatives.
CONCLUSION
As the global energy transition continues, the need for facilities to be both energy-e icient, secure, and resilient will only increase. By adopting these strategies, facilities managers can ensure that their operations remain sustainable and secure, even in the face of an unpredictable energy future.
Facilities managers now need to rethink their strategies. Investing in energy e iciency and adopting a proactive approach to risk management will be crucial in an era where disruptions, whether from fires, cyberattacks, or extreme weather, are part of the new normal.
As the Heathrow fire has shown, the cost of inaction is steep both economically and reputationally. Resilience and sustainability are not competing priorities, but two sides of the same coin. www.ieweek.co.uk
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COMPLIANCE
ROLE OF THE WORKER PROTECTION ACT IN PREVENTING HARASSMENT
In association with
Kieran Mackie of Amulet explores the importance of well-trained security sta in preventing harassment in the workplace
The Worker Protection Act was updated in October 2024 and marks a significant shi in workplace safety and harassment prevention. It has been designed to strengthen protections for employees and requires employers to take proactive measures to prevent workplace harassment, including harassment by third parties such as customers and clients.
This legal shi places greater responsibility on businesses to safeguard their employees, particularly those operating in public spaces such as shopping centres and train stations. For facilities and estates managers this legislation underscores the need for stronger collaboration with security teams to create safer environments.
KEY RESPONSIBILITIES FOR ESTATE MANAGERS AND SECURITY TEAMS
Businesses must ensure that their security operations align with the requirements of the Worker Protection Act while also considering the broader safety of customers and members of the public. A strong security presence can deter potential o enders, but prevention requires more than just visibility.
Regular patrols, CCTV monitoring, and strategic positioning of security personnel in busy and highrisk areas are necessary to protect both employees and visitors. Security teams must also be prepared to recognise and respond to harassment incidents swi ly, applying de-escalation techniques to manage tensions e ectively and ensuring that all harassment reports are taken seriously and addressed appropriately.
Employers are legally obligated to demonstrate they have taken all reasonable steps to prevent harassment and should work closely with security teams to ensure incidents are properly documented, risk assessments are conducted, and security measures are adjusted where needed. While the Act specifically protects employees, ensuring the safety and wellbeing of customers and the public should also be a priority. Shopping centres and train stations, for example, are busy environments where harassment can occur, and addressing it promptly helps maintain a positive, inclusive atmosphere for everyone.
An enhanced focus on preventing harassment
doesn’t have to result in a bigger security budget, or the reduction of a security presence elsewhere. Our TravelSafe O icers on Northern Trains undertook a six-month long, first-of-its-kind experiment alongside Cambridge University and the Rail Delivery Group that was aimed at reducing Violence Against Women and Girls (VAWG) at railway stations. They conducted thousands of patrols, and the results indicated a 66 per cent reduction in crimes relating to VAWG at these selected locations. This was all achieved without extra resource, but by deploying a strategic assignment of o icers at targeting harassment hot spots.
www.amulet.co.uk
empowered to report harassment concerns. Clear protocols must be in place to guide security teams on how to respond to harassment complaints, and business leaders should work closely with HR to refine policies and implement e ective strategies. Ensuring customer safety in public spaces also enhances the overall experience, making shopping centres and train stations more welcoming and secure environments.
SAFETY IS EVERYONE’S RESPONSIBILITY
Likewise, our TravelSafe Support and Enforcement O icers are providing a security presence on buses on the Manchester Bee Network and have successfully dealt with hundreds of welfare and safeguarding incidents, many of them linked to harassment.
In both examples, the result is a safer environment for all and increased confidence in using public transport.
on buses on the Manchester Bee dealt with hundreds of welfare
TRAINING AND COMPLIANCE FOR A SAFER WORKPLACE
Given their role in workplace safety, security teams must receive adequate training to handle harassment-related incidents e ectively. Training programmes should cover harassment awareness, de-escalation techniques, crisis management, and e ective communication. So skills in particular are a vital component of a security o icer’s toolkit. There remains the stereotype of a security o icer as a person who is a physical deterrent - almost like a bouncer at a nightclub – but this couldn’t be further from the truth. The modern o icer is adept at de-escalation and situation management thanks to a range of so skills such as communication, empathy and problem-solving.
To ensure compliance with the Worker Protection Act and enhance workplace safety, businesses should create a culture where employees and customers feel
A holistic approach to harassment prevention requires close collaboration between security teams, HR departments, estate managers, and even external stakeholders such as law enforcement and local authorities. While security o icers play a frontline role, they cannot address harassment in isolation. In transport and retail settings, partnerships with local law enforcement and community organisations can help develop coordinated strategies, such as public awareness campaigns or joint training initiatives. One reason that our o icers on trains and buses have been so e ective is because of great relationships with our clients, police and local charities.
By cra ing a culture of shared responsibility, businesses can create a more comprehensive and sustainable approach to workplace safety, ensuring that security measures are not only reactive but also preventative and employee focused.
Security o icers are no longer just passive enforcers of rules - they are active stakeholders in harassment prevention. They should be viewed as an integrated function within an organisation’s risk management strategy, where policies, training, and incident responses align with legal obligations. As public awareness of workplace harassment grows, businesses that prioritise robust security measures and e ective training will not only meet legal requirements but also create a culture of safety and respect.
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FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Ricky Majer CTO, SBFM outlines how AI can revolutionise the day-to-day opportunities for frontline colleagues by updating tricky admin trails and long-winded communication tactics that have plagued the industry
AIis the latest tech advancement that has dominated business conversations for years now, and it’s not letting up any time soon. Though FM has largely moved away from analogue systems like time sheets and clock-ins to geofencing and GPS tracking, the industry o en lags behind in tech integration.
AI’s engineering applications are apparent in the world of asset maintenance, o ering predictive and indepth data analytics. But in the peoplefocused side of FM, applications are less commonplace.
AI can revolutionise the communication tools available to frontline colleagues. Employeeoptimised applications, for example, can make processes more e icient and fail-safe for cleaning operatives.
SIMPLIFYING COMMUNICATIONS
Frontline and mobile workers are o en the hardest people to reach in FM. Last-minute shi s o en involve a long-winded process of manager calls and back-and-forth communication. Colleagues use WhatsApp to rearrange
shi s, and verify work hours, but AIpowered apps can completely overhaul this process.
Frontline colleague’s job titles don’t have “technology consultants” in the name, and that’s for good reason.
Organisations need to meet cleaning operatives where they are at – which means developing user-friendly applications for mobile use that require minimal to no training – think Instagram or Deliveroo.
AI can power the “uberisation” of shi s. A simple interface in a similar structure to Uber lets employees select shi s in their area, elevating earning potential and reduce the time managers spend filling vacancies. This integration benefits operatives, service providers, and means that clients always have their shi s covered.
FM’s highly multilingual workforce can hugely benefit from built-in AI text translation functionality in these tools. Operatives can communicate in their native language in real time, giving non-English speakers the confidence to request shi s and discuss concerns directly with managers.
PROOF OF PRESENCE
The geofencing and tracking of employee-accessible apps are a helpful innovation of the last few years, but these tools aren’t always optimal for the spaces operatives work in.
For example, if cleaning underground, or in dense city spaces with tall buildings, employees are less likely to have a working GPS signal. If it is the only mechanism proving an employee is attending their shi , they may not have the required proof of presence, which leads to yet another endless admin trail.
Employee-optimised applications can use GPS tracking and geofencing with secondary mechanisms to verify their location even without signal. Since some operatives will not have state-of-the-art smartphones, a dedicated attendance clock-in URL can also ensure that no matter the device, they can still clock in.
These apps could also operate with an in-person buddy system, so colleagues without the right tech to hand can be paired with somebody else with a mobile. That way, photo evidence that they are attending a shi can be submitted for proof of presence. All
employees should need to do is turn up – the rest needs to be simple.
FASTER FEEDBACK
Once operatives are working their shi s, careful AI integration can make their jobs even easier. Previously, reporting issues like warehouse spillages required multiple steps through helpdesks and management layers before resolution.
An AI-powered communication platform can cut out the lengthy process. If a spillage is detected, it can be logged directly through the platform, and if in the approved workflow, the operative can be notified directly to their smartphone to address it. A chat function also allows for back-and-forth conversations, so operatives can ask follow-up questions, or raise concerns directly.
That not only hugely speeds up an otherwise long-winded process, but it also creates a highly accurate audit trail to evidence all task management.
OPTIMISED SPACE MAPPING
AI can play a crucial role in footfall detection and optimised space mapping. Sensors can detect movement patterns and provide analytics on hightra ic areas, helping operatives prioritise their work.
These sensors could detect movement and even heat to create a visual map. When usage spikes, it can trigger an operative to attend a space. This then informs how frequently changing rooms or carpets in high-footfall areas need to be attended.
These insights are valuable for clients too. For example, a retailer could better understand customer journeys to inform how they redeploy their focus and resources.
THE AI REVOLUTION IS HERE
FM needs people on the ground, but AI-enhanced technology can transform how everyone is connected. It allows us to collect data, analyse and produce insight faster than ever before. Equipping frontline cleaning operatives with AIoptimised applications allows them to contact one another, their managers, and even their clients with increased e iciency.
“Uberised” interfaces simplify user experiences and allow operatives to focus on their roles and client experience. These applications need to add value to a cleaning operative’s working day, not create more complications.
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SUSTAINABILITY AT ADVANTAGE UTILITIES
ESOS COMPLIANCE: A FOUR-STEP GUIDE TOWARDS YOUR SHARE OF £1.12 BILLION
The Phase 1 submissions deadline of the Energy Savings Opportunity Scheme (ESOS) - the mandatory energy assessment applying to medium and large businesses in the UK was in March. FMs will now be required to submit their first and second progress reviews on actions taken and savings made, and they can also benefit from a share of the £1.12 billion platter of reduced energy bills.
Published data shows that annual energy savings which can be associated with the ESOS programme are roughly 1.65TWh from buildings, 1.51TWh from industrial processes, and 0.52 TWh from fuel transport. For context, this is roughly akin to the entire yearly electricity consumption of Mauritius. If this continues, it is estimated that from 2024 to 2037, a total of 28TWh of energy will be saved, with those participating having a share of the significant financial savings and associated carbon emissions.
Past, present and future plans
Legislatively, the ESOS programme was initially driven by Article 8 of the EU Energy E iciency Directive and a er a dramatic exit from the EU, the UK continued the programme.
In the short term, compliance will be achieved through a number of phases. This year, we find ourselves post-Phase 3 submission and under a voluntary annual ‘Energy Action Plan’ and continued ‘Progress Review’ submission programme through to Phase 4. In the next two years, facilities managers will need to submit their first and second progress reviews on actions taken and savings made. With ESOS Phase 4 and ESOS 5 also on the horizon, what are the main reasons the government has continued this enforced compliance? Simply put, there are two:
» To enable enhanced financial sustainability by identifying cost-saving options
» To empower businesses to undertake carbonreducing actions as part of the UK’s journey to net zero
But what will the future of the ESOS programme look like? Early news certainly indicates that there will be a Phase 5 (auditing 2027 to 2031). It will likely become more in-depth, with net zero considerations (e.g. PAS 51215-2:2025) included. Furthermore, there is an expectation that the scope of companies which are mandatory participants may increase.
Comply or fall behind
Although the Environment Agency, which administers ESOS where a company’s buildings, industrial processes, and transport are all appraised for their operational e iciency, has implemented a ‘name and shame’ approach through public disclosure of those who haven’t
adhered to the requirements, there is no apparent financial or legally punitive implication for non-compliance. Therefore, many businesses will question – why should we comply? The answer is simple, they should comply, or they risk falling behind their competitors.
With the guidance of reputable and experienced ESOS professionals, the auditing and review process is painless while the adoption of the identified savings is exciting. When delivered properly, instantaneous financial savings can be observed and carbon emissions reduced. To realise these carbon and financial savings, as well as ensure compliance, businesses should take the following steps:
» Comprehensive energy audits - The first step in outlining e ective compliance and reliable savings begins with understanding current energy consumption. In-depth energy audits where an organisation’s energy use is analysed across all sites.
» Addressing ine iciencies and uncovering opportunities - Enabling businesses to save on costs while improving sustainability. By highlighting practical energy-saving measures, businesses can have confidence in their roadmap to reduce consumption and boost operational e iciency.
» Expert compliance reporting - All aspects of reporting must be double-checked to ensure organisations meet their regulatory requirements accurately and on time. This includes collecting data as well as compiling evidence packs.
» Reporting and submission - Automated reporting and submission enables businesses to easily submit an ESOS notification to the Environment Agency where required.
Overall, the message of this document to facilities managers is simple. They are encouraged to comply and prioritise the ESOS process, champion and implement the identified energy and carbon savings solutions, taking pride in boosting their facility’s competitive advantage.
Dr James Crosby-Wrigley, Advantage Utilities
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FM CLINIC
This is the first time in history that employers are managing five di erent generations. Surveys have shown that while Gen Z report lower job satisfaction and burnout than any other group, 73 per cent of over 50s feel overlooked by employers and that their age holds them back from being considered for certain workplace opportunities. How important is it that each generation feels seen and valued at work?
views when it comes to expectations, wants and needs from the workplace and their employers. It is Millennials that are the unique generation and appear to be the most transient. It is therefore critical that the workplace of the future can flex to meet the needs of all generational groups if it is to play a role in supporting business goals.
The workplace also continues to play a pivotal role in retracting and retaining talent. In the survey 50 per cent of Gen Z said the physical workplace played a role in their decision to join their current employer and 34 per cent said the workplace was part of the reason they resigned.
People and property are typically an organisation’s biggest
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE EMPLOYEE EXPERIENCE SPECIALIST’S VIEW
IAIN SHORTHOSE, MANAGING DIRECTOR OF PARAGON WORKPLACE SOLUTIONS
Both as individual generation groups, and collectively, it is vital for the short and long-term success of any business dependant on ‘knowledge workers’, that all workers feel heard and valued.
cost and if managed correctly, their biggest assets. Therefore, giving all employees a voice when it comes to creating an environment where they can thrive, will provide a measurable Return on Workplace Investment (ROWI).
Insights from Paragon Workplace Solutions’ latest workplace report, found that 83 per cent of Gen Z describe themselves as job hoppers – likely to have more than 10 roles by their 35th birthday. A strong driver for this is where they don’t feel they are getting the development needed to progress. Here, they are 13 per cent less likely than other generational groups to agree they get the training and development required to progress. The report also suggests this is the biggest driver of ’side hustles’ amongst the younger generations, leading to a decrease in productivity.
Without the more experienced employees in the workplace (over 50s), the development and growth of younger employees is impacted, resulting in a reduction of knowledge transfer, and the increased likelihood of organisations losing their best young talent.
The report also suggests Gen Z and Gen X share very similar
The relationship between people, place, process and technology can o en be fraught with contradictions. Too many organisations are still using employee engagement surveys to give employees a voice to shape the workplace, but three questions as part of a 50-question survey on whether they feel inspired by their environment is not usable insight. Nor is making decisions based on the views of the ‘Highest Paid Person In The O ice’ (HIPPO) or a small working group of the most vocal colleagues.
Making the decision to give all employees a voice in a structured way using both quantitative and qualitative insights, will go a long way towards creating an environment that not only works for all generations, but ensures the interactions they have with each other and their working environment, deliver measurable benefits for the organisation and its customers.
THE HUMAN RESOURCES PROFESSIONAL’S VIEW
SARAH HOSKER, HEAD OF HR OPERATIONS AT MONEYPENNY
The presence of multiple generations brings a wealth of experience, diverse perspectives, and di erent communication styles, creating a dynamic and rich workplace environment. This presents a fantastic opportunity for businesses, as understanding and e ectively engaging with employees can create a culture of inclusion and collaboration.
We are a people business and have always believed that work should be a place our people enjoy coming to each day. We take a marketing-inspired approach to employee
Iain Shorthose
engagement - ensuring we understand all our people’s motivations, challenges, preferred communication styles and much more. While we look at age groups as part of our employee profiling, we avoid leaning into generational stereotypes and have a very flat plan approach focusing on what truly matters: understanding people as individuals and listening to their needs.
Sarah Hosker
Understanding people comes down to knowing their values and what's important to them. While there are discernible di erences between the generations, that doesn’t mean they require di erent treatment. Most people want the same things, to be treated with fairness, respect, and compassion and to work where they enjoy coming to each day. The benefits are plentiful in helping to attract and retain the right people.
continuously view our workplace through the lens of our people, making decisions that reinforce a positive and inclusive employee experience.
The key is listening to and acting on the needs of every generation. We are fortunate to have such a diverse, rich pool of people in the UK workforce right now. As employers, we are responsible for creating an environment where everyone, regardless of age, enjoys coming to work every day and feels valued and empowered to thrive.
THE WORKPLACE PSYCHOLOGIST’S VIEW BECKY TURNER, WORKPLACE PSYCHOLOGIST AT CLAREMONT
It’s crucial that every generation feels seen and heard. This is how employees know they’re valued and supported and how employers ensure motivated, happy, healthy, and productive teams.
Overall, the UK has developed an
their expertise, while more senior personnel
Beyond structured programmes, fostering a community where people naturally support one another is also essential. One very valuable activity within that is reverse mentoring. This empowers junior team members as they share their expertise, while more senior personnel learn valuable new skills and forge new relationships.
A flexible benefits scheme also helps to appeal to all generations. Someone just starting out may look for di erent benefits than someone 25 years into their career and focused on building their pension.
We are currently in the middle of a benefits review to ensure we’re consistently o ering meaningful support to all our people. Part of this includes regular Money Matters days, during which our people can access advice from estate agents, willwriting solicitors, financial advisors, and lenders. Younger team members may seek advice about saving for a house deposit, while older team members might want to discuss their position or equity release. We use regular feedback tools and actively listen and adapt, so we know our people value benefits like this. While the generations have di erent motivations, they need similar help.
Understanding people comes down to knowing their values and what's important to them. While there are discernible differences between the generations, that doesn’t mean they require different treatment. Most people want the same things, to be treated with fairness, respect, and compassion and to work where they enjoy coming to each day.”
days, during which our people can access advice from estate agents, willwriting solicitors, financial advisors, and
SarahHosker
From sharing recommendations (cooking recipes, local walks, tradespeople, etc) on Meta’s Workplace platform to celebrating birthdays and milestones in our café or in-house pub, our culture is built on connection, having fun together, and mutual support, and we see it play out every day.
To further enhance this, we recently appointed our first Employee Experience Manager. This role ensures that we
obsession with generational thinking and vastly di erences, of course, multi-generational and up push
the idea that every generation is vastly di erent from the one before. While there are di erences, of course, multi-generational workforces have been the norm for hundreds of years, and people of all ages have worked together.
Focusing too much on generational stereotypes can limit our understanding of what matters fundamentally: we are all people. However, there are some profound challenges for employers and a responsibility to ensure everyone feels included.
The younger generation’s low job satisfaction and burnout are hardly surprising. They’ve grown up in an ‘always on’ culture, bombarded with information 24/7. They are repeatedly told they’re the lazy, entitled generation by the media, so they must push harder to prove themselves. Plus, they’re acutely aware home ownership may never be in reach. Throw into the mix that the world is burning politically and environmentally, and it’s clear they have much to feel disenfranchised about.
At the other end of the spectrum, the over 50s feel unseen and unsupported too, perhaps a reflection of their career stage, with greater support being given to more junior colleagues, or the broader weight of personal responsibilities this group has due to double care responsibilities as they look a er children and parents.
While employers can’t directly address these external issues, they can use them to understand their people better and
Becky Turner
ensure they promote belonging and inclusion at work. Employers must concentrate on creating positive cultures, experiences, and environments that support not only how work is done but also how employees feel.
One e ective way to achieve inclusion is to adopt meaningful recognition and praise in the workplace. Replace impersonal sta ‘thank yous’ with more intentional praise, where people’s individual and team contributions are discussed and acknowledged publicly. Recognition is closely linked with inclusion and the nurturing of positive cultures.
The physical environment can also help here. Ensuring workspaces include areas for individual work, teamwork, socialisation, relaxation, and wellbeing makes it possible to cater to various needs. Choice allows all generations to personalise the workplace experience to suit their needs.
This is all tied to the broader topic of diversity and inclusion, which is about including and involving everyone. Employers must factor this into their D&I strategies as the working age increases. Easy-to-read signage, spaces fitted with hearing loops, and accessible cupboards and doorways for those with mobility issues will all play a part. So will supportive cultures that encourage employees to stay socially connected and active.
When you treat workforces as individuals rather than oversimplified groups, understand and cater to their needs, value diversity and inclusion in all aspects of your decision-making, and create cultures that prioritise support and recognition, all employees will feel seen, heard, and valued. Nothing less will do.
THE FLEXIBLE WORKPLACE PROVIDER’S VIEW
WYBO WIJNBERGEN, CEO AND CO-FOUNDER OF INFINITSPACE
Let’s start with the obvious truism: the workforce is incredibly diverse. Age is just one factor, and while generational di erences are clearly important, it is even more important that we avoid mass generalisations.
employees fail to see the upside, in turn meaning they do not feel as well valued or supported.
Work socials is another interesting case. If social events always gravitate around alcohol, say, or sports, then some employees may feel alienated. Variety is important to cater to as broad a range of employees as possible.
In business and in society, there is a tendency to group people together and talk about vast sections of society – men and women, Gen Z and Millennials – as if they are single entities with one set of views, values and behaviours. Painting with broad brush strokes fails to account for individual preferences and the wonderful nuances that make life so interesting and unpredictable.
The question, then, is how can organisations create cultures, processes and structures that allow each employee to thrive, regardless of which generation they belong to?
For me, flexibility and optionality are two key considerations. Take an organisation’s perks and benefits as an example – if an organisation limits itself to very few employee benefits, there is an increased likelihood that pockets of its employee base will not see value in what they are o ering. Gym memberships will prove more valuable to some than others, as will dental cover or free eye tests. Hang your hat on just one or two benefits and there is a risk that some
An organisation’s choice of workspace is another perfect example. The right workspace has the power to improve productivity, motivate sta , support wellbeing, enhance collaboration and create network opportunities; it can educate, entertain and inspire. But crucially, not all employees want to engage with a workspace in the same way, whether that is how they use the space and the facilities within it, how they interact with colleagues when in their place of work, or simply how frequently they commute in.
This is why flexible workspaces have increased in popularity so dramatically over recent years (in the UK, enquiries for flexible o ice space spiked by 206 per cent between 2019 and 2024, according to Savills). For many organisations, flexible workspaces – and the flexible leases they come with – not only make financial and strategic sense but can also prove invaluable in better supporting their teams. Flexible workspaces and leases support companies by o ering them the agility to scale up and down as required and reduce the financial risk that comes with long-term commitments – making them the perfect solution for modern business needs.
With a wide range of spaces, lease options, facilities, events and community services, they cater to the modern workforce in all its diverse glory.
The challenge of making sure all generations – and, indeed, all employees – feel seen and valued is so essential for virtually all organisations. Flexibility and optionality can be key, whether in the support services on o er, the way the culture is shaped, or the workspaces used. Diversity is to be celebrated, and that requires us to embrace di erent perspectives and cater to the wants and needs of all genders, generations and values.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Wybo Wijnbergen
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UNDERSTANDING SPACE
HJoe Nwume-Proctor, Product Owner at Matrix Booking explains how a London-based company has taken an important step towards smarter workspace management by adopting data-driven room management solutions to better understand how it manages space
ybrid working has reshaped how organisations use o ice space, but many businesses are still navigating the challenge of understanding actual workplace usage. With employees coming into the o ice on di erent schedules, meeting room availability has become unpredictable. While some rooms remain empty despite being booked, others become overcrowded. Managing this without accurate data is di icult, leading to ine iciencies, frustration, and wasted resources.
For one London-based company, these challenges became increasingly evident. The organisation relied on traditional methods such as manual surveys and sta -
led occupancy counts to assess how space was being used. These approaches were time-consuming, o en inaccurate, and failed to provide the level of insight needed for e ective decision-making. Recognising the need for a smarter approach, the company partnered with Matrix Booking to take a data-driven look at its meeting room occupancy.
MOVING TO A DATA-DRIVEN MODEL
Matrix Booking implemented its Sense solution, integrating Passive Infrared (PIR) and dual-beam sensors within the organisation’s existing room booking system. By feeding real-time occupancy data into this workplace analytics platform,
the company could directly compare booked meeting room data with actual usage. This provided a clear, accurate picture of how rooms were being used in practice.
The installation process was quick and unobtrusive. Within a half-day, sensors were installed across six meeting rooms, ensuring minimal disruption to the business. Just four weeks later, there was already a rich dataset available, allowing the company to start making sense of its meeting room utilisation. The full pilot, from initial installation to sign-o , was completed in five weeks, setting the stage for potential wider implementation across the building.
GAINING CLARITY THROUGH REAL-TIME INSIGHTS
Once the system was live, it quickly became apparent that meeting room usage was far from optimal. Two key reports generated through Matrix Booking’s platform provided valuable insight to the company.
First, occupancy analytics highlighted peak usage times, revealing patterns in how meeting rooms were being used throughout the week.
Like many hybrid workplaces, the company saw a noticeable concentration of meetings on Tuesdays and Wednesdays. This created unnecessary pressure on available rooms while leaving other days underutilised. The data enabled the company to take a more balanced approach, helping teams distribute their in-o ice days more evenly to make better use of space.
could begin addressing these challenges and encourage more e ective booking practices.
REDUCING MEETING ROOM WASTAGE
One of the most significant insights that arose from the data was the extent of meeting room wastage caused by no-shows. Booked-but-unused rooms were taking up valuable space that could have been allocated to other teams.
For organisations managing large o ce spaces, unoccupied rooms still require energy and resources to maintain. Being able to identify these patterns provides a clearer picture of where savings could be made.”
Second, the booking vs. occupancy analysis exposed discrepancies between scheduled bookings and actual room usage. The data showed that some rooms were booked but le unoccupied, while others were frequently overcrowded. These ine iciencies had previously gone unnoticed, contributing to unnecessary strain on meeting room availability. With clear evidence of the problem, the company
Equipped with clear evidence of this trend, the company could begin engaging with employees about their booking behaviours. By making users more aware of the impact of forgotten or abandoned bookings, the organisation set the foundation for better space management over time.
could begin booking
aware of the impact
The granular insights from the system also revealed patterns in room selection. Certain meeting rooms were consistently in higher demand than others, largely because of factors such as size, location, and available facilities. Understanding these preferences meant the company could better plan its resource allocation, ensuring that space was designed and utilised in a way that best supported employee needs.
UNDERSTANDING THE TRUE COST OF INEFFICIENT MEETING ROOMS
With the data in hand, facilities managers were able to start assessing the financial implications of meeting room ine iciencies. By tracking how space was being used, they could determine the cost per meeting and begin to assess whether the current meeting room configuration was the most e ective use of o ice space. This also created an opportunity to analyse how booking patterns influenced operational costs such as lighting, heating, and cleaning.
For organisations managing large o ice spaces, unoccupied rooms still require energy and resources to maintain. Being able to identify these patterns provides a clearer picture of where savings could be made. Over time, as the company refines its space usage strategy, these insights will become even more valuable for ensuring that operational costs align with actual demand.
THE PSYCHOLOGY BEHIND BOOKING BEHAVIOURS
A key takeaway from the data was the impact of visibility on workplace behaviours. Employees o en book rooms out of habit or as a precaution, even if they aren’t certain they will need them. This can lead to high levels of no-shows and wasted space. With clear occupancy insights, organisations can foster a more mindful approach to bookings by encouraging employees to cancel unused reservations and adopt more e icient scheduling habits. Additionally, the data highlighted patterns
One of the biggest opportunities presented by the data is its role in shaping the company’s approach to hybrid working. By combining occupancy insights with its evolving hybrid policy, the organisation can make more informed decisions about how teams use o ce space, rather than relying on assumptions or incomplete data.”
in how teams preferred to use di erent spaces. Some meetings consistently took place in large rooms despite having only a few attendees, while smaller, more suitable rooms were available. By understanding these behaviours, businesses can implement subtle policy changes to improve booking habits without restricting flexibility.
LAYING THE GROUNDWORK FOR FUTURE SPACE MANAGEMENT
Many organisations have found that scaling up o ice attendance without real occupancy data can lead to unintended issues. Recent examples from major global firms illustrate how desk shortages, overcrowding, and logistical friction can arise when o ice capacity isn’t properly aligned with demand.
JP Morgan, for instance, faced desk shortages at its London headquarters a er mandating a full return to the o ice, leading to overcrowded spaces and
employee dissatisfaction. Similarly, Amazon encountered problems in multiple locations where employees were required to be in the o ice five days a week, only to find there weren’t enough desks or parking spaces available. These cases highlight the risks of enforcing o ice attendance without a clear, datadriven understanding of how space is being used.
Although the pilot project was limited to six meeting rooms, its success opened the door to a wider rollout. The company now has the potential to scale this system across the entire building, using the data to make smarter decisions about how o ice space is used.
One of the biggest opportunities presented by the data is its role in shaping the company’s approach to hybrid working. By combining occupancy insights with its evolving hybrid policy, the organisation can make more informed decisions about how teams use o ice space, rather than relying on assumptions or incomplete data.
The insights gained from this project are not only relevant for meeting rooms but can also be applied to other areas of the o ice. Informal workspaces, collaboration zones, and quiet areas all play an important role in how employees interact with the workplace. Understanding how these spaces are used over time can help facilities teams make smarter layout decisions, ensuring the o ice meets the needs of employees while maintaining cost e iciency.
THE FUTURE OF DATA-DRIVEN OFFICE MANAGEMENT
The role of workplace data in shaping o ice strategies is only going to become more critical. As businesses continue to adapt to hybrid work models, real-time occupancy insights provide facilities managers with the ability to make informed decisions about o ice layouts, resource allocation, and energy e iciency. Instead of relying on static floorplans and outdated assumptions, organisations now can build workplaces that are as dynamic as their workforce.
By contrast, organisations that proactively track and analyse occupancy patterns can make better-informed decisions, ensuring that return-to-o ice plans are built on real-world data rather than assumptions. The challenges faced by companies with unsuccessful return-to-o ice mandates serve as a reminder that o ice capacity planning requires accurate insights, not guesswork.
With sustainability and cost management becoming key priorities for many companies, solutions like Matrix Booking Sense o er a way to achieve both. By reducing unnecessary energy consumption and optimising existing spaces, businesses can create smarter, more sustainable workplaces that evolve in line with employee needs.
A SMARTER APPROACH
This case study highlights how access to real-time occupancy data can fundamentally change the way organisations manage their workspaces. By moving beyond manual counts and assumptions, businesses can gain an accurate understanding of how space is being used.
For facilities managers, the ability to identify underutilised areas, reduce waste, and make informed decisions about o ice layouts is becoming increasingly valuable. As more organisations look for ways to optimise their workplaces in response to hybrid work models, data-driven solutions provide a practical and scalable way to improve e iciency.
As hybrid work continues to evolve, insights from real-time occupancy data will play an essential role in helping organisations to create environments that are both cost-e ective and better suited to employees’ needs.
By focusing on meeting room occupancy now, the company is laying the groundwork for a more intelligent, responsive workplace strategy in the future. The ability to assess how space is truly being used ensures that o ice design is led by data rather than assumptions, helping businesses adapt to the ever-changing nature of work.
HITTING THE SWEET SPOT
As debates continue over the e cacy of hybrid work patterns, Madeleine Ford delves into the challenges of ensuring the wellbeing of workers, wherever and however they work
While a recent survey by a flexi-o ice provider claims hybrid workers who go to their workplace on average three- or four-days a per week report the highest level of wellbeing, contradictory research suggests home working is more beneficial to health and should be embraced. Considering these conflicting reports, how can employers juggle the needs of employees to ensure they are happy, healthy and productive in a hybrid working world?
Wellbeing, as described by Ellie Caley, Senior Workplace and Wellbeing Consultant at ART Health Solutions, is holistic and refers to the “mental, physical, emotional, cognitive, and social health of an individual” both in their physical workplace and within their role. She explains that according to the psychological
theory of self-determination all humans require three basic psychological needs to drive motivation, personal growth and a positive sense of wellbeing.
These are: autonomy, competence and relatedness - personal freedom over where you work and how you work, growth opportunities that allow you to exceed personally and professionally, and the opportunity to build meaningful purpose and connections with both your role and with colleagues.
In this post-pandemic world, home and hybrid working are established as regular working patterns for many of the country’s workforce. Increasingly however are discussions about whether hybrid and remote work are the right choice for wellbeing, alongside frequent stories about businesses mandating a return to the
o ice five days a week. The question is, how can employers find a solution that is right for both the organisation and promotes the wellbeing of employees?
NOT ONE SIZE FITS ALL
It is important to recognise that there is never a one-size-fits-all solution to wellbeing at work. It begins with employers recognising that each of their employees is an individual with di erent wants and needs that enable them to function at the best of their ability, while also feeling cared for and connected. Additionally, it is about optimising both the employee’s needs and the organisation’s goals to create an environment and structure that works for all.
Neil Pennell, Chair of the BCO’s Technical A airs
Committee, says the BCO’s Guide to Fit-Out emphasises that embracing hybrid working can empower organisations and their people to be more productive, enhancing wellbeing by providing the flexibility to choose the best location for each task.
The responsibility of employers in ensuring the health and safety of home workers is well known, but as Phil Pinnington, Head of Audit and Consultancy at the British Safety Council suggests, perhaps there is a lower level of understanding among employers, line and HR managers and safety practitioners about how to “e ectively support the mental and physical health of home/ hybrid workers, help them to motivate and organise themselves and encourage them to maintain a good work-life balance”.
Hybrid or remote working presents a great opportunity for individuals to lead a potentially more balanced life. A survey from the International Workplace Group (IWG) found that hybrid workers cited benefits such as better quality of sleep, more exercise, healthier meal preparations and better overall health. However, depending on the individual, hybrid work can just as easily be isolating and sedentary as it can be advantageous, and this is highly dependent on the support provided by an employer.
SUPPORTING EMPLOYEES IN A HYBRID WORKING WORLD
It is important that employers identify key wellbeing challenges in their workplaces by understanding what matters most to their employees. While there are many benefits to hybrid working as found in many studies, it is still crucially important for employers to remember that home workers may still experience feelings of isolation or disconnection due to the lack of social contact. Individuals may struggle to manage their time and be tempted to work longer hours. For instance, although no commute can be seen as a great benefit of working from home, without the travel time some might find it hard to decompress and switch o a er a day’s work.
This is why it is critical that employers ensure they are monitoring the wellbeing and mental health of home and hybrid workers. According to Pinnington, the best ways of achieving this include regular oneto-ones and team’s discussions (virtually and face-to-face if possible), and creating space for open conversations about workloads, working hours, stress, changes at work, and making any occupational support easily accessible. Also, encouraging employees to take breaks in nature, either with a walk or other exercise, improves health conditions related to sedentary activity.
Pennell also points out that while employees can control their personal space at home, when returning to the o ice they can be more aware of noise and activity, making access to smaller, quieter spaces important.
THE WORKPLACE ENVIRONMENT
The physical environment plays a vital role in an individual’s wellbeing, especially when it comes to work. There is extensive research that shows the significant impact between the physical workplace environment and people’s health and wellbeing. Research from ART Health solutions found that 96 per cent of employees said a healthy work environment is crucial for productivity. Factors such as exposure to natural light, biophilic sounds and regular exercise have a hugely positive impact on one’s productivity, and physical and mental wellbeing. To accomplish this, creating greenery wherever possible in an o ice, such as small gardens, indoor plants, plant walls with biophilic-inspired design features, as well as simply having a view of a green space and access to outdoor areas helps employees feel more connected to the natural world- which in
turn boosts employee wellbeing and overall job satisfaction.
These factors are easy to implement in an o ice says Lorraine Perkins from DSE Assessments, but when it comes to looking a er the wellbeing of individuals working remotely, implementing and encouraging ergonomic solutions is invaluable.
Ergonomic refers to anything relating to or designed for e iciency and comfort in the working environment. Perkins states the most common ergonomic challenges faced by individuals working from home are a lack of education and awareness on good working practices, lack of support by the employer in terms of risk assessments, not having a suitable space at home to work, working long hours at a dining table and static chair, increased laptop use, and being less likely to take breaks.
Hybrid or remote working presents a great opportunity for individuals to lead a potentially more balanced life. A survey from the International Workplace Group found that hybrid workers cited benefits such as better quality of sleep, more exercise, healthier meal preparations and better overall health.”
INTEGRATING ERGONOMICS
Perkins describes providing a wellplanned space which reflects the need for “additional flexibility to allow each worker to achieve optimum productivity”. The main ways in which ergonomics can be integrated into a workspace are:
Environment - Exposure to natural light regulates mood and can enhance mental health and productivity.
Ergonomic furniture - Fully adjustable furniture and equipment helps reduce physical strain and discomfort, promoting better posture and reducing the risk of musculoskeletal issues.
And additionally, in an o ice environment:
Design - The aesthetic look and functionality need to align as what looks best is not always the most comfortable or adjustable. Seek ergonomic advice before committing to final choices.
Flexible spaces - Providing quiet zones where workers can retreat for focused work to reduce stress and improve concentration, and social spaces for interaction that can create a sense of community and support mental health.
Perkins further insists the importance of the facilities manager being aware of the hybrid working policy and ensuring that it is robust enough to satisfy the company’s health and safety responsibilities. She warns it is all too common for employers to provide their employees with an allowance to equip their home o ice, without any guidance. As a result, poor choices are frequently made due to choosing aesthetics over comfort. This could simply be rectified by the facilities team providing an approved list of homeworking equipment to ensure it is fit for purpose.
According to Perkins there are a range of benefits that can be earned for both individuals and their organisations if they
properly support and invest in the wellbeing of employees in both hybrid and remote work:
Individual
Enhanced comfort and improved health - Ergonomic setups provide greater comfort, reducing discomfort and fatigue during long hours.
Improved posture - Ergonomic equipment promotes proper posture, helping to prevent long-term health issues.
Increased productivity - Sta focus better when working comfortably.
Reduced stress - A comfortable and supportive workspace can help reduce stress and improve mental wellbeing. Discomfort - due to working uncomfortably can have a significant e ect on personal life outside of work too.
Organisation
Reduces the risk of absenteeismInvesting in ergonomics will lead to significant cost savings, reducing the risk of work-related injury and associated healthcare costs.
Higher productivity - A well designed and comfortable workstation allows sta
to work more e iciently with less physical strain.
Improved quality - Comfortable and healthy employees are likely to produce high quality work and reduce errors.
Enhanced satisfaction - If sta feel their health and wellbeing are prioritised, it can lead to higher job satisfaction leading to higher employee retention.
Better safety culture - A strong focus on ergonomics encourages a culture of safety and wellbeing, improving morale in the workplace.
CONCLUSION
It seems that the ‘sweet spot’ for employee wellbeing lies with choice and ensuring that employees feel supported to be healthy and maximise productiveness whether based in the o ice or in their own homes. Two key considerations for wellbeing at work are flexibility and optionality, an acknowledgement there is never a one-size fits all solution, and that the best option is to test and learn. Making hybrid work healthy work is a joint responsibility between employees and employers, with each party accepting their obligation to contribute to a happy, healthy and motivated workforce.
DRIVING CHANGE TOGETHER
Scope 3 Emissions are notoriously complex and di cult to address, presenting significant challenges across all industries, including facilities management. Kristen Mierzejewski, Senior Consultant at Acclaro Advisory provides a guide
PART 1: NAVIGATING THE CHANGING REGULATORY LANDSCAPE FOR SCOPE 3 EMISSIONS
The emergence of CSRD and ISSB
With increasing pressure from governments, regulators, shareholders, and clients, FM providers are having to look more closely at their indirect emissions and devise new ways to tackle them. The evolving regulatory landscape adds another layer of complexity. Recent regulations, like the EU’s Corporate Sustainability Reporting Directive (CSRD), and global frameworks, like the International Sustainability Standards Board (ISSB), are setting new expectations for companies to report on their Scope 3 emissions. In the UK, the government is currently determining how to incorporate ISSB standards into the upcoming UK Sustainability Reporting
Standards (SRS), with plans to consult on the proposed legislation early next year. Last year, the government launched a Call for Evidence to gather feedback on Scope 3 emissions reporting, signalling its intent to standardise and strengthen sustainability disclosures.
In the EU, 2024 is a pivotal year for companies that fall within the scope of CSRD, as it marks the first reporting period for material sustainability impacts, including Scope 3 emissions. For most companies, this will mean adopting a full value chain approach, requiring them to identify and address indirect emissions. The demand for detailed and transparent reporting is no longer optional, and this represents a significant shi towards more comprehensive disclosures to ensure regulatory compliance.
Challenges in aligning with Scope 3 reporting demands
Many companies currently lack the internal capacity or expertise to measure and report on Scope 3 emissions e ectively. A lack of accurate and granular data from suppliers is a significant hurdle, and gathering data requires significant resource and time. Unlike emissions directly controlled by the organisation, Scope 3 emissions entail extensive engagement across the supply chain. Companies that have not regularly tracked their Scope 3 emissions before may be unaware of the data they need to collect or lack the tools to analyse it.
Many FM companies are o en driven by compliance needs, focusing on minimising costs rather than integrating sustainability into their core strategies. The patchwork of various regulations, each with di erent reporting requirements, can make it di icult to establish a consistent approach. Meanwhile, as FM clients adopt their own sustainability goals, and begin reporting on their emissions in line with regulations such as CSRD or frameworks such as ISSB, FM providers are likely to face growing demands to provide robust Scope 3 data as part of their services.
As the regulatory landscape continues to evolve, FM providers have an opportunity to position themselves as decarbonisation leaders, and to get ahead of evolving regulation. By addressing Scope 3 proactively, they can not only ensure compliance but also position themselves as trusted partners for clients and stakeholders and drive impactful change across their operations and supply chains.
PART 2: TACKLING DATA CHALLENGES IN SCOPE 3 EMISSIONS
The need for high quality data
High-quality, comparable, and reliable data is the foundation of an e ective Scope 3 emissions strategy. For FM providers, where indirect emissions account for a large portion of their carbon footprint, accurate data is essential to understand the company’s full environmental impact. Reliable data allows companies to set accurate baselines, track progress, and identify key opportunities. High-quality data supports better decision-making, enabling organisations to develop robust sustainability strategies and communicate credible emission reductions to clients. Transparency is a key tenet of disclosure and allows a company to demonstrate its commitment to decarbonisation. Comparability, meanwhile, allows organisations to benchmark themselves against the industry, as well as track progress towards their sustainability goals.
Navigating data gaps and inconsistencies in complex supply chains
However, achieving this standard of data has proven di icult for FM providers. Obtaining accurate and su iciently granular Scope 3 emissions data from suppliers is both costly and timeconsuming. FM providers frequently lack the knowledge and training to understand what information to request, and what format it needs to be in. A comprehensive understanding of Scope 3 emissions is essential to requesting the correct data from suppliers. Certain services provided will have more of an environmental impact, but without an understanding of what these are, FM providers may not be getting an accurate picture of their overall emissions.
Suppliers o en lack the resources, tools, or expertise to provide reliable data. Particularly, smaller suppliers may lack the tools, resources, and training to respond e ectively to emissions data requests. This issue is further complicated by the diverse and complex nature of supply chains in the FM sector.
Suppliers can span across countries and industries, with varying approaches to data collection and reporting.
FM provider to find ine iciencies and areas for improvement, and they can work collaboratively with suppliers to reduce emissions.
Increasing regulatory and client pressure
Another challenge in data collection is the lack of consistency in reporting standards among suppliers. Larger suppliers may follow specific frameworks to record their data, while smaller suppliers may not adhere to any standards. This can make it di icult for FM companies to aggregate, compare, and verify data across their supply chain. Variations in reporting standards, di ering levels of granularity, and lack of verification adds to the problem. This can not only prevent accurate reporting but also hinders FM companies’ ability to meaningfully engage with their suppliers on sustainability topics.
As the regulatory landscape continues to evolve, FM providers have an opportunity to position themselves as decarbonisation leaders, and to get ahead of evolving regulation.”
In many cases, FM providers rely on spend-based estimations to calculate emissions. While permissible under the GHG Protocol, this approach lacks precision and limits the company’s ability to identify emissions reduction opportunities. Spend-based methods use financial data to estimate emissions based on industry averages but fail to capture the unique characteristics of individual suppliers or activities. Using spend-based data can mean that the only way for a company to reduce their emissions is to reduce their spend. This limitation makes it di icult to identify reduction opportunities or report transparently.
Activity-based data is far more reliable but harder to obtain. To achieve this level of granularity, FM providers must work closely with their suppliers to understand operational details and establish streamlined data-sharing processes. Gathering this type of data allows for an
As discussed in Part 1, the demand for high-quality data will only continue to grow. Regulatory requirements like the CSRD in the EU and frameworks like ISSB and the ScienceBased Targets Initiative (SBTi) are driving the push for more accurate Scope 3 emissions reporting, increasing the pressure on FM companies to improve their data collection processes. For FM providers to remain competitive, they must align their practices with these frameworks while meeting client expectations for transparent and accurate reporting.
PART 3: BRIDGING THE SKILLS GAP AND EMBEDDING SUSTAINABILITY IN FM STRATEGIES
The growing need for expertise
As the FM industry evolves to meet the increasing demand for more sustainable solutions, bridging the skills gap has become critical. FM companies are starting to understand the increasing need to upskill their teams to ensure that the data required is identified, collected, and reported on. As Scope 3 emissions tend to make up a majority of a company’s carbon footprint (80-95 per cent of an organisation’s footprint ), this is becoming an ever more pressing issue.
FM providers are increasingly tasked with delivering decarbonisation services, not only for their own operations but also to support their clients in reducing the carbon intensity of their supply chains. As FM clients focus on engaging their suppliers in sustainability e orts, FM providers must enhance their understanding of Scope 3 emissions and the ways their activities impact their clients’ emissions.
Leading by example
While technical expertise is essential for delivery teams and for the supply chain, it is also critical that leaders are knowledgeable in sustainability strategy. Making sure that senior management within FMs understand Scope 3 emissions and their company’s impact helps drive the business’ strategy and allows for sustainable practices to become embedded in the business from top to bottom. Leaders who grasp the complexities of Scope 3 emissions are better positioned to drive the investments and initiatives needed to tackle these challenges e ectively.
The UK Government’s Scope 3 Emissions Call for Evidence highlighted the importance of upskilling as a key enabler for addressing emissions. The report emphasised that while the initial investment in training employees might seem significant, it yields long-term benefits. Once sta have gained familiarity with methodologies, established data pipelines, and implemented automated
reporting systems, the process becomes more e icient, reducing both costs and e ort over time.
Moving forward
Addressing Scope 3 emissions presents a significant challenge for FM providers, but it is also an opportunity to drive long-term value and sustainability leadership. With regulatory pressures intensifying and client expectations evolving, FM companies must take proactive steps to improve data accuracy, enhance supply chain collaboration, and invest in upskilling their workforce.
By embedding sustainability into their core business strategies and working closely with clients and suppliers, FM providers can position themselves as essential partners in the transition to a lowcarbon economy.
Collaboration between clients and FM providers is essential to aligning sustainability objectives. This partnership not only enhances sustainability performance but also positions FM providers as key allies in achieving netzero ambitions. Given the complexity of FM service, accurate emissions tracking can be challenging. Addressing these challenges requires a joint e ort to ensure data accuracy and transparency across the entire value chain.
Finally, building a skilled and knowledgeable workforce is another important step in addressing Scope 3
emissions. FM providers should prioritise sustainability when hiring and training employees to ensure that their teams are equipped to champion sustainability within their operations and across the value chain. By embedding sustainability at every level, through leadership, collaboration, and workforce development, FM providers can lead the industry toward a more sustainable future.
Help understanding your Scope 3 Emissions
Our The Scope 3 Framework for Facilities Management provides the industry’s first standardised approach to emissions measurement. This is an important step toward standardising emissions reporting across the FM sector, helping providers align with regulatory requirements and build a foundation for meaningful action.
At the SFMI we’ve been partnering with leading facilities management providers since 2013. Our work with FMs has helped them tackle a variety of sustainability challenges. We are proud to be driving a more sustainable future for the industry.
If your business is struggling to understand the implications of Scope 3 emissions, or has other ESG needs, we’re here to help.
REFERENCES
https://bit.ly/41wz7bM
https://bit.ly/3E058RF
MAINTAINING MOMENTUM
Liverpool-based property services company The Momentum Group has been going through a period of rapid expansion. FMJ held a Q&A with Matthew Pilling, Director of its FM business,
Maintain on his plans to grow the facilities division
Q: What is your career background in FM and what prompted you to join Momentum?
A: “I studied a management course at university, which included modules on planned preventative maintenance and facilities management. A er completing my studies, I joined Carillion in their graduate scheme, where I focused solely on facilities management. As part of the programme, I relocated from the North West to the South East and placed on a six-month rotational programme. This allowed me to gain a broad understanding of the Carillion business by working across various departments.
and client reporting to engineer deployment and live data analysis.
It was during my time at CloudFM that Engie approached us with an acquisition o er. This was my first introduction to Engie, which had recently acquired the US Air Force contract from Interserve. Before joining The Momentum Group, I took a step away from facilities management and served as Managing Director for a ground engineering business. This role was a complete departure from my previous experience but allowed me to broaden my skill set and gain new perspectives.
However, Carillion was facing significant challenges at the time and eventually went bust. This prompted me to explore new opportunities, and I decided to move to central London, joining BNP Paribas, a French bank that had recently acquired Weatherall Green Smith, a property management organisation.
A er my time at BNP Paribas, I moved to Capita, which was also struggling at the time. The business faced issues with TV licensing and congestion charging, and it lacked structure, with four di erent FM divisions operating across the UK in various forms. Seeking a more innovative environment, I joined CloudFM, a startup that was truly ahead of its time. They developed an online live reporting platform linked to QR codes, creating a seamless process from job reporting
I joined The Momentum Group at a pivotal time to revolutionise, develop, and grow the company’s FM business, Momentum Facilities Management Ltd (Momentum Maintain). My years of experience have given me a clear understanding of what works and what doesn’t, and I wanted to apply these learnings to drive meaningful change. The Momentum Group o ered me the chance to adapt, develop, and grow the business, which was a key factor in my decision to join. Essentially, it was about putting my years of learning into practice and having the ability to drive change from within.”
Q: Who founded The Momentum Group and how it has the achieved its expansion out of the North West to cover the rest of the country?
“The Momentum Group provides advice, construction, project management, property management and facilities management services. Based in Liverpool, the founders have more than 30 years full-service property experience, have worked regionally and nationally and thrive on an ability to generate results working with a trusted and agile team to deliver to the highest standards.
Chris Bliss and Chris Renshaw expanded the
company from the North West to across the country, following an appointment last year to provide property management services for the White Lion Walk Shopping Centre in Guildford, working with real estate investment manager Redevco. Additionally, they secured a more recent appointment from the Royal Borough of Windsor and Maidenhead to execute a £1.7 million refurbishment project, transforming an industrial unit into a temporary housing shelter.”
Q: Momentum covers the full lifecycle of building and investment services. How does the expertise of the consultancy, construction, and project management side of the business feed into the FM services side, and is there much synergy?
“We are one of the few businesses that o er a full spectrum of property services, providing unique solutions to clients. This starts with advisory for major projects, in-house building services, and planned preventative maintenance services. Additionally, we o er FM and property management for service charge purposes. The synergy between Maintain and the other businesses is significant. Each of the other three businesses, Momentum: Advise, Build and Manage, act as internal clients to FM (Maintain). This means Maintain is the only business that works across all three, allowing us to o er in-house solutions and advice. For example, if a client needs a cleaning audit, we recommend appropriate cleaning solutions.
Moreover, we collaborate closely with Momentum Build for end-of-tenancy cleans, end-of-project cleans, and sparkle cleans. This integration enables us to o er preferential rates for planned contracts and reactive works for property management. Essentially, Maintain acts as the catalyst between the other businesses, ensuring services are delivered e iciently on-site.”
Q: What is the size and scale of the Maintain business?
“We currently serve 37 clients, operating under a total facilities management model. This means we manage all aspects of their facilities management, including security, cleaning, mechanical and electrical repairs, maintenance, and compliance. Our services range from managing single residential flats, where a repair might cost as little as £50, to large-scale commercial projects. We tailor our commercial models and service delivery to meet each client’s specific requirements.
The business is highly supportive of this flexibility, which is unusual for an FM provider. We o er a broad spectrum of services, from so services like cleaning,
security, and concierge to mechanical and electrical works and statutory compliance. Geographically, around 70 per cent of our work is concentrated in the North West, but we also operate in London, Guildford, and other locations. Our portfolio includes retail shopping centres, commercial o ices, warehouses, residential apartments, and serviced apartments. We currently have 24 team members employed by Maintain, as well as a large pool of subcontractors working on our behalf.
Our range of services comprise:
General Facilities Management: We provide total facilities management for Park Retail and their o ices across the North West. This includes a one-stop solution for all planned and reactive works, security, and concierge services.
in-house maintenance team for reactive and plant maintenance. Landscaping services are provided to clients like The Keel, a residential apartment complex in Liverpool, and Aviation House, a property management client.
We currently serve 37 clients, operating under a total facilities management model. This means we manage all aspects of their FM, including security, cleaning, mechanical and electrical repairs, maintenance, and compliance.”
Security and Concierge Services: We both self-deliver and subcontract these services. For example, we manage security and concierge services at White Lion Walk Shopping Centre in Guildford. Cleaning, Maintenance, and Landscaping Services: We self-deliver all cleaning operations unless they involve high-level or high-risk tasks, such as gutter or roof cleaning, which we subcontract to specialists. We have an
Planned and Reactive Fabric Maintenance: We handle everything from full building lifecycle models over 25 years to small reactive repairs, such as fixing a door handle in a residential apartment. Health and Safety Compliance, Including Fire Safety and Disability Discrimination Act (DDA) Compliance: We use a programme called RiskWise to manage health and safety compliance. All statutory compliance tasks, such as fire alarms, emergency lighting, fire extinguishers, and gas safety checks, are planned and managed through this system. We use a mix of in-house and subcontracted labour for specialist services like catering gas. Fire risk assessments and DDA audits are conducted by The Momentum Group’s health and safety team.”
Q: Aside from retail and commercial properties which other sectors does Maintain cover?
“We cover retail shopping centres, commercial o ices, residential properties, and warehouses. While we don’t specialise
For customers, B Corp certification is a major selling point. For instance, if a customer is undergoing an ISO audit, they can confidently state that we are B Corp certified, which demonstrates our commitment to meeting high standards. This not only enhances our reputation but also builds trust with clients who prioritise sustainability.”
in one sector, our largest areas of expertise are retail and service departments.
We are heavily focused on the North West but are expanding further into the South East. Our ability to operate across the UK allows us to take on a diverse range of clients and projects, ensuring we can meet the needs of businesses in various locations.”
Q: The Group achieved B Corp Certification in 2024, how does this support Momentum’s aim of meeting social and environmental goals?
A: “Achieving B Corp certification is a significant milestone for The Momentum Group, as it demonstrates our commitment to meeting rigorous environmental and sustainability standards. Importantly, these principles are not just theoretical but are put into practice across the business. From our supplier database to on-site delivery, every aspect of sustainability and
environmental responsibility is measured. This includes waste management, materials used, and ensuring our supply chain aligns with our sustainability goals.
For customers, B Corp certification is a major selling point. For instance, if a customer is undergoing an ISO audit, they can confidently state that we are B Corp certified, which demonstrates our commitment to meeting high standards. This not only enhances our reputation but also builds trust with clients who prioritise sustainability.
Furthermore, B Corp is becoming increasingly recognised in the marketplace, and The Momentum Group is actively engaging with other B Corp-certified customers and suppliers to align our sustainability goals. As a business, our investment in sustainability is substantial, with a dedicated in-house sustainability team focused not only on environmental impact but also on supporting local
communities and giving back.”
Q: What are your plans for growth within the Maintain business?
“Our growth strategy is three-pronged: Maximising growth with existing clients: We aim to deepen relationships with current clients by o ering additional services and maintaining strong communication. This approach is more e icient and builds long-term partnerships.
Internal opportunities: We look for ways to o er our services to other businesses within The Momentum Group, leveraging our existing relationships to expand our reach.
New business: We focus on scalable opportunities with manageable risk levels, targeting total facilities management contracts with large organisations.
This allows us to grow sustainably while maintaining high service standards.”
Q: How do you foresee the impact of digital solutions, particularly AI, in measuring, planning, and improving FM services?
“Around 10 years ago, there was a significant push for digital solutions in FM, such as QR codes and asset tagging, to provide live reporting and clear data for clients. However, the industry’s low margins have hindered progress in this area.
I believe there needs to be a renewed focus on AI and transparent reporting to bring FM up to the standards of other industries. Transparency is key, as clients should have access to accurate, real-time data to make informed decisions. This will improve e iciency and trust in FM services, ultimately driving better outcomes for both clients and service providers.”
Q: Your avowed aim is to o er ‘bestin-class e iciency through the implementation of sector-leading innovation’. What kind of innovations do you believe are key?
“Transparency is at the heart of innovation. Clients need clear, accurate reporting and the ability to access data instantly. In planned preventative maintenance, innovations in reporting speed and live data are crucial. For example, clients should be able to decide instantly whether to repair or replace an asset.
The cleaning sector also has significant potential for innovation. While there was a push during COVID-19, the industry has since stagnated. Embracing technology to improve cleaning standards is a key area for growth, and I believe this will be a major focus in the coming years.”
23rd October 2025
Hilton London Canary Wharf
The FM Technology Forum is a focused event designed for senior FM professionals seeking to enhance their understanding of the latest solutions to support their upcoming technology-related FM projects. It brings together leading product and service providers offering innovative tools and services within the sector.
The Forum features one-on-one business meetings, interactive seminars, and valuable networking opportunities. Full hospitality, including meals and refreshments, will be provided throughout the event.
Courtney Saggers
01992 374088
c.saggers@forumevents.co.uk
INDUSTRIAL STRATEGY
Emma Cooke, Operations Manager at waste management business Envirovue o ers advice on improving waste segregation, boosting recycling rates and embedding sustainable practices across factories and industrial settings
Every year, the UK produces 41.1 million tonnes of industrial waste, with a significant amount created because of manufacturing and industrial processes.
Complex waste streams within industrial settings present distinct sustainability challenges that require a streamlined approach to waste segregation. As waste management practices have evolved rapidly over the past decade, driven by the UK Government’s commitment to eliminating emissions across all economic sectors by 2050, organisations must adopt tailored approaches to waste segregation to reduce and o set carbon emissions.
REDUCING WASTE AT THE SOURCE
A key principle of sustainable waste management is reducing waste at its source. Within industrial facilities, this requires close collaboration with suppliers to reduce packaging waste and minimise the use of excess materials during the production process. Returning packaging to suppliers for reuse is also an important strategy, as it allows businesses to continue to utilise materials, reduce disposal costs and lower overall environmental impact. Recycling plays a crucial role in any successful waste management strategy. By ensuring that recyclable materials across metals, plastics and production o cuts are accurately tracked, sorted and processed, manufacturers can prevent valuable resources from being lost to landfill which not only harms the environment but also brings additional costs through taxes and disposal fees.
The careful segregation and recycling of industrial waste not only helps recover raw materials that can be reintroduced into production cycles, but also significantly lowers the demand for new materials. This then reduces the overall energy consumption and cuts down the greenhouse gas emissions typically associated with extracting and manufacturing new products.
By tackling waste at its origin, factories can cut disposal costs, reduce environmental impact, and make segregation and recycling e orts more straightforward.
STREAMLINING WASTE STREAMS
Managers looking to streamline waste processes should conduct data-driven waste audits with regular monitoring to identify ways of minimising waste at the source and ensure waste streams are managed e ectively.
Segregation can ensure that valuable recyclables, such as metals, plastics, and cardboard stay out of landfill and are instead returned to the manufacturing cycle or given a new life elsewhere.
A structured segregation plan within every facility can help ensure improved recovery rates. FMs working at manufacturing plants should implement clear, colour-coded segregation systems with the use of highvisibility signage and well-placed recycling stations located alongside waste generation points. Regular training of sta on waste disposal methods can help reinforce the correct sorting practices, with clear policies and rules to help eliminate contamination. Without these systems in place, recyclables
may be contaminated, reducing their value or rendering them non-recyclable altogether.
INVESTING IN INNOVATIVE TECHNOLOGY
Technology plays a crucial role in waste reduction, but implementing new solutions can be costly and complex. Partnering with a waste management provider that covers all waste types, prioritises re-use and avoids landfills can be a cost-saving business decision.
In an industrial setting, smart technology enhances e iciency. Digital tracking systems provide valuable insights into waste generation patterns, allowing factories to identify areas for improvement and adjust recycling strategies accordingly.
A provider’s approach should be to help client’s reduce waste at its source by o ering end to end solutions across all the waste streams to reduce complexity and deliver cost e ective waste management strategies.
CONDUCTING WASTE AUDITS AND LEVERAGING DATA
For factories handling multiple waste streams, waste audits are an essential way to implement e ective waste reduction strategies. Taking a holistic approach is key. Instead of focusing on individual items like packaging or hazardous waste, facility managers should look at the entire waste output to develop smarter segregation and recycling strategies.
This is where comprehensive waste audits become invaluable. Audits provide data-driven insights that go beyond surface level observations, allowing businesses to identify the volume, type, and source of each waste stream within their operations.
By leveraging advanced reporting and analytics tools, facility managers can gain real-time visibility of their waste streams. This data empowers them to make informed decisions, adjust operations proactively and track progress toward sustainability goals. This in turn leads to smarter, more targeted segregation and recycling strategies.
HANDLING HAZARDOUS WASTE
Traditional methods of managing hazardous waste such as landfill and incineration are unsustainable, leading to environmental pollution and contributing to climate change.
Because factories o en deal with hazardous materials, oils, chemicals, or batteries that require careful segregation and handling, designated areas for
hazardous waste, clear labeling and specialist training are important ways to prevent cross-contamination and ensure regulatory compliance.
requirements.
EDUCATING TEAMS
Without accurate data, it’s nearly impossible to manage these hazardous materials safely, cost-e ectively, and in compliance with regulations. A comprehensive waste audit, underpinned by detailed data collection and analysis will help facility managers gain a clear picture of their hazardous waste streams.
underpinned by detailed
It is important to thoroughly understand the type and quantity of hazardous waste generated. A thorough waste audit helps identify areas where waste can be reduced, reused, or handled more e ectively and help FMs implement safer, more e icient handling and storage processes. A datadriven approach not only minimises the risk of environmental contamination and regulatory breaches but also improves worker safety and reduces disposal costs.
Education and team engagement in managing waste streams is key, but a major challenge in e ective waste management is ensuring that employees fully understand and engage with recycling e orts.
understand
It is important to thoroughly understand the type and quantity of hazardous waste generated. A thorough waste audit helps identify areas where waste can be reduced, reused, or handled more e ectively and help FMs implement safer, more e cient handling and storage processes...”
Facility managers must ask
Facility managers must ask themselves: “Are employees actively participating in recycling?” “Do they understand the importance and requirements of the waste management system in place?”
or handled more e ectively and
Robust segregation of hazardous waste is essential to avoid cross-contamination and enable e ective recycling or treatment. By understanding di erent types of hazardous waste and separating the di erent types, such as chemicals or batteries, each stream can be handled and disposed of according to its specific
To maximise recycling success there is a need for better education that challenge people’s mindsets towards waste management. To create real change, we must educate teams on why waste segregation matters and how their actions directly impact the environment and their organisation’s sustainability goals.
change, we must educate teams
This is why when choosing a waste management partner, businesses should enquire about the educational tools they can make available to support employees. Workshops, visual guides, and interactive training sessions can help sta grasp best practices. Implementing incentive programmes such as sustainability challenges or department-based rewards that encourage participation and boost motivation is another important step towards meeting sustainability goals.
KEEPING UP APPEARANCES
Mark Styles, MD of façade cleaning experts Thomann-Hanry, o ers expert advice on the cleaning of historic and listed building façades
Historic and listed buildings, no matter the size, are a visual reminder of the cultures of di erent eras within the built environment. The need to maintain and preserve these structures is crucial to ensure they can be enjoyed by future generations.
While interiors are normally the first thought, when it comes to upkeep and preservation, the building’s façade is an area which will also need regular, specialist conservation and cleaning to prevent the expense and inconvenience of major structural work as the result of neglect and decay.
Thomann-Hanry has cleaned the façades of some of the UK’s most recognisable historic and listed buildings including the Bank of England, The Ritz, Somerset House and Devonshire House and understands the important contribution careful cleaning can make to their exteriors.
WHY CLEAN
The modern urban environment in which many historic and listed buildings are situated, are havens of dirt and grime, much of which, while perceived as benign, can, over time, cause significant discolouration and surface damage to the façade’s substrate. Even in more rural areas, long term build-up of biofilm (a
thin layer of algae and phytobacteria) and water damage can be just as harmful. Regular cleaning and maintenance checks can spot areas of concern and quickly remedy them before they turn into more structural, time-consuming, and most importantly costly problems.
WHICH METHOD IS RIGHT FOR YOUR BUILDING?
Before you undertake any façade cleaning, you will need to understand the structure and materials which are used on your building’s façade. This simple starting point will allow you to form a considered approach to the types of cleaning which can be undertaken for your historic or listed building. Using the wrong method, can cause both short and long-term problems which can add unexpected time and cost considerations.
METHODS OF CLEANING
With historic and listed buildings, the cleaning methods used to maintain the building’s façade has several constraints which will need to be considered. The most important is that the cleaning technique must not cause direct or indirect harm to the building’s surface. Any cleaning method used should also
preserve any masonry patina, not deposit or generate by-products which a ect future preservation works, and the method should not initiate new decay processes or exacerbate old ones.
WET CLEANING METHODS
There are three main water-based options when looking at cleaning the façade of a historic or listed building. Systems which use water at variable pressures with high temperature such as DOFF, systems which use water and abrasives at a low pressure such as TORC, and systems which use constant water misting.
With these water-based systems, a good surface clean can be achieved. However key areas of concern include high usage rates of palatable water, over-saturation which can mobilise salts within the façade causing corrosion of metal fixings and e lorescence and the risk of frost-damage during the colder months (which can lead to intricate carvings cracking and braking). With the constant water misting systems unsightly, time-consuming, and expensive sca olding will always be required, more persistent staining will require scrubbing or mechanical removal, which can cause staining on limestone/sandstone, creates conditions favourable for rot in timber structures, and is ine ective on tightly bonded soiling.
DRY CLEANING METHODS
There are two key types of dry-cleaning methods, abrasive cleaning and façade gommage cleaning. With abrasive cleaning methods a medium to high pressure is used with an abrasive medium such as sand, shot, or ground-up nut shells to chip away at the surface of the dirt and grime. With this
type of cleaning a good surface clean can be achieved but it can cause damage to the façade’s surface especially on so er stones such as sandstones and limestone, repeated use can, over time, cause highly decorative and intricate areas to be damaged or worn away by this method.
With the façade gommage cleaning method, ultra-fine aluminium silicate powder is blown under low pressure over the surface of the façade, gently rubbing away the surface dirt and grime. Unlike most wet and dry options, sca olding isn’t required so reducing the time taken to perform the clean and no temporary structures obscuring the building (an ideal choice for hotels and retail businesses). The system also o ers one of the best end results, taking a building back to the original
façade colour while preserving any patina which may be present.
CHEMICAL & SPOT SURFACE CLEANING METHODS
When smaller more specific areas need cleaning, such as to remove gra iti or more stubborn or encrusted stains, the use of specific cleaning methods such as chemical treatments, are more commonly used. These need to be patch tested to ensure there is no reaction to any of the materials on the façade.
Poultice application can also be used, but once again only on small areas a er patch testing has been carried out. These topical pastes are applied and le to remove stains, but with typical ‘dwell’ periods of 24 to 72 hours, these are slow and may require additional applications for them to be e ective.
Lazer and cryogenic cleaning methods use ablation as a way of removing encrusted dirt and grime. Once again this is not suitable for larger areas of soiling.
FINAL CONSIDERATIONS
It’s not just the method which needs to be considered when looking to clean and refresh a historic or listed building’s façade. The company you are looking to employ will also need to show that they understand the need for sympathetic cleaning for these types of building.
For those buildings which have listed or scheduled monument status, working with a company who understands the constrains which will need to be applied to any cleaning methods is vital. Ask to see examples of the types of buildings which they have previously worked on and how they were able to execute a sympathetic façade clean.
NORTHWOOD MAKES NATURAL DEVELOPMENT
Northwood Hygiene Products Ltd – the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products – has boosted its commitment to sustainability with the launch of its new Natural range of folded hand towels and roll towels, which is manufactured in the UK from 100% recycled cardboard instead of sorted o ice waste.
The range is made from 100% recycled and untreated packaging, meaning no paper pulp or recycled brown paper is used during the manufacturing process. The cardboard used is FSC® certified, sustainably-sourced and non-bleached.
Paul Mulready, marketing manager at Northwood, says: “Drying with paper towels is still the method of drying that’s advised by the NHS and the use of natural paper is a great option for end users who are eager to reinforce their environmental commitment.
“Our natural paper products are FSC® certified and manufactured in the UK, making them ideal for end users who want to deliver optimal hygiene without compromising on sustainability. Furthermore, it requires fewer manufacturing processes during production, helping to further reduce environmental impact.”
The products are available across Northwood’s flagship Raphael, North Shore and Essentials brands, with their distinctive brown colour derived from the recycled cardboard packaging, from which they are made. All packaging in the Natural range if recyclable.
GLASS ENTRANCE LOBBY CREATES AUTOMATIC ENTRANCE TO OXFORD CHAPEL
Working with commercial glazing specialists IQ Projects, TORMAX has delivered discrete and reliable automation to a new draught lobby installed inside the main entrance to the 13th century chapel at Merton College, Oxford.
Successfully reducing heat loss from the building whilst improving the internal ambient temperature, the elegant glass lobby features two sets of automatic sliding doors. Working in tandem, the doors are powered by in-house designed TORMAX iMotion 2202.A operators.
HMG PAINTS SUPPORTS LOCAL PARTNERSHIP WITH FC UNITED’S COMMUNITY GYM PROJECT
Manchester-based, HMG Paints’ range of sports venue coatings has once again played a crucial role in a refurbishment project at Broadhurst Park, transforming the club's community gym as part of the partnership between HMG Paints and FC United.
The project, which saw the transformation of an underutilised space under the main stand turned into a community gym space, utilised HMG's HydroPro All Purpose paint.
HydroPro All Purpose played a crucial role in the successful completion of the project. Its user-friendly formula ensured a smooth and e icient application process, while its minimal surface preparation requirements significantly reduced project time and costs. Furthermore, HydroPro All Purpose boasts quick recoat times, enabling rapid project completion.
FC United of Manchester’s Community Gym is designed to be inclusive and accessible, o ering various programmes and services for everyone. From women's health classes and a er-school activities for kids to support for academy players and rehabilitation a er injury, the gym provides a welcoming environment for people of all ages, backgrounds, and abilities to belong and thrive.
Expressing his gratitude, FC United of Manchester’s General Manager said: “We are incredibly grateful to HMG Paints for their generous support and high-quality paint, which has truly transformed our new gym. Your contribution has helped us create an inspiring and vibrant space for our community.”
KENT COMPANY WINS BIG WITH IRONMONGERYDIRECT’S TRADEXTRA PRIZE DRAW
Helping maintain the heritage aesthetics, the iMotion 2202.A has an installation height of just 100mm which, along with a slender guide track, makes it suitably unobtrusive. Reliable AC motor technology combines with a state-ofthe-art microprocessor control system to deliver near-silent movement quality, for an appropriate entrance into this ancient place of worship.
With sustainability a targeted priority throughout the College, it was recognised that the existing entrance doors were a source of avoidable heatloss. Seeking a modern solution that would create a welcoming atmosphere without compromising the building’s historic charm, IQ Projects was contracted to install a thoughtfully designed glass lobby.
“We have worked with IQ Projects on a number of di erent installations,” comments Simon Roberts, MD for TORMAX. “This glass lobby is a truly elegant solution with the automatic sliding doors o ering seamless and unhindered access for everyone.”
IronmongeryDirect, the UK’s leading online ironmongery specialist, is excited to announce the winner of its TradeXtra prize draw.
David Marguet-Turner, owner and founder of DMT Facilities based in Broadstairs, Kent has been announced as the lucky winner of 150,000 loyalty points to spend with IronmongeryDirect’s TradeXtra Rewards loyalty programme.
The prize draw ran between 7th October 2024 and 12th January 2025. Any IronmongeryDirect customer who opened a TradeXtra Account and registered for TradeXtra Rewards during this period were automatically entered into the prize draw.
David, a customer of IronmongeryDirect for over 10 years who opened a TradeXtra Account in October, was thrilled to be presented with the prize and revealed that he is planning to use the points to book a holiday.
IronmongeryDirect’s TradeXtra Account provides customers with instant interest-free credit of up to £10,000 for up to 60 days, easy online account management, exclusive discounts and o ers, and early access to promotions and prize draws – all with no annual fee or hidden costs.
TradeXtra customers can opt-in to join the TradeXtra Rewards loyalty programme, where members earn one loyalty point for every £2 spent on products from IronmongeryDirect which can then be redeemed against a comprehensive catalogue, including rewards such as gi cards, exotic holidays, smart televisions, and gaming consoles.
AI-READINESS IN FM: BALANCING INNOVATION WITH THE HUMAN TOUCH
Facilities Management (FM) is, first and foremost, a people business. While Artificial Intelligence (AI) has the potential to transform operations, it cannot replace the human expertise, judgment, and experience that define the industry. The real challenge is ensuring that AI enhances FM teams rather than displacing them, improving e iciency while keeping decision-making firmly in human hands.
Some FM leaders remain cautious about AI, concerned about hype-driven solutions that overpromise and underdeliver. While AI-powered automation and analytics are already proving their worth in predictive maintenance, energy optimisation, and asset management, more advanced AI applications, such as AI-powered virtual assistants, are still evolving.
“Understandably, there's nervousness around AI,” says Karl Broom, Sales Director – FM & Energy Solutions at MRI So ware. “AI will never replace the relationships and hands-on expertise that are so essential in FM, but what it can do is reduce the noise so professionals can focus on more meaningful work that drives value for clients and building users.”
Cutting Through the Hype: Practical AI for FM AI is already proving its value across FM, not as a replacement for professionals, but as a tool that enhances e iciency and decision-making.
AI solutions, such as MRI Agora Insights, can detect potential equipment failures before they happen, allowing FM teams to carry out proactive maintenance, reducing downtime and unexpected costs. By tracking energy consumption patterns, AI helps optimise usage, reducing waste and improving forecasting. On the reporting side, AI analyses large volumes of data, identifying trends that support better asset management and operational improvements.
The next step in AI’s evolution within FM is to move from automation into more advanced generative AI technologies. One example is AI agents. These tools can gather information, triage and log service requests automatically, allowing FM professionals to focus on high-priority issues.
“AI alone is not enough,” Broom cautions. “You still need a human in the loop - especially in FM, where context matters. An AI might be able to raise a flag or log a request, but it’s the human who decides what to do next. We see AI as a co-pilot, not the pilot.”
Laying the Foundations for AI: Data, Governance, and People AI isn’t something FM businesses can simply “switch on” overnight. To unlock its full potential,
organisations must first lay strong foundations in four key areas:
Prioritising end-user needs – AI must be designed to support FM professionals, addressing real challenges rather than introducing unnecessary complexity. Engaging with the people who will use the technology ensures successful adoption.
Ensuring governance and security – AI must be transparent, compliant, and free from bias. Organisations need to set up clear governance structures to maintain control, regulate AI outputs, and prevent unintended consequences.
Data readiness and accuracy – AI is only as good as the data it processes. FM businesses must standardise, cleanse, and integrate their data to ensure AI-driven insights are accurate, meaningful, and actionable.
Gradual adoption and scaling – AI should be implemented in phases, starting with targeted applications that deliver clear e iciency gains. Once businesses see measurable benefits, they can scale AI adoption based on proven success.
“Getting AI right means starting with the basics:
clean data, clear governance, and listening to the people on the ground,” says Broom.
The Future of AI in FM: A Strategic, People-First Approach
AI is no longer a distant future for FM - it is here. But its success will depend on how well it integrates into real-world operations and enhances, rather than replaces, human expertise.
“At MRI, our approach to AI is grounded in trust and collaboration,” Broom explains. “Our AI solution, MRI Agora Insights is a result of this collaborative approach. We’re working hand-in-hand with some of the UK’s largest FM providers and public sector bodies to understand what works for them and lay the groundwork for AI-readiness, making sure it’s secure, sustainable, and aligned with operational goals.”
To find out more about MRI So ware’s AI solutions and how they can help your organisation to break down data silos and enhance informed decision making, contact MRI So ware today.
NEW - AUTOMATIC WHEEL-BLOCKING SYSTEM FROM HÖRMANN
Hörmann UK have introduced a new Automatic Wheel-blocking system (AWB) for the ultimate in loading bay safety. Designed to counter the risk of the premature departure of a vehicle and ‘vehicle creep’ during loading and unloading operations, Hörmann’s AWB detects a reversing vehicle and securely blocks the rear wheel preventing it from moving - helping to eliminate human error and keeping warehouse personnel and drivers safe.
One of the most versatile automated vehicle restraint systems available on the market, the Hörmann AWB is suitable for use with all types and models of vehicles, from small parcel vans to large articulated lorries. Built to withstand the rigorous conditions of busy loading bay operations, it is rugged in its construction, with all the hydraulic and electronic components being contained within a sturdy galvanised housing which provides protection against dirt and adverse weather.
The system provides a working range of 2825mm and a blocking height of 300mm removing any possible collision with mudguards and vehicle trims.
To take account of any unevenness on site it is height adjustable by up to 50mm and is available in either le or right-handed versions. It is quick and easy to fit as it only requires a few anchor points.
Once a vehicle is safely positioned at the loading bay the integrated wheel guide can be activated inside the building at the touch of a button. The driver remains within the vehicle with a warning light/tra ic light system on the loading bay to indicate when it is safe
to move o . The easy-to-use Hörmann AWB controller can be used as a stand-alone solution or integrated into other Hörmann control systems. It can be simply updated and interrogated using mobile data.
Commenting on the new AWB, Phil Thorpe Industrial Division Manager at Hörmann UK said:
“The new AWB from Hörmann is what the market would expect, a robust, well-engineered and practical solution to a problem o en seen during loading operations. Suitable for all types of warehousing and logistics facilities we see this product playing a key role in improving workplace safety, reducing accidents, and keeping loading operatives safe in what can be a dangerous area.
"Our AWB system has been designed with ease of installation, operation, and maintenance in mind, all helping our customers to maximise their loading e iciency and ensure that any downtime is kept to an absolute minimum.”
For information on the Hörmann AWB scan the QR code provided. Or visit https://bit.ly/4i1sMeL
VOX IGNIS LAUNCHES SMARTER SAFETY ALARM SYSTEM
Vox Ignis, the leading manufacturer of audio fire and safety systems, will launch its new AssistCallPro safety alarm system at the Fire Safety Event 2025.
AssistCallPro is a networked system with up to 64 field lines/zones delivering alarms for: accessible toilets and bedrooms; water leaks; fire doors; emergency exit doors; pools and saunas; panic and emergency; defibrillator, first aid boxes and medical cabinets; plant and general emergency. The system can run any combination of alarm types, with multiple touchscreen control and indication options across the network. A 4-way (expandable to 8-way), fully-programmable relay output allows the system to connect into BMS and third-party systems while a switch interface allows almost any sensor or input to be connected.
The range includes input and output devices for all alarm types in white or stainless finishes and with IP66 variants. Fully compliant to BS 8300-2:2018 and easily expandable, the system fits in single or double gang back boxes and is designed to look attractive in any environment.
Installation is simple with network autolearn and fault finding graphically manged from any of the AssistCallPro touchscreen modules. The network includes a choice of four modules: PSU; four zone controller; programmable relay module; and touch screen controller/repeater that can be used in any combination to suit site requirements. The network loop-length can easily expand to 7km making it future proofed as site layouts and uses change.
The remote PSUs can each power four network modules, with optional battery backup and can be 100m from the PSU, allowing the PSUs to be conveniently located for mains connection. Field line devices can be installed in any order and are all powered from the line. All wiring is Cat5 for the networking (power and data) and Cat5, security cable or twin and earth for field lines.
Jeremy Kirkup, sales director at Vox Ignis said: “We’re delighted to be launching the latest version of our earliest product AssistCall, especially as it adds so many unique features and benefits for our customers and end users. AssistCallPro’s attractive aesthetics, intuitive installation, and easy commissioning have already attracted a number of use cases including safety alarms for pools, water parks, and saunas; panic alarms in doctors’ surgeries; first aid alerts for factories; medical emergency alarms in gyms; water leak in residential blocks; emergency door alarm in care homes; and of course, accessible room and WC alarms. We’re already looking to add more alarm types in the coming months.”
KING GAMES CHOOSES FLUID FOR OFFICE FURNITURE RENTAL
King Games
King Games is a global leader in the gaming industry, renowned for developing iconic titles such as Candy Crush and Call of Duty. To create a more agile and adaptable workspace, King Games partnered with Fluid to implement a flexible furniture rental model at their head o ice. This approach allowed them to trial di erent workspace solutions before making longterm commitments.
The Project
With hybrid working becoming the norm, King Games recognised the need to transform their o ice into a more dynamic and adaptable space. Their existing setup no longer reflected the way their teams worked, and they wanted to create an environment that balanced collaboration, focused work, and flexibility while reducing financial commitment.
To achieve this, King Games opted for Fluid’s rental model, allowing them to trial a variety of furniture solutions before making long-term investments. This approach resulted in an impressive 52% CapEx saving. The collaboration began with an initial discussion, and within just three months, King Games had selected, received, and installed their chosen furniture solutions.
A key feature of the new o ice was the integration of workspaces tailored to di erent tasks and working styles. High and low collaboration tables were installed to facilitate teamwork and brainstorming, while private working booths provided quiet areas for individual focus. Open sofa booths encouraged
informal discussions, while Framery meeting pods and Campers & Dens pods created soundproof spaces for confidential meetings and video calls. Additionally, enclosed Torus M single work pods allowed employees to work distraction-free when needed.
Flexibility was central to the design, ensuring employees could adjust their workspace based on real-time feedback. A er 12 months, a full review was conducted, allowing King Games to swap underutilised furniture for solutions that better supported their teams. This adaptable approach ensured the o ice remained aligned with the company’s needs, providing a long-term solution that could evolve over time.
Feedback from employees has been overwhelmingly positive, with many highlighting the ability to choose the right workspace for their tasks as a key benefit. The flexibility to refine and adapt their environment has resulted in a highly functional and engaging o ice space that continues to support productivity and collaboration.
"Fluid’s rental model gave us the flexibility to trial di erent solutions, adjust as needed, and avoid unnecessary costs. The results speak for themselves –our employees are engaged, and our o ice is a space that truly supports the way we work," said Rebecca Redding, Workplace Manager at King Games.
By embracing Fluid’s rental-based approach, King Games has created a workspace that is cost-e ective, sustainable, and adaptable, ensuring it evolves alongside their workforce. This project demonstrates Fluid’s expertise in delivering scalable o ice solutions, allowing businesses to remain agile in an everchanging workplace landscape.
FLEXIBLE LIFTING AND LOADING WITH DOCK LIFTS FROM HÖRMANN TRANSDEK
Hörmann Transdek have launched a new video showcasing the operational benefits of their range of Dock Li s. Featuring a recently completed installation for Storage Works in Birmingham, the video demonstrates the operation of a standard dock li fitted within a loading bay.
The new dock li provides Storage Works with a safe and e icient solution for transporting goods from ground level of the loading bay to the raised floor of their storage facility. Having previously partnered with Hörmann Transdek for the installation of multiple mezzanine goods li s across their network, Storage Works once again chose Hörmann Transdek for their innovative solutions, professional project management, and skilled installation teams.
Marcus Cotterill, Site Manager of Storage Works said: “The new li has been a game-changer for our business. Its ease of use and the added safety it o ers when transporting goods to the first-floor level are exceptional. It has helped to streamline our operations, boosted e iciency, and noticeably increased our business. Looking back, it is hard to
imagine how we managed without it."
The short video is available to view at Hormann Transdek Standard Dock Li (SDL) (https://www. youtube.com/watch?v=OZIbFMX0XHM) or by scanning the QR code provided.
Hörmann Transdek dock li s are suitable for
CLEANING SHOW VICTORY FOR NORTHWOOD
Northwood Hygiene Products Ltd - the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products - has honoured the recent Cleaning Show, applauding it as ‘the best Cleaning Show ever!’.
Paul Mulready, marketing manager at Northwood Hygiene, said: “We’ve been a long-term supporter of the Cleaning Show and this year certainly didn’t disappoint. We were busy throughout the three days and it was brilliant to engage with our industry colleagues and customers. We had an amazing show back in 2023, but I think this year’s event was even better – perhaps the best Cleaning Show ever!”
Northwood launched its new Natural range of folded hand towels and roll towels at the show. The range is made from 100% recycled cardboard boxes, meaning no paper pulp is used during manufacture.
The business also showcased its collection of Raphael washroom dispensers, which are now made from recycled material.
Northwood’s novel Green Loop end to end recycling initiative, which makes it simple to recycle waste products in washrooms, also attracted visitors to the stand. This full-circle service helps customers to recycling three key components – roll inserts, dispensers and used paper towels.
Northwood also displayed its three flagship brands – Raphael, North Shore and Whisper – which have all been developed to deliver superior performance without compromising on sustainability.
both internal and external installations. Designed as modular, surface-mounted ‘plug-and-play’ units, they require no pits or civil works and can be installed in as little as one day.
CE marked and built in conformity with EN1570 and the Machinery Directive, the dock li s are built for a lifetime of robust and safe operation. Designed with operator safety as a priority, a range of safety features have been incorporated, including a curtain to prevent access under the platform when raised, a light beam safety zone that stops the li should goods or a person enter, a safety bar to prevent falls and an emergency stop button.
With a li ing range of up to 1590mm, Hörmann Transdek dock li s can accommodate 2 to 6 pallets and loads of up to four tonnes. They are available with mesh sides or fully clad exteriors for external applications. Designed for flexibility, they can easily be moved or relocated to meet changing business needs.
With tightening UK regulations on acid-based chemicals, HB Trade is helping cleaning professionals, facilities managers and the construction trade stay compliant while maintaining access to the powerful cleaning solutions they need.
The latest changes under the Control of Explosives Precursors and Poisons Regulations 2023 mean that certain high-strength chemicals can only be supplied to verified trade professionals. Among the regulated products are HB Trade Bullitt, a 96% sulphuric acid drain cleaner, and HB Trade Spirits of Salt, a 32% hydrochloric acid industrial descaler, which are available exclusively to registered trade users. To purchase, UK law requires customers to record their details with the seller. This includes supplying the trade or business name and address, photographic ID of the authorised buyer, confirmation of the business type or profession and a VAT registration number where applicable.
“These products are strictly for professional use and cannot be sold anyone under 18, or to the general public without an EPP licence,” says Scarlet McAleeseBanks, Joint Managing Director of Hilton Banks. “HB Trade Bullitt and Spirits of Salts deliver the industrial-strength performance that professionals need, but these products must be handled with care and in full accordance with the law. We are committed to supporting both our trade customers and our distribution partners to ensure that these powerful solutions remain available for legitimate professional use while minimising risk."
KÄRCHER UNVEILS SUSTAINABLE CLEANING INNOVATION AT THE CLEANING SHOW 2025
Exclusive preview of the new modular T-Range dry vacuums
Kärcher, the global leader in cleaning technology, made a significant impact at The Cleaning Show 2025 in London with an exclusive preview of its new sustainable Dry Vacuum Cleaning range. Launching in summer 2025, this pioneering innovative range sets a new benchmark in eco-conscious cleaning solutions, reflecting Kärcher’s commitment to sustainability and performance. Including the new modular T 10/1 HEPA* and T 15 HEPA*, and the T11 Re!Plast* vacuum cleaners, the exciting new Tub vacuum range will revolutionise the market. Key features include:
Outstanding suction power, ergonomic operation, and extremely low noise levels
T 10/1 and T 15/1 made from 45% recycled materials, and T 11/1 made from 60% recycled materials - By manufacturing with less raw materials and energy, and using recycled materials, CO2 emissions are reduced
Highly e ective HEPA 14 filter within modular range. For the highest safety standards in
hygiene-sensitive locations. High filtration and separation e iciency: 99.995%
Battery operation with eco!e iciency mode - Sustainable through reduced energy consumption, lowers volume and noise pollution and extends battery life
Plugable 12m cables for easy service friendly maintenance
The T 11/1 Re!Plast specifically is made of 60% recycled plastic, with its name perfectly encapsulating the vacuum’s core innovation: “Re” for Recycled, “Plast” for Plastic.
These sustainable, ergonomic and ultra-quiet vacuums are testament to Kärcher’s dedication to reducing environmental impact. As durable, highperformance dry vacuums, they provide businesses with an e ective cleaning solution.
Kärcher’s presence at The Cleaning Show 2025 o ered visitors a comprehensive look at its solutions o ering. From high-performance pressure washers and scrubber dryers to vacuum cleaners and automated cleaning solutions, Kärcher provides a complete suite of products tailored to meet the evolving needs of the cleaning industry.
As part of its commitment to revolutionising the industry, Kärcher also showcased its advanced robotic cleaning innovation – the KIRA CV 50. This advanced autonomous solution is designed to optimise cleaning e iciency, reduce operational costs, and maintain high hygiene standards in commercial spaces.
CHOOSING THE RIGHT FLOORING FOR HIGH-TRAFFIC PUBLIC SPACES
When it comes to specifying flooring for public areas with heavy footfall, there is a greater need than ever for durable, easy to clean and attractive surfaces. Looking first at safety, it’s all down to the contaminants present in your environment, as it’s contaminants that determine the level of slip risk.
For high tra ic areas where there’s a chance of water spillage, we recommend high quality safety flooring. All our solutions for high slip-risk areas have PTV≥ 36 and are within the R10 slip resistance category. They deliver sustained slip resistance, reducing the risk of slipping to one in a million for the lifetime of the flooring where water is the contaminant.
For low slip risk areas where spillages rarely happen and there’s no direct access from outside bringing wet footprints, smooth flooring solutions could be ideal. For corridors, waiting areas, classroom and wards, smooth flooring also delivers ease of cleaning and durability and loads of aesthetic options.
Safety and durability are key for flooring for high-
tra ic areas, but the good news is that there is a huge variety of products to that allow you to deliver that and also design creatively. Long gone are the days of grey or blue or nothing. There is a vast array of bright or muted colours available, including those without the safety flooring ‘sparkle’, plus ranges that allow biophilic-design to ‘bring the outside in’, like Altro Illustra that draws inspiration from the
natural world with natural stone, textile and mineral designs.
Specifiers need to consider the needs of all, including those with disabilities. For example, to consider the needs of the visually impaired, there must be adequate visual contrast between adjacent surfaces. There have also been huge steps forward in designing for those with dementia or neurodiversity – see the Altro website for more information on this.
Acoustics can significantly impact an environment and be problematic for specific sectors, like hospitals, care homes, dementia and mental health facilities. Many modern flooring options incorporate sound reduction, so look for those details along with slip-resistance, aesthetics and durability. Finally – sustainability. The growth of adhesivefree flooring is great news as it comes with excellent sustainability credentials, with some, such as Altro’s, being 100% recyclable post-consumer and o ering up to 50% saving on embodied carbon versus the equivalent flooring installed with wet adhesive.
By Dave Ford, Altro’s Specifications Manager – North
FREEZER AND COLD ROOM DOORS NOW AVAILABLE FROM HÖRMANN
Hörmann UK have announced that they have expanded their Construction Project range of doors to include insulated hinged and sliding doors for cold rooms and freezers. Suitable for cold rooms at temperatures as low as 0°C and for freezers at –28°C the doors are ideal for use in cold storage facilities, supermarkets and in the food processing industry.
The cold storage doors HID-80 (hinged) and HIS-80 (sliding) are manufactured with an 80mm thick door leaf that is foamed with polyurethane (PU), with both doors featuring bespoke sealing technology to prevent energy loss. Whilst the new freezer doors, HID-120 (hinged) and HIS-120 (sliding), are manufactured with a 120mm foamed with PU door leaf, o ering impressive insulation. Both freezer door variants are fitted with an integrated, self-regulating frame heating feature preventing the sealing around the door frame from freezing while minimising energy consumption. This extends the life of the seal and ensures that the doors can be opened easily at any time, with all the door seals being easily removed and replaced in case
of maintenance.
Both the cold storage doors and the sliding freezer doors are manually operated, being fitted with extra-large rollers to ensure easy handling with little
CONDAIR ISO9001 MARKS 30 YEARS’ OF QUALITY
Condair, a leading provider of humidity control systems, has successfully achieved re-accreditation for the ISO 9001 Quality Management System (QMS), demonstrating its commitment to delivering superior products and services to its customers.
The ISO 9001 standard is a globally recognised certification that acknowledges companies for their quality management systems. Having first achieved this standard in 1994, this re-accreditation for Condair UK marks over 30 years of dedication to principles such as customer focus, leadership, process optimisation, continuous improvement, evidencebased decision making, and relationship management.
“Re-accreditation for ISO 9001 is a testament to the continuous e ort and dedication of Condair’s team to deliver excellence in all aspects of our operations,” said Dave Marshall-George, UK & Ireland Sales Director of Condair Ltd. “In addition to holding ISO 9001 for more than 30 years, Condair is also accredited for ISO 14001 (Environmental Management) and ISO 45001 (Occupational Health and Safety Management). Our long-term achievement of these standards shows our commitment to environmental sustainability and the health and safety of our employees. We are proud to hold these accreditations, as they reflect Condair's commitment to our customers, employees and our wider corporate responsibility within the HVAC sector.”
force required and are available with either a wall or bottom guide. They can also be combined with Hörmann double-action doors, meaning that whilst the sliding door is open during the storage or removal of goods, the double-action door keeps the cold air in the cold room/freezer, reducing energy consumption.
All doors are delivered to site having undergone a large amount of pre-fabrication, meaning that they can be quickly and easily fitted in front of the wall opening within a thermo-block frame.
The hinged doors are available up to a maximum size of 1100mm × 2300mm, whilst the maximum size for the sliding doors is 4000mm × 2800mm. They are available in two hardwearing, surface finishes - stainless steel with a polished or a matt circular textured finish, or in galvanised stainless steel in Grey White (RAL 9002). RAL colours of choice are available as an option.
For further information on Hörmann cold storage and freezer doors visit Insulated doors for the cold room and freezer | Hörmann or call 01530 516868 or visit https://bit.ly/42p00Qq
ICEL NIGHT WALK UP SNOWDON POWERED BY EMERGENCY LIGHTING SUPPORTS ELECTRICAL INDUSTRIES CHARITY
In the early hours of Saturday 15th March, a dedicated team from The LIA, alongside industry members, embarked on a challenge - climbing Snowdon (Yr Wyddfa) at night. This event was more than just a test of endurance; it was organised to raise awareness of the critical role of high-quality, compliant emergency lighting, while supporting the incredible work of the Electrical Industries Charity (EIC).
The EIC provides crucial assistance to those within the electrical and energy industries, ensuring support is available whenever individuals or their families face challenges, at any stage of life. By undertaking this challenge, our team aimed to highlight the importance of emergency lighting in maintaining safety and wellbeing.
The challenge itself began at 3 AM, with participants aiming to reach the summit before sunrise, and before the emergency lighting batteries ran out. Their teamwork was clear as they pushed forward in the darkness, relying on their preparation, keen sense of direction, and the support of their fellow climbers.
We are incredibly proud to announce that we raised £2,170 for the EIC.
https://www.thelia.org.uk
LEADERSHIP HIRES AT COMPASS
SBFM APPOINTS PRODUCT DIRECTOR
Compass Group UK & Ireland has appointed Michelle Sanders in the role of Chief Growth O icer and Sophie Smith as Chief People O icer, both will start in April and will join the Executive team.
Sanders was previously MD of Samworth Brothers Futures, which focuses on exploring upcoming trends and fostering connections in non-traditional retail domains. Sanders will be responsible for delivering the company’s growth agenda, overseeing its growth community team across all sectors.
Smith joins from the position of Chief Human Resources O icer, leading the People function for BW Group, a global maritime and sustainable technology company, based in Singapore. As Chief People O icer, Smith will take the lead on Compass Group UK & Ireland’s Talent agenda and continue work in delivering the company’s ‘Our Social Promise’ – a commitment to support a million people with opportunities and change their lives through job creation, education, training, community and charitable engagement by 2030.
MD APPOINTMENT AT PRAXIS FM
Mark Fenn has been appointed to the role of Product Director at so FM service provider SBFM.
Working with SBFM’s CTO, Ricky Majer, Fenn will be instrumental in optimising technological services ensuring SBFM continues to pioneer as an industry leader in innovation.
Fenn is responsible for analysing market needs and developing and scaling tech, data, and automation. His passion for digital products and technology, combined with his commitment to delivering customer value and commercial scalability make him perfectly aligned with SBFM’s ethos and values.
Praxis Group has bolstered its senior team with the appointment of Andrew Lunt as Managing Director of Praxis Facilities Management (PFM) Ltd.
The role will see Lunt working closely with the Praxis Group Board in driving the growth of Praxis’ in-house facilities management business with a focus on enhancing the service o ering and delivering new business.
Lunt was previously Managing Director at Atlas Workplace Services where he held the position of Group Head of Services and joins Praxis at a time of sustained growth across the Group, with the remit to provide dedicated leadership to one of the vertically integrated Group’s key divisions.
Fenn has an impressive 15-year background in tech, particularly in so ware as a service (SaaS), across multiple industries including telecoms, financial services, and pharmaceuticals. Recent positions include Product Manager at Lumanity medical consulting, and Senior Director, Customer Success EMEA, at technology management solutions company Calero MDSL.
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FOUR C’S OF COLLEAGUE RETENTION
Jasmine Hudson, Outgoing Chief People O cer at Mitie, outlines four cultural pillars that can help drive colleague retention in FM
In the fast-paced environment of FM, attracting and retaining talented colleagues will always be crucial for providing a reliable, high-quality service with minimal disruption. While in recent years our industry has undeniably evolved through the shi to hybrid working and embraced the ability of technology to create e iciencies, the need for strong teams with great people skills, who can develop long-standing customer relationships remains. By fostering an environment where colleagues feel valued, supported, motivated, and a sense of belonging, organisations can ensure their teams are not only retained but are thriving in their roles.
In FM this happens most e ectively when leadership on both the FM side and customer side align on a shared vision and work in partnership at both a local and organisation-wide level to engage all colleagues in a collaborative culture. This enhances not only culture but also performance. As pioneer of corporate culture, Larry Senn once said: “Culture is not an
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initiative. Culture is the enabler of all initiatives.”
We’ve found the best partnerships are formed when there is a culture which embodies the four C’s: collaborative relationships, cutting edge technology, consistent quality, and care for colleagues. These ‘four C’s can set FM and customer teams up for success which every colleague can contribute to.
FOSTERING COLLABORATIVE RELATIONSHIPS
FOCUSED ON A SHARED VISION
Collaboration is the central pillar in creating a positive workplace culture. When colleagues work together openly and e ectively in FM and bring together multiple perspectives, they can achieve greater results. This can be done by bringing teams together to agree shared values or formally through a framework like ISO 44001, which helps with managing collaborative relationships with stakeholders, ensuring positive outcomes for all.
FM colleagues who are clear on what the shared vision is and are engaged with it are more likely to feel like an extension of a customer’s team that embody their values. Incentivising team members to be ambassadors of both organisations brings a sense of belonging and drives pride in their work. Smart FMs will take the time to foster this culture by having their ear to the ground to understand their customer’s organisation inside out and embracing its values across environmental, social and governance factors.
EQUIPPING COLLEAGUES WITH CUTTING-EDGE TECHNOLOGY
The FM industry is not one to stand still. Technology
is evolving all the time. When armed with the tools and technology to enhance the way they work, as well as being provided with access to training and opportunities for growth, colleagues are more likely to bring their best selves to work. Data and reporting can provide valuable insights to colleagues that help them proactively improve services.
This is important not just for the on-site team but for those in other critical roles like IT or operational excellence. If they have access to ways of innovating, a continuous sense of pride in their work can be built.
CONSISTENTLY STRIVING TO BE THE BEST
Strong teams will consistently strive to be the best, but di erent people will be motivated in di erent ways. If people have pride in their work, it really shines through so it’s important that employers consider the di erent and diverse needs of individuals within their workforce. Tapping into these individual motivations will contribute to the whole and while some people might thrive when o ered opportunities for growth through skillsbased training and apprenticeships, others might look for the opportunity to showcase subject matter expertise or try something new. For large workforces, localised incentive schemes will ensure consistency of outcomes across the board and a sense that there is unity throughout the organisation.
SHOWING YOU CARE AS AN EMPLOYER
Saying you care and showing that you care are two di erent things and colleagues can spot the di erence a mile o .
Showing you care starts by listening and understanding what colleagues really want. Only then can you start to act in their best interests such as ensuring that the benefits on o er, your approach to diversity or the wellbeing practices of the organisation align with the needs and wants of colleagues. There are many platforms that can be put in place like colleague surveys and listening sessions as well as in person and virtual forums that o er direct access to management and senior leadership to help ensure everyone has a way to voice their feedback that they feel comfortable with.
Establishing a feedback loop can take time and e ort but it is worth it for colleagues to feel they have been heard… and the reward is engaged colleagues who will not only stay with the organisation but say great things about it and go the extra mile for customers.
CULTURE CREATES GREAT PARTNERSHIPS
A workplace that listens and that enables colleagues to thrive now, and in the future, will find it easier to attract and retain great talent and will forge stronger relationships with customer organisations. Leadership on both FM and customer side can unite to drive cultural excellence and build one united team. Taking Senn’s ethos one step further, culture is not only the “enabler of initiatives”, but also the enabler of true partnership.
CAREERS IN CLEANING
Last month the British Cleaning Council (BCC) launched a UK Cleaning Career Development Zone, which says its Chair Delia Cannings aims to help address the lack of educational structure for sta progression in the sector
The cleaning, hygiene and waste sector is estimated to employ around 1.49 million people in the UK. It is an industry that welcomes people with or without a formal education, from those seeking their first paid employment to those looking for a new start; and from those seeking part time roles to those who want to develop a lifelong career. While this may o er career opportunities to a broad range of people it also results in a fragmented approach to training and development opportunities that may help people to progress within the industry.
Explains BCC Chair Delia Cannings: “This fragmented approach was not enticing the younger generation to pursue careers in the sector, therefore the take up was limited with only nine per cent of people under 25 years working in the cleaning industry.”
CLEANING ZONE
Responding to this need, the BCC in consultation with members has launched a new website that aims to transform how cleaning sector sta find out about career development and training opportunities. The UK Cleaning Career Development Zone (www. ukcleaning.org.uk) is designed to help attract new recruits to the industry. The site brings together information about industry training and development courses in one place for the first time and aims to feature more courses as time progresses.
It will feature details of over 40 courses at frontline, supervisory and management levels and for support roles, submitted by 16 education and training bodies from across the sector as well as industry case studies, information for employers and useful links. Launching the zone at the Cleaning Show last month, Cannings said: “The sector has been crying out for years for disparate course information o ered by di erent training bodies to be brought together in one place online, where it is easy to access. Visit the Zone to find out about the training you need to succeed in your career.
“This is a hugely exciting project for the whole of the cleaning and hygiene industry, and it could be a game-changer in terms of helping
sta progress, and in helping attract new recruits.
“The UK Cleaning Career Development Zone has been designed to provide easy access to the wealth of career opportunities in the sector which many outside the industry did not realise existed."
By accessing the UK Cleaning Career Development Zone site, industry personnel will easily be able to find the training they need to succeed in their careers, whether that means moving upwards or sideways into cleaning roles in other sectors such as hospitality, healthcare, education, engineering, manufacturing or local government, all areas employing industry sta .
CONSULTATION WITH MEMBERS
The BCC carried out a consultation process among members on the areas that could be covered by the new zone. According to Cannings a key issue was the need for a one-stop shop which catered for sta who want to move across the sector or sideways into project management roles, and not just upwards to senior management positions.
She explains: “The cleaning industry is huge and many, particularly the younger generation, have not realised the huge potential it o ers for successful and rewarding careers.
“The UK Cleaning Career Zone enables sta to specialise in an area of interest, for example waste champions, environmental champions or HR champions. BCC members also felt a one-stop shop would reduce confusion, provide information on funded routes and o er reassurance regarding regulated training options to support career progression and transition in a manner that suits individual skill sets, without compromising confidence.”
MULITLEVEL HELP
It's also hoped the new zone will help support all levels of those working in the industry, from those who are interested in taking on management roles to those who’d like to use their current role as a launchpad into new job roles.
Said Cannings: “The versatility and choice o ered by the more than 40 di erent training options featured on the UK Cleaning Career
Zone makes it an incredible resource. It is designed to support anyone, from cleaning operatives to managers, looking for progression routes, opportunities to stretch their abilities or to demonstrate continued professional development.
“The ability to jump on the Zone pathway and review what may suit specific needs means this information has never been more accessible. Furthermore, employers can review the Zone to establish opportunities they may wish to consider as desired factors of employment, as well as it being useful when tendering for new business or identifying desirable educational features. The additional information o ered by the Zone also includes signposting to functional skills and ESOL opportunities and numerous industry links.”
She also hopes that making this information more accessible will help make the sector a more attractive destination for newcomers, who will be able to find out more easily how to advance and succeed in their careers.
Gleeds named as one of the UK’s Best Workplaces
International property and construction consultancy Gleeds has announced that it has o icially been named one of the UK’s Best Workplaces™ (2025) by Great Place to Work®, the global authority on workplace culture.
A er rigorous evaluations of hundreds of employee survey responses alongside Culture Audit™ submissions from company leaders, Gleeds has been ranked among the top 50 businesses in the ‘super large’ category on this year’s UK's Best Workplaces™ list. Data insights were used to benchmark the e ectiveness of companies' employee value propositions against the culture those employees experience, with only those achieving the highest scores gaining Best Workplaces™ status.
Commenting on its latest accreditation Louise Ellis, Chief People O icer at Gleeds said: “I am a firm believer in the power that creating a positive culture can have on a business, so I’m thrilled to see Gleeds named one of the UK’s Best Workplaces again this year. The UK Senior Leadership Team has been instrumental in driving employee engagement and, with the support of the People Team, has demonstrated a real commitment to fostering an environment in which everyone is treated fairly, inclusively, and respectfully. It’s gratifying to see that recognised with accolades like this.”
Talent Trends 2025
The latest Talent Trends 2025 report from Robert Walters reveals the game-changing shi s redefining hiring, leadership, and workplace culture. From AI-powered recruitment to ‘window working’ and human-centric leadership, areas shaping the future of talent include: AI in Hiring – Three in 10 companies are integrating AI, but while automation accelerates hiring, the human touch remains irreplaceable. Smart businesses will balance tech with human judgment.
People-First Leadership – Organisations that embrace empathy, flexibility, and purpose-driven leadership are 2.6x more likely to achieve business success.
Candidate Experience is Everything – 83 per cent of professionals say a poor interview experience can change their perception of a business. Companies must treat applicants like valued customers.
Hybrid Work Reimagined – As the quest for flexible work continues, a variety of concepts will be trialed and tested from the four-day week to ‘window working’ - o ering structured flexibility to maintain engagement and productivity.
Climbing the Career ‘Lattice’ – The traditional career ladder is out. Employees are opting for lateral moves, cross-functional growth, and skills-based progression over rigid hierarchies.
The ‘Un-Retiring’ Boom – Over 2.8 million retirees in the UK have re-entered the workforce, bringing invaluable experience to multi-generational teams.
Future Skills Are Key – 39 per cent of job market skills will change by 2030, with businesses needing to upskill employees in both tech and so skills to stay ahead.
Three in five UK businesses say NIC rise will impact hiring
Three in five of UK businesses say the upcoming rise in National Insurance Contributions (NICs) will reduce their ability to make new hires this year, according to new research.
Starting from April, employers’ NICs will rise from 13.8 per cent to 15 per cent, and the salary threshold at which they begin paying NIC will decrease from £9,100 to £5,000 annually. At the same time, both the National Living Wage and the National Minimum Wage are set to increase.
Nearly one in five businesses say the upcoming rise in the National Living Wage and Minimum Wage is the biggest barrier to
recruitment, while 17 per cent pointed to increases in their NICs, and almost one in eight cited inflationary pressures.
While many businesses may pause hiring, 51 per cent plan to increase their reliance on temporary workers over the next 12 months. Novo Constare, CEO and Co-founder of Indeed Flex said: “As businesses face rising costs and economic uncertainty, many are having to think outside of the box when it comes to recruitment. Moreover, temporary workers can be onboarded more quickly than permanent employees, making them an attractive option when speed and e iciency are essential.”
Opportunities within the catering and hospitality sector showcased at new Compass and DWP Hub
Compass Group UK & Ireland has launched the 'Xcelerate with Edgbaston Hospitality Hub', in partnership with Department of Work and Pensions Birmingham Central Jobcentre. Located in the heart of Birmingham, the Hub has been developed to showcase the opportunities within the hospitality sector to jobseekers in the area. As well as general job vacancies, the Hub provides information on apprentice vacancies, path 2 apprenticeships, sector work-based academies, skills boot camps, work experience and T Level industry placements.
Linking Delivery and Community Partners with employers in the West Midlands Combined Authority (WMCA), the Hub will promote the many benefits of working in hospitality, while demonstrating how the sector supports talent from local communities into jobs including apprenticeships.
In partnership with the charity Movement to Work (MtW), WMCA has developed Youth Path, an initiative specifically designed to inspire and support businesses across the West Midlands in creating meaningful employment pathways. These opportunities will be available through the Hub, including work experience, apprenticeships, and job opportunities for young people aged 16–30 who are currently not in education, employment, or training (NEET).
A DWP colleague will be working with the Compass Social Partner Hub to provide wrap around support for those applying for jobs with Compass across the WMCA. This will help to ensure a seamless journey into the world of work and beyond, providing continued skills development and career progression through structured Career Pathways and apprenticeships.
One coreless solution, many efficiencies
Tork OptiServe® Coreless Toilet Paper System – designed to optimise operational efficiency and minimise environmental impact
A wide range of dispensers allows you to cater for many needs and use only ONE solution across your facility. Innovative compact rolls have 3x more paper.1 And no core and no wrap cuts packaging by 92%2 to greatly reduce waste.
Less waste to dispose of, plus high-capacity dispensers that are certified Easy to use3 for fast refilling and fewer checks, saving your cleaners’ time.
Better hygiene for better business
tork.co.uk/optiserve or tork.ie/optiserve
1 Tork Coreless art. 472630 (2-ply roll) is 94.3 m long while the average length of Tork (2 ply) articles 110767 (DE), 100320 (UK) and 122170 (FR) is 28.3 m
2 Tork Coreless art. 472630 versus the average of Tork articles 110767 (DE), 100320 (UK) and 122170 (FR) as compared to the packaging weight, which includes cores and two layers of plastic packaging
