It’s been a busy month for FMJ, as the conference and exhibition season got underway. We kicked o with the annual Workplace Futures conference (page 10) which focused on the impact of AI on FM.
It was a thought-provoking event, not only for discussions on the impact AI is having on facilities management, but also for the wakeup call by some of the speakers on whether the sector has a strong enough foundation on which to build this brave new world.
A key part of events is the opportunity to catch up with old friends and forge new connections. Networking is an invaluable way for us to hear about the direction of travel for those working in this incredibly multifarious industry, but whatever your job role, networking events, as this month’s FM Clinic (page 20) reveals, o er countless opportunities to expand your horizons.
Whether those prepared to take a breath and meet a group of strangers for a chat join the range of regional and special interest groups run by the IWFM, attend the Property Connect gatherings that take place every month or are drawn to the Tomorrow Meets Today (TMT) which aims to reflect the growing diversity of the sector, there is something for everyone.
Following the Futures conference our networking opportunities continued at the Workplace Design Show which took place at the Business Design Centre in London. This is the same venue where we’ll be launching our brand-new Facilities & Estates Management Live event in October. We’re already working hard on getting the seminar programme together so if you have a topic you’d like to see covered or would like to put yourself or a colleague forward to speak, please get in touch. Whatever your area of interest, we look forward to networking with you there.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
sara.bean@kpmmedia.co.uk
Industry Recognised Technical Qualifications for Your Hard FM Teams
Gain an awareness of your legal and technical requirements:
Get your maintenance and building services engineers the qualifications they need:
Electrical Installations
F-Gas Handling
Inspection & Testing
Plus, City & Guilds Assured and 3rd party accredited training for:
High Voltage
Electrical
Mechanical & Electrical Conversion
Steam Boiler Operator
Aeronautical Ground
Lighting Technician
Water Maintenance*
Fire Safety Survey & Inspection**
Up-skill your people, with industry recognised qualifications. Instill safe working practices and improve your processes. Give your team the knowledge they need to maintain legal compliance
THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
The Workplace Futures Conference 2025 explored FM & AI: everything you need to know and its likely impact on the FM sector.
Cli ord Huntley, Research and Development Director at Solspan, on the practical steps FMs can take to align with the solar revolution and contribute to a sustainable future.
14 As duty holders under the Building Safety Act, FMs face increased responsibilities for overseeing li safety and ensuring compliance with enhanced regulatory frameworks. LIFTEX Event Director Oliver Greening explains.
Mikael Lundman, CEO at Proptivity, says to maximise the full potential of real estate innovation the built environment must act to resolve connectivity issues.
Richard Ganeshmoorthy, Director of Urban Studio, on building safety regulations in high-rise buildings.
What should FM professionals interested in joining a networking group consider and in what ways could it benefit their career?
INTERVIEW
Dan Andrews, Executive Director at CBRE Global Workplace Solutions (GWS) tells Sara Bean why being an FM business from a global player provides clients and sta with the best of both worlds
LIGHTING
FMJ visits the Port of Dover to discover how the Churchill cleaning team is helping keep this vital transport hub to the European Continent clean and healthy.
28 James Massey, Managing Director of FM at MRI So ware presents the insights and implications for EMEA FM teams from the so ware provider’s 2025 Voice of the Facility Manager Report. 32 Esther Coleman, Senior Product Manager at Idox believes enhancing CAFM with AI can begin to bridge a growing FM skills gap
38 Ulysse Dormoy, CEO of lighting specialists Atrium, explores the impact of insu icient light on human health, highlights some of the research and outlines potential solutions to address this shortfall.
GROUNDS MAINTENANCE
42
Martin Beaumont of Monty Miracle looks at how you can maintain and protect exterior grounds surfaces all year round.
ENERGY MANAGEMENT
44
Chris Coath, Director of Energy and Asset Management at NG Bailey presents a stepby-step guide to adopting smarter strategies that can help you revolutionise your energy management.
46 Matt Hellicar of Platinum Facilities outlines the benefits of digitising the maintenance process to enhance energy e iciency in buildings.
Find out who’s moving where in the facilities management profession.
56 Stuart Conroy, of Peartree Cleaning Services on how the rise in National Insurance Contributions in April will impact employers.
Taking advantage of training resources can help FM professionals navigate the everchanging landscape of the industry. Madeleine Ford asks the experts where to begin.
58 A brief roundup of the latest careers news in the facilities management sector.
In our case study we hear how a Londonbased organisation is utilising sensor-driven insights to optimise its meeting room usage. With conflicting research on whether workers who go into the o ice more than twice a week have higher levels of wellbeing than those who work mainly from home, we delve into the details of safeguarding the wellbeing of workers, wherever and however they work. In the external maintenance focus, we’ve expert advice on maintaining external facades using techniques that don’t inflict damage on historic buildings. In sustainability, Scope 3 emissions are notoriously complex and di icult to address, but quality data enables FM providers to look more closely at their indirect emissions; and there is practical advice on how to implement waste segregation strategies that help improve recycling levels.
LEGAL VIEW
THE DWT DELAY ADVANTAGE: A CRITICAL PAUSE TO FUTURE-PROOF
WASTE INDUSTRY PRACTICES
David Gudgeon, Head of External Affairs, Reconomy Connect
DEFRA announced in early February that the rollout of its mandatory Digital Waste Tracking (DWT) has been pushed back by 12 months to April 2026. The decision came after industry feedback highlighted serious challenges with the initial timeline, including technical glitches and communication gaps. Concerns about system capacity and usability meant that the original schedule was unsurprisingly too tight.
However, this delay should not be seen as DEFRA dragging its feet on a key piece of planned reform. Instead, the waste sector must see this brief ‘raincheck’ as a critical opportunity to get ready for a digital overhaul and to engage with the delivery and process planning of a piece of regulation that will have a seismic impact across the entire industry.
What is Digital Waste Tracking?
DWT is set to transform waste management by ditching the old, paper-heavy approach in favour of a sleek, digital system. Every step of the waste journey, from collection to processing will be logged in almost real time on a central DEFRA portal. Each movement will be assigned a unique identifier that captures critical details like vehicle registrations and timestamps, creating a comprehensive digital audit trail. This modern approach replaces messy paperwork with a system designed for speed, clarity, and full traceability.
What DWT Intends to Solve DWT is about bringing accuracy and transparency to an industry mired in outdated, paper-centric methods, and in doing so, cultivate long-term sustainability within the UK’s circular economy. The new system aims to provide complete visibility over every waste transaction, ensuring that all movements are properly documented and compliant with environmental standards.
Benefits and Challenges
The benefits of going digital means replacing outdated paper trails with a centralised, transparent system, to reduce administrative burdens, streamline compliance, and speed up decision-making for waste producers, carriers, brokers, and processors. Real-time data access allows operators to identify inefficiencies, optimise recycling processes, and better manage resources. Waste crime costs the UK economy an estimated £1 billion annually, as fraudulent disposal, fly-tipping, and misreported waste streams thrive on a lack of oversight. By making every movement traceable, DWT will help identify missing or diverted waste, closing regulatory loopholes and making enforcement more effective. Cost efficiency is another key benefit. Digital tracking will eliminate the time and expense wasted on paper-based processes. However, smaller operators still reliant on manual systems may struggle with the digital leap. The technical demands are steep too; the DEFRA portal must handle millions of unique identifiers, and while bulk CSV uploads offer a short-term fix, a fully automated system remains a work in progress. Connectivity issues in rural areas and accessibility concerns for those with limited digital skills must also be addressed.
The State of Play
Despite the obstacles, the delay offers a crucial window for the waste industry to become more involved with DEFRA’s DWT testing and delivery consultations, and to upgrade technology, train staff, and refine data management strategies. Mandatory Digital Waste Tracking is not a matter of ‘if’, but ‘when’. As the industry gears up for this inevitable digital transformation, now is the time for every producer, operator or processor to get involved, test the system, and help shape a future where waste management is efficient, transparent, and sustainable.
GOVERNMENT RESPONDS IN FULL TO GRENFELL TOWER INQUIRY
The government has accepted the findings in the full response to the Grenfell Tower Inquiry’s final report and has set out its plans to act on all 58 recommendations, driving a sweeping transformation to enhance building and fire safety standards.
Under the proposals, industry will be held to account for failure, with new regulatory measures to prevent a tragedy like the events at Grenfell Tower from ever happening again.
The Grenfell Inquiry’s final report exposed a system that ignored safety risks and failed to listen to residents. The report laid bare ‘systemic dishonesty’ in the industry, failures in the construction sector and by successive governments, and poor regulation in the run up to the disaster.
The government has apologised on behalf of the British state for its part in these failings and introduced significant changes to fix the worst issues exposed by the tragedy.
Reforms set out include:
A new single construction regulator to ensure those responsible for building safety are held to account.
Tougher oversight of those responsible for testing and certifying, manufacturing and using construction products with serious consequences for those who break the rules.
A legal duty of candour through a new Hillsborough Law, compelling public authorities to disclose the truth, ensuring transparency in major incidents, and holding those responsible for failures to account.
Stronger, clearer, and enforceable legal rights for residents, making landlords responsible for acting on safety concerns.
Empowering social housing residents to challenge landlords and demand safe, high-quality housing, by expanding the Four Million Homes training programme. Make it easier for tenants to report safety concerns and secure landlord action by taking forward the Make Things Right campaign.
Ensuring lasting transparency and accountability by creating a publicly accessible record of all public inquiry recommendations.
As well as changes in regulation, in December 2024, the government launched its Remediation Acceleration Plan which sets out tough new measures to get buildings fixed quicker and ensure rogue freeholders are held to account.
REMOTE WORKING TRIBUNALS UP 11% IN 2024
Employment tribunal cases relating to remote working were almost 11 per cent higher in 2024 than the year before – as businesses increasingly push employees to return to the o ice, reveals analysis of court records by HR consultants, Hamilton Nash.
Some 62 tribunals mentioned ‘remote working’ in 2024, an almost 11 per cent increase from the 56 cases the year before.
Jim Moore, Employee Relations Expert at HR consultants Hamilton Nash, said: “Last year we saw a growing number of companies using increasingly authoritative methods to get their sta back to the o ice, despite the absence of any clear benefit to the businesses. Most of these conflicts didn’t get as far as the Employment Tribunal, and so the tribunal numbers are just the tip of the iceberg. Businesses that force sta into the workplace against their will are likely to find that disputes escalate, resulting in an increasing turnover rate or costly legal remedies. A survey by the CIPD in January 2025 found that larger employers want employees to spend more time in the o ice.
“With most employees favouring a mix of o ice and home working, the battle for workers’ hearts and minds is going to be won by progressive employers who embrace hybrid working.”
End of the road for Anticipate London and The Facilities Show
Anticipate London which took place on 2-4 December 2024 at ExCeL London as a rebrand of the Facilities Show, FIREX, IFSEC and Safety & Health Expo will not take place this year. According to the organisers Informa: “We’ve taken the decision to retire Anticipate. This industry is about evolving and adapting. And we know that the ways UK professionals want to stay informed across the many topics and specialisms within health, safety, security, buildings and facilities are changing too.”
The inaugural show was announced by Informa last year as reflecting a “fundamental shift in the markets we serve, where many historically defined job roles and responsibilities have become blurred”.
The Informa Team concluded: “We’re proud to have served this fantastic community over the years. Thank you to everyone who has been part of the journey.”
FMJ have announced a new exhibition for the FM & Estates space, taking place on the 7th & 8th October at the Business Design Centre London - Facilities & Estates Management LIVE - For more information visit www.facilities-estates. co.uk. Or you can register to attend by visiting https://bit.ly/48GFb4y
& Estates Management Live
CIBSE BUILDING PERFORMANCE WINNERS 2025
01-31 MARCH 2025
Property Connect Networking Events Various locations across England www.property-connect.org
The Chartered Institution of Building Services Engineers (CIBSE) has announced the winners of the 2025 Building Performance Awards which celebrated individuals, organisations, products and projects that have set new benchmarks for sustainability, innovation and performance in the built environment.
The Awards, hosted by comedian Marcus Brigstocke took place on 27 February 2025 at the Park Plaza Westminster Bridge in London.
With a total of 30 diverse categories this year, the BPAs highlighted the crucial contributions across disciplines that shape the future of the built environment. Key categories included Best Digital Innovation, Project of the Year, Product or Innovation of the Year and Building Performance Champion.
Among the evening’s many highlights, the Engineer of the Year award was presented to Volkan Doda, Head of Design Technologies at Atelier Ten. A designer of immense creativity and dedication, Doda’s expertise in both theory and application exemplify the cutting edge of building performance. His commitment to fostering talent and delivering innovative, high-performance solutions has made him a valued leader in the field.
The title of Building Performance Champion and Project of the Year – Retrofit Workplaces went to The Entopia Building, an extraordinary collaboration between Max Fordham, Architype, and BDP. This transformational project in Cambridge turned a 1930s structure into an ultra-low-carbon sustainability hub, demonstrating groundbreaking application of circular economy principles. With Passivhaus EnerPHit certification and targeting multiple other sustainability accolades, The Entopia Building showcases the future of environmentally conscious design, achieving a staggering 84 per cent reduction in whole-life carbon compared to standard retrofits.
The event showcased the remarkable breadth of talent and innovation in the industry. Among the highly commended entries were the Passive Cooling Double-skin Roof by Universidad de Sevilla in the Product or Innovation of the Year – Thermal Comfort category and the Aldar Energy Retrofit Project by grfn in Project of the Year – Portfolio Workplaces, highlighting a wealth of inspiring achievements.
To see the full list of winners visit https://bit.ly/4hnFxQB
If 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
12-13 MARCH 2025
World Workplace Europe
The Hague, Netherlands https://worldworkplaceeurope.ifma.org
18-20 MARCH 2025
The Cleaning Show 2025 ExCeL, London https://cleaningshow.co.uk/london
19 MARCH 2025
Metsä 2025 Sustainability Awards
The Pelligon, Canary Wharf, London www.2025sustainabilityawards.com
24 MARCH 2025
Total Security Summit Grand Connaught Rooms, London https://totalsecuritysummit.co.uk
02-03 APRIL 2025
The National Facility Management and Maintenance Show www.facilityandmaintenanceexpo.com
08-09 APRIL 2025
London PropTech Show ExCeL, London https://proptechshow.com
19 JUNE 2025
CIBSE Measuring Performance and Facilities Management 2025 The Congress Centre, London https://www.cibse.org
23-24 JUNE 2025
FM Forum Hilton, Deansgate Manchester https://facilitiesmanagementforum.co.uk
07-08 OCTOBER 2025
Facilities & Estates Management Live Business Design Centre London https://facilities-estates.co.uk
IWFM CALLS FOR VOLUNTEERS ACROSS A RANGE OF NETWORKS
The IWFM is calling for a new cohort of IWFM volunteers to contribute to the sector’s advancement by connecting with a community of professionals.
“By dedicating your time, you play a crucial role in supporting IWFM’s initiatives, whether it’s contributing expertise to our communities and research projects, engaging the next generation or mentoring emerging talent.
“This active involvement not only provides valuable experience and enhances your professional development but also allows you to shape WFM’s future, fostering innovation and best practices. Give back, network with peers and make a real di erence in a field that’s constantly evolving –but don’t take our word for it, discover more from our current volunteers.”
Wayne Young, Facilities Manager at DB Cargo (UK) Limited, and a member of the FMJ steering committee said: “I have been very fortunate to have created a great workplace and facilities management’s (WFM) career. I volunteer with IWFM to give something back to a career that has already
RICS RESPONDS TO THE
UK CLIMATE CHANGE COMMITTEE
PATHWAY
The Climate Change Committee’ (CCC) has announced a new pathway to a decarbonised UK, which sets out how to achieve this by 2050, and what decisions need to be made in the coming years to ensure success. The CCC presents models on how we must reduce emissions by 87 per cent (compared to 1990 levels) by 2040 – and shows how this is feasible.
Responding to the plan, RICS Head of Sustainability, Anil Sawhney said: “RICS is pleased that the UK’s Climate Change Committee is focused on decarbonising the built environment and committed to supporting the transition from gas boilers to heat pumps for both residential and commercial properties. Reductions from existing residential and commercial buildings rely on heat pumps and energy e iciency measures like insulation. For these installations to reach their potential, we must uphold good installation standards through the greater inclusion of skilled professionals in government-backed installation programmes.
“Delivery must also be scaled up. The committee highlighted in its 2022 report to parliament that 500,000 retrofits are required in 2025 and approximately one million each following year to meet 2030 decarbonisation targets. A comprehensive retrofit scheme would prove vital towards achieving this goal, among many other recommendations in the RICS Decarbonising UK Real Estate report.
“Further to these latest developments, RICS calls on the UK Government to introduce legislation requiring the measurement and reporting of embodied carbon in line with RICS Whole Life Carbon Assessment (WLCA) standard, as recommended by the Environmental Audit Committee. Setting targets is crucial but accurately measuring progress lights the path towards reaching them.”
given me so much and to influence change in the industry for the future.”
Said Sarah Orpwood, National Facilities Manager at Maritime Transport: “Being an IWFM volunteer has expanded my professional network, developed my confidence, boosted my career and enabled me to make an impact in WFM. I’ve connected with industry leaders, inspirational mentors and gained valuable skills, including event management, networking, public speaking and leadership.”
Those interested can volunteer for IWFM Regions, Special Interest Groups (SIGs) or Networks. They must be an IWFM member to volunteer. If not yet a member email contactiwfm@iwfm. org.uk to discuss with us where your skills sit on the IWFM’s professional pathway and which membership grade matches your experience. For more information visit: www.iwfm.org.uk/community.html
CIBSE WELCOMES GOVERNMENT’S FULL RESPONSE TO GRENFELL TOWER INQUIRY
CIBSE has welcomed the Government’s full response to the Grenfell Tower Inquiry, particularly a commitment to act on all 58 recommendations, which directly address the deeprooted issues exposed by the tragedy. The introduction of tougher regulations, including the creation of a new single construction regulator and stronger oversight of construction products, are key steps toward holding the industry accountable and ensuring safety. CIBSE fully supports these reforms, as they align with our ongoing e orts to drive safety improvements across the sector.
Since the Grenfell tragedy, CIBSE has been actively involved in shaping building safety through initiatives such as contributing to the development of the BS8670 Core Criteria for Building Safety Competence Frameworks, supporting the “Raising the Bar” initiative, and providing training and education on the Building Safety Act. These actions are vital to ensuring that those working in the built environment have the competence and knowledge to uphold safety standards. CIBSE remains committed to working with the government and industry partners to help implement these vital reforms and create a safer built environment for all.
Dr. Anastasia Mylona, CIBSE Technical Director commented: “The Grenfell Tower tragedy exposed systemic failures that continue to a ect the safety of our built environment. CIBSE strongly supports the government’s comprehensive response to the Inquiry, particularly the creation of new regulatory measures and the focus on accountability for all parties involved. We are pleased to see our ongoing e orts, such as supporting the development of competence frameworks and advocating for higher safety standards, aligned with the government’s reforms. CIBSE remains committed to working with industry stakeholders to ensure that building safety becomes a foundational aspect of our sector’s culture.” The full Government’s response can be found at: https://bit.ly/3DhHBeH
In facilities management, there’s no time for downtime. It’s why, with flexible service plans, 450 local engineers, and a 91% first-time fix rate, we’ll take care of your critical equipment so you can focus on everything else. Choose the right solution for your estate:
No install fee, repair bills or call-out charges
Inclusive breakdown cover
8-working-hour response, 7 days a week
24/7 support from friendly advisors
One simple monthly payment
Choice of parts &/or labour
Different levels of cover to suit your needs
5-day call-out
Annual compliance certification
24/7 support from friendly advisors
Option to buy new appliances with cover
WORKPLACE FUTURES
VIRTUAL REALITY CHECK
The Workplace Futures Conference 2025 explored FM & AI: everything you need to know which included the question, is the sector building its digital future on weak foundations? Sara Bean reports
With AI now everywhere you look, this year’s Workplace Futures Conference turned its attentions to the impact it could have on the facilities management sector. Being the Futures conference however, the organisers were not afraid, as Chair Simone FentonJarvis described it, to “lob in a few grenades”.
Following on from some solid opening sessions on setting business goals and positive ways AI can support those with disabilities, came a reality check. Baskar Sundaram, CEO at Baachu, sales and market development specialists for the UK FM market, asked when it comes to FM and AI: are we building on broken foundations? Baachu’s market research on the sector has tracked financial instability, AI, and rates of technology adoption. The findings are sobering, including that just eight per cent of Top 80 UK FM firms have structured, centralised data at all levels, commercial value of FM contracts have fallen to 0.3 from 1.0 in 2015 and most frontline FM workers identify more with the client than their own employer. Sundaram pondered, “if we can’t even manage basic asset data, how can we talk about AI and predictive maintenance?”
His warning that AI is far from a panacea for every problem was echoed throughout the day. JLL Technologies’ Andrew Targell, cautioned against building a spanking new AI edifice on top of shaky foundations. Don't be distracted he said by all the sellers, the vendors and everyone else trying to sell you a tool, focus on what is the business problem you want to address. Go to market and look at the solutions out there and ask them to demonstrate how they can fix your problem, because only then have you got a valid business case.
HUMAN ELEMENT
As was discussed at last year’s event, all this new tech doesn’t lessen the need for the human touch and several speakers drew out that theme. Yvonne Luu of social purpose consultancy Purpose Union warned of AI bias in areas such as hiring and recruitment due to problems such as ‘algorithmic bias’. This is why it’s important to focus on the people who use these AI tools she said. “No matter how helpful, you still need humans to be reviewing output, because if you solely rely on the output of AI, you’re setting yourself up for some big risks.”
Steve McGregor of DMA Group
High Tech said AI can help deliver some impressive results. For example, the longer a human being views a camera feed the more likely they are to miss significant developments, but ‘AI agents’ will be able to review the footage and flag up any unusual behaviours.
According to James Bradley of Churchill, AI is being used in his organisation to improve internal communications, for instance enabling frontline sta to report safety near misses in their own language. While he said they are also deploying AI solutions to customers across leisure, business services, social housing and food transport, he stressed: “This absolutely does not replace the people side of our business, it just helps us get even better results which enables people to spend better quality time together.”
Mining the data was the other key theme of the day, as there’s no point in producing realms of information if it’s not been properly applied. In a panel discussion on the topic, Ryan Stocks
painted a picture of an industry in transition in his session Can AI tolerate the complexities of FM? The adoption of AI is not a short fix, he said and will take a lot of hard work and investment. Importantly he added it won’t as some have warned, take away jobs. “This is not about losing jobs, it is about how we get fewer people to do more. It brings with it a massive democratic shi , and it will upturn and upend the economic models of most of the first world economies.”
PRACTICAL APPLICATIONS
It’s estimated that there are over 500 AI-enabled workplace tools, available, so a useful set of sessions looked at the practical ways AI can help enhance FM performance. One notable area is in security and Andy Schofield of Reliance
Andre
of
explained how people and AI can work in symphony to deliver enhanced building experiences. From an asset manager perspective, building managers and service engineers can access data in ways they could not previously. The data analysis can then provide information on comfort levels, energy maintenance and predict the future performance of assets. This helps reduce the number of reactive works, whether a li , plant equipment or HVAC system giving FMs the means to better forecast their maintenance budgets.
As Graham Woods of ISS summed up in his presentation: “AI isn't a tool on its own right. It is there to enhance what we already have, to drive value and add innovation.”
www.workplace-futures.co.uk
and
Bothma
Bellrock
NEXT GENERATION FM SERVICES
At Bidvest Noonan, we are an award-winning FM services provider, trusted by over 5,000 businesses across the UK and Ireland to deliver cleaning, security, technical services, and more, as single, bundled, or integrated solutions.
With industry-leading technology, deep expertise, and a team of 27,000 service professionals, we solve complex challenges for businesses across a wide range of industries, including many of the world’s largest organisations.
As frontier innovators, we deliver real transformation, enhancing safety, increasing efficiency, improving workplace experiences and boosting sustainability.
We work tirelessly to reduce our carbon footprint, embrace diversity, and uplift local communities.
SOLAR SYSTEMS
Cli ord Huntley, Research and Development Director at Solspan, part of Kensington Systems, on the practical steps FMs can take to meet the solar revolution and contribute to a sustainable future
The goal of meeting a zero-carbon future is increasingly being embedded into organisations and facilities management professionals are in a key position to lead the charge.
As the custodians of a building’s carbon footprint, they are in the front line when it comes to energy e iciency, improved waste management and greener procurement practice all of which directly influence environmental performance. In their role of overseeing building operations, energy usage, and maintenance FMs play a pivotal role in reducing emissions, improving sustainability, and supporting broader net zero goals.
This increasingly requires FMs address the urgent need to decarbonise a range of buildings, from high-carbon industries – like manufacturing, to commercial o ices to help reduce energy usage and lower costs.
By leveraging sustainable technologies and implementing strategic initiatives, FMs can drive substantial reductions in emissions as well as setting a benchmark for sustainability across other sectors. Within FM one of the key frameworks is the Sustainable Facilities Management Index (SFMI), which o ers those working in FM a comprehensive tool which enables FMs to embed sustainability into their operations, which can be benchmarked against wider industry standards.
Through the framework, facilities managers can gain critical insights into key areas such as energy usage, waste management, and procurement
policies. This helps FMs identify ine iciencies and develop precise, measurable strategies to mitigate environmental impact.
SOLAR REGULATIONS AND THE 'SOLAR REVOLUTION'
Solar energy is part of the nation's push toward meeting the net zero carbon emissions target by 2050 and is central to the government’s renewable energy strategy. The UK facilities management sector has a key opportunity in helping the Government meet its target of achieving 45-47 Gigawatt solar PV capacity by 2030. The issue is that unlike many European countries, the UK lacks any mandate which requires solar energy systems to be installed in buildings and car parks.
The EU is already ahead of the UK with the 2024 Energy Performance of Buildings Directive that aims to achieve a fully decarbonised building stock by 2050 and includes provision for solar installations for new buildings and retrofitting public buildings by 2026. France has gone further, requiring solar carports in car parks with more than 80 spaces.
In the UK the Department for Energy Security and Net Zero announced the Clean Power Action Plan 2030 at the end of 2024, which includes a roadmap highlighting the need to strengthen national grid infrastructure and introduce innovative opportunities like installing solar canopies in outdoor car parks to generate clean electricity and power electric vehicle (EV) charging points.
THE ROLE OF FM IN THE SOLAR REVOLUTION
Facilities managers can contribute to the transition to solar power by integrating solar infrastructure into their buildings which will help cut electricity costs, improve e iciency, and generate renewable energy which then reduces carbon.
Embracing solar energy is more than just compliance; it demonstrates a commitment to sustainability and positions the FM sector as a proactive leader in driving positive change. While challenges such as high initial costs and grid capacity limits persist, they can be addressed with e ective incentives, strategic planning, and innovation.
Key practical strategies for FMs aiming to lead the sustainability agenda include:
» Conduct comprehensive energy audits: Identify ine iciencies and establish a baseline to measure progress. Audits reveal opportunities for improvements, from optimising heating and cooling to upgrading lighting, helping prioritise investments.
» Invest in solar infrastructure: Solar panels, carports, or canopies cut energy costs and carbon footprints while enhancing user experience, such as shaded parking with EV charging. Government incentives can help o set upfront costs for faster ROI.
» Collaborate with industry leaders: Partnering with solar experts helps overcome technical and financial challenges. These collaborations can optimise system design, streamline installations, and o er innovative financing models like power purchase agreements (PPAs).
» Leverage technology and data: Use energy management systems and IoT devices to monitor consumption in real-time, optimise operations, and reduce waste. Automation tools can further improve e iciency by managing lighting, HVAC, and other equipment.
» Engage stakeholders: Secure buy-in from building owners, tenants, and employees by communicating the benefits of solar adoption, such as cost savings and environmental impact. Early involvement fosters shared responsibility and smoother implementation.
As the UK accelerates its transition to a zero-carbon future, solar energy will undoubtedly play a pivotal role. While the country has yet to implement a solar mandate, proposed initiatives and government roadmaps indicate that change is on the horizon.
Facilities managers have a crucial role to play in this transformation. By investing in solar infrastructure and advocating for sustainability, FM professionals can drive operational e iciencies, reduce emissions, and position their organisations as leaders in the renewable energy movement. The solar revolution is an opportunity for the FM industry to not only meet the demands of a changing regulatory landscape but to lead the way in building a sustainable, energy-secure future.
COMPLIANCE
LIFT MAINTENANCE: ARE YOU COMPLIANT?
In association with
As duty holders under the Building Safety Act, FMs face increased responsibilities for overseeing lift safety and ensuring compliance with enhanced regulatory frameworks. LIFTEX Event Director Oliver Greening explains
With increasing scrutiny from regulatory bodies and stricter building safety requirements, FMs must ensure they comply with both existing and new legislation to avoid intentional and unintentional safety breaches. Li safety in higher-risk buildings (HRBs) has become increasingly critical following the Grenfell disaster. The proper maintenance and operation of li s are essential not only for daily building operations, but also for emergency response and evacuation procedures. Non-compliant li systems can lead to serious safety risks, potential injuries, and in worst-case scenarios, fatalities. Various pieces of legislation o er guidance, including The Regulatory Reform (Fire Safety) Order 2005 (applies in England and Wales). In Scotland it’s The Fire Safety Regulations 2006 and in Northern Ireland the Fire Safety Regulations 2010. In addition, new Fire Safety (England) Regulations (FSER) builds on the RR(FS)O with checks of li s for use by firefighters and evacuation li s in HRBs. There is Key Building Information (KBI) that must be included for all HRBs (including information on li s).
WHAT NON-COMPLIANCE CAN LOOK LIKE
Emergency systems failure or non-availability: Inadequate maintenance of li s for use by firefighters and evacuation li s.
Monthly routine checks: Checks by the responsible person of li s that are intended for use by firefighters and evacuation li s and, if any of these checks reveal a fault, if the fault cannot be rectified within 24 hours, notification to the Fire and Rescue Service.
Unauthorised modifications: Conducting li work that a ects active or passive fire safety measures without proper building control approval.
Contractor mismanagement: Working with contractors without proper competence declarations.
Documentation gaps: Failing to maintain proper records of maintenance, inspections, and
modifications.
Energy e iciency violations: Not meeting required energy e iciency standards during refurbishments.
Incident reporting failures: Not utilising the Mandatory Occurrence Reporting (MOR) system properly.
HOW TO MAINTAIN COMPLIANCE
Understand your legal requirements: Understanding the legal obligations around li maintenance is essential. FMs must ensure they have robust maintenance protocols in place, covering regular inspections, emergency procedures, and documentation requirements. Work with qualified contractors: All third-party contractors should be able to demonstrate their capability, including managing the competence of their people, for the scope of work they are undertaking.
Implement regular maintenance:
Following British Standards (BS 9999:2017 and BS 8899:2016), establish and maintain:
Weekly checks of fire detection systems and li recall functions.
Monthly power supply tests for emergency and evacuation li s.
Regular thorough examinations by competent persons.
Report issues promptly: Using the Mandatory Occurrence Reporting system, report any safety incidents or compliance issues immediately. This helps maintain transparency and ensures proper oversight of building safety matters. Consult with experts when needed: If you are uncertain about any aspect of li maintenance compliance, consulting with qualified experts can help ensure your protocols meet all regulatory requirements.
Li safety compliance in the UK is a serious responsibility with significant implications. For FMs, the risk of non-compliance can be high, but with
www.li exshow.com
proper knowledge and practices, these risks can be e ectively managed.
RESPONSIBILITIES FOR THE RESPONSIBLE PERSON – AT A GLANCE
Periodic routine checks - Weekly / Monthly Check li s automatically recall if connected to fire detection/alarm system and recalls if activated manually. Check the operation of the evacuation and/ or firefighting/firefighters li switches.
Periodic routine checks - Monthly
Simulates failure of primary power and changeover to secondary power supply. If a generator provides the secondary power supply, it should energise the li s(s) for at least 1 hr.
Thorough examination - Six monthly Arranges for li to be thoroughly examined by a Competent Person, including features and controls of li s for fire service use and evacuation, and; Arranges for other building aspects related to the li to be inspected/ examined/ tested by specialists (i.e. drainage pumps, fire alarm interface, communication systems, etc.).
Supplementary Test - Annual as called for by the CP Arranges for any supplementary tests called for by the Competent Person (CP) to be undertaken. Forwards the result to the Competent Person. Arranges for defects to be corrected/ rectified. Retains documented evidence of all tests/ inspections and other records.
Arranges for an annual performance test of various items of fire-fighting plant, including evacuation and fire-fighting li s, and obtains/ retains documented evidence.
Where a fault cannot be rectified with 24 hours, reports it electronically to the local FRS as soon as practicable, and again when rectified.
LIFTEX 2025 takes place from 11 – 12 June 2025 at ExCeL, London www.li exshow.com
REAL ESTATE CONNECTIVITY
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Mikael Lundman, CEO at Proptivity, says to maximise the full potential of real estate innovation the built environment must act to resolve connectivity issues
Qualitymobile connectivity now ranks above price and amenities when leasing a property, second only to location. Yet, despite rapid technological advancements, connectivity is faltering.
So, why is connectivity stagnating, and in some cases, regressing? As pressure mounts on the real estate industry to reduce its environmental impact sustainability initiatives inadvertently create a trade-o between connectivity and sustainability. Modern building methods and materials - all designed to improve sustainability performance - are blocking signals, creating a frustrating paradox.
This is a far-reaching dilemma. Poor connectivity is stalling the adoption of smart building technologies that could revolutionise real estate. Internet of Things (IoT) networks and building management systems (BMS), which rely on seamless connectivity, are being negatively impacted, a ecting tenant satisfaction and operational e iciency.
CONNECTIVITY ISSUES
The conflict between sustainability and connectivity has created what feels like an impossible choice. But it shouldn’t be. Much needed, sustainable infrastructure has led to better-insulated windows and walls that trap heat, but use low-emissivity materials, hindering the transmission of mobile and Wi-Fi signals. Buildings experience poor propagation from outdoor signals as high-frequency networks, such as 5G, possess shorter ranges and are more easily obstructed than lower-frequency signals. Increasing energy e iciency standards unintentionally makes buildings impenetrable. This issue will only worsen with the advent of 6G, which relies on even higher frequencies.
Urban densification adds to the problem. As more people move to cities and hybrid work reshapes o ice demand, high-speed, quality mobile connectivity is non-negotiable. Evolving work models, married with the di iculty of poor in-building connectivity in some o ices, have led to a rise in employees working from co-working spaces or cafés. This poses significant cybersecurity
found that 89 per cent of prospective tenants consider good indoor coverage essential when selecting a property. This demand translates into increased rental yield. Landlords can charge up to 14 per cent more for properties with superior connectivity, and 33 per cent were willing to unconditionally pay higher rent for enhanced indoor mobile coverage.
Buildings with indoor 5G systems also experience up to 50 per cent lower vacancy rates, highlighting the direct impact of mobile connectivity on leasing success.
risks. A Verizon survey found that 32 per cent of companies prohibit public Wi-Fi use on work devices, while 77 per cent have increased cybersecurity spending to combat risks. Delivering reliable, high-speed indoor connectivity should be a priority to combat these threats— something companies are investing heavily in already.
IS THERE A WAY TO OVERCOME THIS?
Neutral-host solutions are a pathway to eliminating the need to choose between sustainability and connectivity. They involve third-party providers o ering shared telecommunications infrastructure inside buildings, allowing mobile network operators (MNOs) to improve coverage and eliminate dead zones. Major telecom companies are partnering with neutral-host providers to enhance indoor coverage, for instance, Proptivity collaborates with BT Group, Virgin Media O2, and Vodafone. The process begins by assessing a building’s coverage gaps and determining the required mobile connectivity level, ranging from basic 4G to high-performance 5G supporting gigabit speeds. Strategically placed indoor active antennas distribute signals evenly throughout the property, boosting connectivity for tenants, IoT devices, and BMS systems. Landlords can provide uninterrupted mobile coverage without relying on outdoor networks that struggle to penetrate modern buildings.
WHAT ARE THE BENEFITS OF A NEUTRAL-HOST SOLUTION?
Reliable connectivity benefits landlords, tenants, and MNOs. A Newsec report
Adopting neutral-host solutions supports the futureproofing of buildings. Ninety per cent of property owners acknowledged that mobile indoor systems are critical to real estate’s future, and 60 per cent of owners plan to install them. Leveraging this technology supports and gets ahead of the retrofit process, while improving tenant satisfaction, boosting their leaseability and minimising vacancies.
MNOs also benefit. Neutral-host technology provides high-quality indoor networks without the significant infrastructure costs typically associated with expanding coverage. Neutral-host technology enables telecom companies to o er superior indoor 5G services, increasing their market presence and enhancing customer experience.
Neutral-host solutions also help mitigate the risks of unsecured public networks. As companies tighten cybersecurity measures, having a secure, high-speed internal network is critical. Telecom providers prioritise security and privacy, making trust in these solutions a key factor. The decision by BT Group, Virgin Media O2, and Vodafone to adopt the technology underscores confidence in its reliability. Unlike traditional distributed antenna systems (DAS), the solution integrates digitally with MNO networks, ensuring quality connectivity while maintaining security standards. Real estate stands at a crossroads: prioritise connectivity or risk falling behind. Future buildings shouldn’t just be sustainable, they need to be seamlessly connected, integrating technologies to enhance e iciency and tenant experience. Transitioning to neutral-host solutions represents a crucial shi , aligning environmental performance with digital resilience. Those who prioritise mobile connectivity now will benefit from improved tenant satisfaction, operational e iciency, and lower vacancy rates, securing long-term value in an increasingly digital world.
At Garland UK, we deliver high-performance building envelope solutions engineered for durability, compliance, and sustainability. Our Single-Point Guarantee ensures total confidence in your assets, covering design, materials, and quality installation for up to 30 years.
Whether integrating solar PV, installing green roof systems, or ensuring weatherproof durability, our trusted experts help organisations reduce lifecycle costs while meeting sustainability goals.
linkedin.com/in/caroline-bell-9a75336
Caroline Bell Managing Director @UNWIRED
I’ve been working hard behind the scenes on the programme for Smart Technologies25 London, and I’m delighted to finally share the full event brochure with you! If you’re an investor, developer, land owner, operator, occupier, designer, builder, or technology provider, this is one event you won’t want to miss. Book now: https://lnkd.in/e5pTX4EK @facilities-estates.bsky.social CBRE new Trends in Facilities Management for 2025 report delves into the high-level drivers reshaping the FM industry. CBRE Global Workplace Solutions (GWS) is a headline sponsor for Facilities & Estates Management Live. Read more here: bit.ly/433E7XB
www.linkedin.com/company/leesman
Last week, Kyle de Bruin, Leesman Managing Director, spoke at TNN (The New Normal) to present the latest Leesman research on workplace experience. It was an insightful presentation on current workplace trends and strategies reshaping productivity, collaboration, and employee satisfaction in 2025. https://lnkd.in/eUi4wGmW
@WMA_Consulting 25% of digital systems used by UK’s central government are outdated, costing the public sector £45 billion in productivity savings, according to ‘The State of Digital Government review’ https://tinyurl.com/5y958ktf
linkedin.com/in/stevejmcgregor Steve McGregor Executive Chairman at DMA Group
Our pride at DMA Group was brimming at receiving a Technology in FM award at the Workplace Futures Conference, hosted by iFM. The conference venue was the stunning Institution of Civil Engineers (ICE) HQ in Great George Street, Westminster, a building we’ve proudly supported, alongside our customer, for nearly 10 years. www.dma-group.co.uk
linkedin.com/in/deborah-rowland-08697a
Deborah Rowland, Director Public Sector Affairs at Sodexo For those that are not aware there is an opportunity to input to the government 10 year infrastructure strategy working paper from HMT, it sadly lacks thinking from an operational perspective eg soft landings, so would be good if people from the FM community could respond, so I am not a lone voice! https://lnkd.in/d3jCzyuc
RICHARD GANESHMOORTHY, DIRECTOR URBAN STUDIO
BUILDING SAFETY REGULATIONS IN HIGH-RISE RESIDENTIAL BUILDINGS
In the a ermath of the Grenfell Tower fire in 2017 in West London, there was a significant shi in building safety regulations in the United Kingdom. The tragedy highlighted the urgent need for stringent measures and robust frameworks to protect lives in high-rise residential buildings.
Consequently, the government established the Building Safety Regulator (BSR) to oversee high-rise residential buildings (HRBs) and regulate building control professionals, under the Building Safety Act 2022, aiming to enforce a culture of safety and accountability. This monumental task has presented numerous challenges for architects, designers, contractors, and those in the regulatory landscape.
As architects and designers specialising in highend residential design, we are navigating our way through the BSR regulations relating to high rise buildings which are causing us to re-evaluate the way we submit our projects for approval and the e ect that this is having both in terms of increased responsibilities, costs and timescales.
One of the primary challenges in adapting to these revised safety protocols has been the requirement for enhanced expertise and ongoing education among professionals involved in the building process. The end of the prescriptive ‘tick-box’ culture has led to a demand for a nuanced understanding of building design, construction materials, and fire safety protocols.
Professionals must now not only ensure compliance with the redefined regulations but also cultivate a deep-rooted awareness of their implications. This shi in mindset can feel daunting, particularly for those accustomed to how regulations have previously been used and adopted.
Moreover, the practical implementation of these new standards o en meets resistance on multiple fronts, from cost considerations to scheduling disruptions. Many developers and residential homeowners now face increased timelines and budgets as they navigate the full spectrum of regulatory requirements and engage in extensive rigorous consultations. This newfound complexity can delay projects that were once straightforward, challenging the balance between innovation, safety, and progress.
In terms of expertise, the emphasis on specialised knowledge means that the traditional skill sets once deemed su icient are now inadequate. The imbalance between current industry practices and the regulatory expectations can evoke anxiety among professionals who sit at the nexus of regulation and construction.
Professionals are now required to possess a deep understanding of multidisciplinary concepts, ranging from fire safety engineering
and structural integrity to regulatory compliance and sustainability standards. This underscores the urgency for continuous professional development programs that not only bolster technical skills but also instill a holistic understanding of building safety.
Complementing these changes is a culture shi toward greater transparency and accountability, with the emphasis, post-Grenfell, being on accountability. Previously opaque processes have now illuminated the importance of communicating safety practices and compliance e orts to stakeholders, ranging from building owners, managing agents, and occupants to investors and regulatory bodies.
Navigating this elevated expectation of scrutiny calls not just for innovation but also for an organisation’s ability to manage perceptions and narratives around safety risks. The cost of compliance ensuring a building meets safety standards o en involves financial investment. The bureaucratic process requires expensive documentation, regular reporting and coordination with contractors, designers, architects and the client which can be time consuming and complex. Also, the BSR requires building owners and managers to prove they have the necessary skills and knowledge which might require additional training or hiring qualified people.
Embracing these challenges opens doors to a future where safety is viewed not merely as a regulatory obligation, but as a core value embedded within organisational ethos.
Ultimately, adapting to the heightened expectations of the Building Safety Regulator isn’t just about compliance; it’s an essential journey towards building a safer, more resilient built environment for generations to come. It embraces the safeguarding of buildings and their residents.
Richard Ganeshmoorthy, Director Urban Studio
Explorer®
Helpdesk
Financial
Property and Estate Management: Ensure safe, productive workplaces with efficient property and estate management
Visit idoxgroup.com/CAFM or scan the QR code to learn more.
Asset Management: Optimise buildings and equipment management for maximum efficiency and longevity
FM CLINIC
Whether new to the profession, working as the client-side FM or for a services provider, according to L&D experts, joining a networking group is a valuable way to exchange ideas and hear from di erent perspectives. What advice would you give to those working in FM who are considering joining a networking group and in what ways do you think it could benefit their career?
Today, the Emerging Leaders Forum and more. They have di erent formats and a di erent feel about them, too, so try them out and see where you feel the fit is best.
When you are at a more senior stage in your career, consider the various livery organisations connected to the built environment, such as the Worshipful Company of Pattenmakers, Worshipful Company of Constructors and Worshipful Company of Environmental Cleaners.
Livery companies acted as trade organisations in medieval
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
FM COMMUNICATOR’S VIEW
DAVID EMANUEL, MANAGING DIRECTOR, I-FM
I’ve been an active networker throughout my career, and my first piece of advice is that networking is not another word for sales. Whether you are connecting with someone in person at an event or virtually on social media such as Linkedin, it is not appropriate to launch into a sales pitch.
Networking is about finding out about other people: you have two ears and one mouth and that is the proportion in which you should use them in these situations.
David Emanuel
Networking is an opportunity to be able to help others, as well as ask for help from them, too. A good network can provide help and support, o er advice or assistance, or pass on ideas and recommendations. It’s more about sharing than selling.
There’s a plethora of opportunities out there for networking, in-person or online. However, don't feel compelled to accept every online invitation. If you don't know someone or haven’t met them, ask first ‘why connect?’ It’s not a competition to see how many connections you can make.
It’s all about trust and worthwhile relationships at the end of the day. And as your career develops, so will what you do and who you do it for.
Today, the networking landscape has evolved from the languishing membership bodies of the past. Others have stepped up and o er many interesting alternatives. There are networking events out there that are catering for an increasingly diverse group of FMs such as FM Connect, Tomorrow Meets
times, and companies back then only existed by royal charter - the Freeman of Livery companies could apply to be given the Freedom of the City by the Chamberlains Court, which was a licence to trade in the City.
Today, being a liveryman (that word is used as a non-gendered term in this connection) is not so much about trade and more about charitable giving and putting others first. These are now philanthropic groups and thus the expectation is to help others. No one has ever approached me at a livery dinner and tried to sell me their services, unlike too many other events I’ve attended over the years. There’s a time and a place for everything – if sales is your thing, attend a business forum (Forum Events is a well-known organiser in FM): there it’s all about lots of short business meetings.
Livery companies are all about fellowship, getting to know people with a common goal of helping others in the City. The Pattenmakers, notably, facilitate the Future Leader FM Award, providing the winner with mentoring and several thousand pounds worth of professional development and training, as well as presenting him or her to the Lord Major of London at Mansion House. Somewhat di erent to a shiny trophy and a handshake from a celebrity at an awards dinner.
There are plenty of options available to those at all career levels who want to develop their networks both in-person and online, and who want to get ahead for the right reasons. You just need to decide what you want to achieve and then step out and test waters.
NETWORKING GROUP FOUNDER’S VIEW
KEITH GLENNISTER, CEO PROPERTY CONNECT NETWORKING
Having co-run a successful FM networking group for two decades, I've witnessed firsthand how the right professional connections can transform careers across the FM and property and construction industry. For those considering joining a
networking group, the key is to choose one that aligns with your specific business needs, whether you're focused on facilities, hard services or consultancy.
The benefits of networking extend across all sectors of our profession. For client-side FMs, who are consistently under pressure to demonstrate value for money, networking groups provide invaluable opportunities to connect with SMEs and gather market intelligence. These connections enable them to make informed decisions about their supply chains and demonstrate due diligence to their clients.
Keith Glennister
Service providers benefit di erently but equally significantly. One key advantage is meeting all suppliers and contractors in one place. Through regular networking, they can build meaningful relationships with clients and consultants, leading to tender opportunities. Even smaller suppliers can benefit from connecting with larger organisations, getting onto their supplier lists and tenders. These connections o en lead to referrals, opening doors to new organisations through trusted recommendations.
For those early in their FM careers, networking groups o er unique advantages. The right networking group will facilitate introductions and conversations. This guidance is particularly valuable for apprentices and recent graduates, who can connect with experienced professionals willing to o er career advice and insights about industry opportunities.
In our experience, businesses of all sizes find value in these connections. Whether you are part of a billion-pound operation or an SME, the key is consistent engagement. The most successful members are those who invest time consistently - if you don't make the e ort, you won't get the rewards.
Over the past three years alone, we've seen several members progress their careers through connections made at our events. Some have moved from business development roles into senior operational positions, whilst others have successfully transitioned to client-side roles. These advancements o en start with casual conversations, leading to formal mentorship relationships with senior industry figures and access to senior recruitment partners.
For those concerned about balancing networking commitments with work responsibilities, I recommend attending events once or twice monthly. This frequency allows you to maintain visibility and stay current with industry developments whilst managing your professional obligations. The industry has evolved significantly, shi ing from full FM services to bundled and specialised o erings, making it crucial to stay connected with peers who can share insights about emerging trends.
The most successful networking groups, like Property Connect, maintain high standards through their core values based on honesty, integrity and reliability. When choosing a group, look for one that is selective about membership and regularly reviews its composition to ensure quality interactions. This careful curation
ensures that every event provides meaningful opportunities for professional growth in our ever-evolving industry.
THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT’S VIEW
LINDA HAUSMANIS, CEO IWFM
Networking is the seed for professional growth, collaboration, resource sharing and, ultimately, building relationships that matter. At IWFM, our volunteer-led Networks, Regions and Special Interest Groups are crucial for shaping our agenda and driving positive outcomes.
Joining a networking group isn't just about turning up and collecting business cards or snapping QR codes on phones, but unlocking knowledge, opportunities and support which can make all the di erence – career long.
Linda Hausmanis
For professionals deciding which way to proceed, ask: What do I hope to achieve? Do I need knowledge on specific trends, to build a reputation, find a mentor, to give or gain insight? By understanding what you want to attain, it helps you find the best people, place and specialism at the right time. IWFM’s communities enable members to play to their strengths and explore areas they want to develop or contribute, cultivating the holistic knowledge needed for success.
When you’ve gained a better idea of what you want, it’s time to get involved. Call on existing contacts if you have them or turn up and take part; gain a sense of the atmosphere, whether you have the conversations you want to have, if you feel the information is relevant and if you have anything you want to contribute. There may be instances where you learn from a strategic leader, as with IWFM Mentoring, or share your experiences with a more junior professional - the result is a win for the community. It’s only until you share that you recognise your level of understanding, how it relates to the sector and what you need to build on.
You’ve put in the e ort, now it’s time to follow up. Engage with your group online or in person; it helps keep you on the radar, both enhancing your reputation and up to date with developments. Networking can be a marathon, not a sprint; by putting in su icient time and energy, you can discover new opportunities, stand out as an authoritative voice and be a trusted resource for your peers.
Getting established in a networking group enables you to stay ahead of trends, discover diverse perspectives, find solutions to challenges you might be facing and learn how others pursue their practice to benchmark your performance. Beyond the day-to-day of work, there’s immense value in meeting others that understand what you’re experiencing, will encourage you and talk; they could end up a collaborator, a font of knowledge or a good friend. Either way, you’ve gained.
FM CLINIC
THE FACILITIES & WORKPLACE MANAGEMENT CONSULTANT’S VIEW
BERNARD CROUCH, ACUMEN FM
With so many demands on our time why spend time attending networking events, many of which take place in the evening a er work?
possible.
be welcomed by your employer. Some membership organisations
There are many benefits. Firstly, it is worth highlighting how the more formal networking events contribute to our professional development. Continuous professional development (CPD) is of benefit to you and will be welcomed by your employer. Some membership organisations promote CPD more than others. Any networking event that has been allocated a CPD number should contain a reasonable amount of knowledge (and not just be a sales presentation that merely talks about one company’s product or services). Of value in the world of Facilities are CPD events that provide updates on new legislation. Changes to the Health & Safety Act, the Fire Safety Act and the introduction of the Terrorism (Protection of premises) bill or Martyns Law being some examples of where a networking event will help to keep you up to date.
In FM where we’re still working hard to make the sector more inclusive, networking events like Tomorrow Meets Today (TMT) are setting the standard in making this happen. They bring together people from all backgrounds and experiences to share, collaborate, and challenge the status quo.
If you’re thinking about joining a group, here’s some advice to get started:
Be clear on what you’re looking for. Maybe you want to find a mentor, meet others in a similar role, or simply get a better feel for the industry.
Career development isn’t the same as professional development, as what I am referring to is around the discussions that you might have at a networking event. The person who tells you about an FM course that they did and that you should do. The discussion with someone who has a vacancy that could just be the next step in your career. The career change discussion that could occur, ‘have you ever thought about moving into project management’ (for example).
Knowing what you hope to get out of it makes it easier to approach conversations and events with a goal.
Start small. If the idea of networking feels overwhelming, start with smaller, more relaxed events. You don’t have to jump straight into a room full of strangers, ease into it, and you’ll find your confidence grows naturally. Focus on real conversations. Networking is all about people. Be curious. Ask questions. Share your own experiences. It’s the genuine relationships that come out of these events, not the surface-level chats, that end up making the biggest di erence.
Start small. If the idea of networking feels overwhelming, start with smaller, more relaxed events. You don’t have to jump straight into a room full of strangers, ease into it, and you’ll find your confidence grows naturally. Focus on real conversations. Networking is all about people.”
AndrewHulbert
While it is true that your peer group will typically be made up of people you have worked with or studied with, you can broaden your peer group with people who perhaps are working in di erent parts of FM e.g. maybe you are working in a private sector city centre o ice building and they are on a public sector campus site out of town and with a fairly di erent set of challenges and daily tasks than you might have.
Regarding which networking events you should attend, there are CPD and networking opportunities depending on where you either see yourself or would like to be. Some membership organisations’ events will only be open to members, however full details of their events are on their websites.
FM SERVICES PROVIDER’S VIEW
ANDREW HULBERT, FOUNDER PARETO
Networking is about connecting with people, sharing ideas, and opening yourself up to opportunities you might not have thought
genuine relationships that come out otherwise. FM thrives on diversity,
Look for di erent perspectives. The best thing about networking is you’ll hear ideas you wouldn’t come across otherwise. FM thrives on diversity, di erent backgrounds, di erent ways of thinking. Engaging with people who don’t see the world the way you do can open doors to fresh ideas and approaches. Give as much as you take. It’s a two-way street. Whether it’s sharing advice, connecting people, or being supportive, the more you contribute, the more you’ll get out of it.
Be kind to yourself. Not every event or conversation will feel like a win, and that’s okay. Building a network takes time, and o en it’s the unexpected connections that end up being the most insightful.
Networking is about building a stronger, more inclusive FM industry, not just a career building exercise. At TMT, we’ve seen how one conversation can lead to mentorships, career changes, or even ideas that reshape the way we work.
So, take the first step. Show up, be yourself, and see where it takes you. You might be surprised at what’s waiting on the other side of that first hello.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Andrew Hulbert
Bernard Crouch
SAFE HARBOUR
FMJ visits the Port of Dover to discover how the Churchill cleaning team is helping keep this vital transport hub to the European Continent clean and healthy
The White Cli s of Dover dominate the landscape of the Southeast English coastline where the Port of Dover has for centuries been a hugely important thoroughfare to mainland Europe. Owned and run by the Dover Harbour Board, it is the continent’s busiest international ferry port, handling 33 per cent of all trade with the European Union and in 2024 processed 9.3 million passengers, 1.7 million cars and over 77,000 coaches.
The Port covers approximately 1,050 acres and is divided into the Eastern and Western Docks, which include a purpose-built cargo terminal and a marina curve which features more than 60 buildings.
Churchill has been providing cleaning
services to the Port since 2016, and o ers a wide range of services that include cleaning:
The cruise terminals
Cargo welfare and storage facility
– including cargo walls and shutterscleaned by hand by a specialist team
O ice and admin buildings
Marina buildings
Passenger welfare buildings, including toilets, food area, showers, receptions, berths and berth portals, as well as multipurpose check-in booths.
Other duties include a daily mechanical sweep of piers to remove guano to allow tug sta to work safely, road sweeping, litter
picking, gully cleaning, beach cleaning, jet washing, window cleaning, maintaining washroom services and consumables, carpet cleaning, landscaping and covering major events such as the Regatta, Marina Day and cruise events.
WORKING IN PARTNERSHIP
It’s a lot to cover and visiting the port it’s clear that the success of the relationship between the Churchill team and the Port is due to mutual respect and a truly collegiate way of working.
Explains Therese West-Moore, Head of Port Operations: “In the past we may have struggled to find somebody who was able
to meet our needs and work with us as partners as it’s a di icult environment to keep on top of, but the thing with Churchill is we can go to them and say, ‘what can you do about this?’ and they’ll find a solution.”
As examples, she cites the replacement of big, bulky power consuming hand dryers with phs energy e icient hand dryers to help save on energy and suggestions made during the teams’ regular planning meetings that include re-siting bins to improve waste handling during busy event days.
According to James Temby, Operations Director, Churchill, the secret to the success of the relationship is that: “We evolve our business to suit their business needs, and that’s been critical to how we’ve worked together. We move services, we reduce hours, we increase hours as and when we need to, and we constantly adapt our service delivery as required.”
were essential to us when COVID hit, and we relied on them heavily for what we needed to do to make sure that the sta were safe. The Port didn’t shut, and we carried on working, aside from the o ice sta who could work from home, but it was still very much an operational area and Churchill were essential to us to help keep this port running.”
The continuity of service was down to the formation of an e ective business continuity plan which ranged from careful planning on how cleaning sta would get to work - to the storage of three months’ worth of consumable paper and cleaning products that enabled the cleaners to be self-su icient for a large part of the period.
Churchill’s role includes cleaning up spills, whether a spilt co ee cup in the foot Passenger Terminal building at the Eastern Docks or an oil spill from one of the thousands of freight lorries that travel through the Port every day.
Adds West-Moore: “We’ve got a 24/7 control room and must have two to three people in there at any one time, and during COVID, with the cleaning measures in place during that period, we didn’t have any of our control team come down with COVID. That was due to the advice and the control measures put in place.”
An event like that can cause a massive backlog of lorries, so a quick response rate is vital.
MEETING CLEANING CHALLENGES
There have certainly been a lot of changes and challenges since the contract began in 2016, including Brexit, COVID and the addition of major new facilities including the Marina Pier in 2019 and an Outer Marina in 2021.
As the dedicated site manager who oversees and supports the team on the ground, Churchill’s Contract Manager Tracy Bear comes prepared to meet every issue, from ensuring each member knows which tasks they need to complete when assigned an area to assessing how much time is needed to complete a task. She is supported by Business Support Manager Sara White, Night Support Manager Beppe Bellenghi, five supervisors and a core and specialist leaning team of approximately 52 colleagues who work across the site 24/7, 364 days a year, as the Port closes only on Christmas day.
One huge test for the cleaning team was the pandemic. Says West-Moore: “Churchill
We evolve our business to suit their business needs, and that’s been critical to how we’ve worked together. We move services, we reduce hours, we increase hours as and when we need to, and we constantly adapt our service delivery as required.”
team come down with the
KEEPING INFORMED
As we learnt during our visit; to tour the whole port requires a vehicle, so a priority for the cleaning team is staying on top of client requests. To enhance response times, Churchill introduced its digital platform Mo:dus which enables the cleaning team to monitor contract performance and gives the Port team full visibility via the client portal. Mo:dus incorporates a helpdesk function that allows for the logging and categorising of service calls and the instant allocation of jobs - all co-ordinated by a dedicated on-site administrator who works in real time with the system.
team is staying on top of client
A further innovation with Mo:dus was the introduction of a QR code system, positioned around the site, for instance, outside the toilet facilities which collects direct feedback from Port customers.
Explains Temby: “What we’ve found from the feedback is that complaints are not necessarily about the cleanliness, it might be locks broken on the doors for instance. On the back of that kind of information, we’ve been able to relay that to the Port and their response times of fixing locks and doors has increased, so by being able to give that feedback has led to hopefully a better experience for the customer.”
Another innovation is the introduction of a Dover Harbour Board app called Evotix. The Churchill team assists the DHB by reporting issues via the app in real time, which means that members of sta are empowered to communicate instantly if they see any breakages, spillages or other issues that need immediate attention.
SUSTAINABILITY & STAFF
A key aspect of the contract has been to support the Port’s sustainable agenda, so a range of green initiatives have been introduced, including the use of Purex, a chemical-free cleaning solution, a switch to using Metsä paper consumables which are derived from sustainable forestry and replacing the bedding plants around the site with perennials which endure year around. Added to this an important societal proviso is that all Churchill colleagues based at the Port are paid the Living Wage.
This is one of the reasons why, given the constraints on many organisations in finding cleaning sta , recruitment and retainment rates among the Churchill team at the Port are high.
Explains Contract Manager Tracy Bear: “We tend to work with the local Job Centre which hosts Churchill with a room for the day, allowing us to complete interviews of all suitable candidates in one day. While drivers are a little bit more di icult to find we always fill all our vacancies and it is a positive way of supporting our social values as well, because we will work closely with the Job Centre to hire people who may have
been long term out of work.
“We also adapt jobs as well, because sometimes we find that we’ve got people who have got slight di iculties with one area, or they need to go part time because of caring responsibilities, so we will change their schedules, and we also create jobs for people who thrive in certain areas.”
Safety and security are of course of huge importance for the operation of the port. All the sta must undergo the Port’s GSSAT security and safety training, as well as Action Counters Terrorism training. There is a strict vetting process in place for everyone working at the Port, with all
Churchill team members required to have a basic DBS check with additional Port checks before they can be issued a pass.
The teams are issued with mobile phones, those on night shi s have panic alarms and cleaning teams employed along the sea front during the evenings work in pairs to ensure their personal safety.
FUTURE PLANS
The next big challenge for the Port will be the introduction of the new “Entry/Exit System,” (EES) by the European Union, an automated IT system which will be designed to digitally record the entry and exit details of non-EU nationals. Because biometric data like fingerprints and facial images will be deployed, rather than the traditional passport stamping process, travellers going through the Port will need to scan their passports at a kiosk and provide their biometric data for registration in the system.
This raises some practical implications for the Port, as West-Moore explains: “We’ve got some huge infrastructure changes to make in adopting the EES. Currently, passengers coming to the border do not need to exit their vehicles, they go straight through. A er the implementation of EES, everyone is going to have to get out go to a kiosk, which will require new buildings and all the tech.
“This also brings massive changes for Churchill as well, as the new buildings, including additional toilet facilities are going to need to remain clean and presentable for the public.
“But we’re all prepared for the new ra of changes and the fact that Churchill have been with us for so long actually says something about how good they have been, and how successful the partnership will be going forward.”
VOICES OF THE FUTURE
James Massey, Managing Director of Facilities Management at MRI Software presents the insights and implications for EMEA FM teams from the software provider’s 2025 Voice of the Facility Manager Report
The role of the facilities manager is undergoing a dramatic evolution. With the rise of flexible and hybrid working models, the expectations placed on FM teams have never been higher. As technology and sustainability become increasingly central to building operations, FM practitioners across the EMEA region are grappling with new challenges and opportunities.
MRI’s annual Voice of the Facility Manager survey (VOFM) polls the insights and opinions on a range of topics from the challenges FM professionals face to the approaches and technologies they rely on to achieve their goals and objectives. The 2025 edition of VOFM provides a comprehensive snapshot of the current state of the industry. The main findings from the survey reflect the challenging environment in which FM teams find themselves and clearly
demonstrate the extent to which technology is regarded as a critical means to drive e iciency, productivity, and sustainable operations.
RISING WORKLOADS AND HEALTH IMPACTS
The survey reveals that FM professionals face significant workload pressures. Over 62 per cent of respondents described their workload as “on the busy side” or “far too busy,” highlighting the ever-increasing demands placed on FM teams. Concerningly, more than half (52 per cent) of the respondents reported that their role negatively impacts their mental health, while 45 per cent indicated an adverse e ect on their physical health.
These findings highlight the urgent need for tools that can help streamline operations and reduce both manual work and day-to-day
stress. By automating routine tasks and improving data accessibility, FM teams can alleviate some of the pressure. The survey underscores that adopting technology is not just about e iciency - it’s also a means to support the wellbeing of sta who face increasing work demands.
JOB SATISFACTION AND THE FUTURE OF FM
Despite the challenges, there is a strong sense of commitment among FM professionals. The survey shows that many are satisfied with the flexibility o ered by their roles, with an average satisfaction score of 3.8 out of 5. Support from executive leadership also received a positive rating (3.5/5). However, areas such as salary and technology scored lower at 3.3/5, signalling room for improvement.
Encouragingly, nearly 73 per cent of respondents expressed confidence that they would still be working in facilities management in five years’ time. This enduring commitment suggests that, with the right tools and strategies, FM teams can overcome current obstacles and continue to drive value for their organisations.
TRAINING AND PROFESSIONAL DEVELOPMENT
A significant insight from the survey is that 21 per cent of FM professionals feel they have not received adequate training for their roles. Rapidly emerging trends in technology and sustainability, alongside increasing pressure on teams to perform at the highest level, means that continuous professional development is essential.
The VOFM report indicates that future training should focus on areas such as new technologies and mental health and wellness, while also addressing regulatory compliance. Developing a robust training programme is critical for enabling FM teams
to fully leverage the capabilities of modern systems and adapt to new challenges.
BUDGET PRESSURES AND INVESTMENT IN TECHNOLOGY
Budget constraints remain a central concern. While 40 per cent of FM teams have experienced budget increases over the past three years, nearly 24 per cent have faced cuts. These mixed trends place additional pressure on FM teams to extract maximum value from every investment.
The survey revealed that improved e iciency and productivity are the primary drivers behind plans to invest in new technology, with 63 per cent of respondents citing these benefits. However, 46 per cent noted that the cost of changing technology is a significant barrier. This underscores the need for solutions that not only deliver measurable improvements in e iciency but also o er a clear return on investment.
TECHNOLOGY ADOPTION: CURRENT CHALLENGES AND FUTURE OPPORTUNITIES
Technology adoption is a recurring theme in the survey. Approximately 27 per cent of FM professionals expressed dissatisfaction with the technology their teams currently use. This dissatisfaction is particularly high in mid-sized FM teams (10–50 people), with 30 per cent reporting issues compared to only 15 per cent in smaller teams.
It’s unsurprising, then, that a strong majority (68 per cent) of FM teams intend to invest in new technology within the next 12 to 18 months. Improved e iciency and productivity are the dominant reasons, while budget constraints remain the biggest hurdle. Importantly, many FM professionals recognise that incorporating advanced technologies such as AI and automation can bring transformative benefits to the field.
MRI’s integrated platforms are designed to address these concerns by reducing manual work and providing real-time data, for example by facilitating automated reporting and predictive maintenance without requiring extensive manual intervention. Such capabilities are essential for FM teams looking to modernise operations and
overcome current technological limitations.
THE PROMISE OF AI AND AUTOMATION
The survey highlights that FM teams rate the importance of AI at 7.4 out of 10. Forty per cent expect AI to boost the e iciency of their roles, while a quarter believe it will enhance decision-making processes. Strikingly, almost half (45 per cent) of FM professionals indicated they would consider switching from their current technology solutions if those systems do not incorporate AI features in future releases.
This data demonstrates a strong belief in the potential of AI and automation to transform facilities management, providing FM teams with actionable insights. By automating routine tasks and delivering real-time data, these solutions empower FM professionals to make faster, more informed decisions—ensuring they remain agile in an ever-changing environment.
SUSTAINABILITY AND ENERGY MANAGEMENT: A STRATEGIC IMPERATIVE
Sustainability remains at the forefront of industry challenges. The survey found that 39 per cent of FM professionals consider net zero targets the biggest challenge facing the industry. Energy management is seen as a critical factor, with 47 per cent agreeing that energy-e icient practices are essential for the sector. Additionally, 50 per cent believe that technology is the greatest opportunity to meet these sustainability challenges. For FM teams, integrating energy management solutions into their operations is crucial. By monitoring and optimising energy consumption through smart technologies, facilities teams can not only reduce operational costs but also contribute to broader environmental goals. Systems that provide comprehensive data on energy usage empower teams to identify ine iciencies and implement targeted improvements.
Looking forward, the survey suggests that 65 per cent of FM teams expect an increased
adoption of smart technologies and automation over the next five years. At the same time, sustainability is anticipated to become a central focus, with 50 per cent of respondents predicting that green practices will be more heavily integrated into FM strategies.
Interestingly, only 28 per cent of FM professionals foresee a rise in outsourcing or third-party partnerships, indicating a strong preference for developing in-house capabilities and maintaining control over operational technology. This trend underscores the importance of having integrated systems that can adapt and scale with the business.
IMPLICATIONS FOR FM PRACTITIONERS AND THE PATH FORWARD
The insights from the Voice of the Facility Manager survey reveal a clear picture: FM teams are under significant pressure
to balance increasing workloads, budget constraints, and the need for advanced technology and sustainability practices. The key to overcoming these challenges lies in investing in integrated, data-driven solutions that o er actionable insights and streamline operations.
For FM practitioners across the EMEA region, the future will be shaped by the convergence of predictive maintenance, AI, and automation. Transitioning from manual, spreadsheet-based processes to intelligent systems can unlock significant e iciencies and cost savings. By adopting advanced solutions, FM teams can proactively address issues before they escalate, optimise resource allocation, and support long-term sustainability goals.
The Voice of the Facility Manager survey highlights both the challenges and opportunities facing FM teams today. With increasing pressure from budget constraints, aging equipment, and the need for advanced technology, the path forward lies in adopting integrated, data-driven solutions. These tools not only streamline operations but also provide the clarity and accountability needed to drive meaningful change.
As FM professionals look to the future, investing in smart, sustainable technologies will be critical. With robust systems that harness the power of AI and real-time data, FM teams can transform their operations and pave the way for a more e icient, resilient, and sustainable future.
insights, case studies & workshops to meet the challenges of today & tomorrow
AI DEPTH CHARGE
With
A shortage of skills in FM is creating huge pressures to prioritise tasks, meet compliance deadlines and ensure preventative maintenance targets are achieved. Esther Coleman, Senior Product Manager at Idox believes enhancing CAFM with AI can begin to bridge the gap
70 per cent of facilities managers still using spreadsheets according to Idox research, it may seem a leap to even consider Artificial Intelligence (AI). Yet it is already pervasive. Almost everyone, irrespective of their digital maturity, is likely using AI in some form even if only for automatically enhanced online searches.
Within a facilities management context, AI has a strong role to play in the future in exploring the depth and breadth of insight held within CAFM systems. Just consider the vast amount of historical and real-time data, such as work orders and maintenance records, that hold invaluable insight into trends in breakdowns and replacements. Or the burgeoning use of the Internet of Things (IoT) to provide continuous information about key building facilities including temperature, occupancy and lighting.
For FMs struggling to manage increasing workloads, escalating compliance demands and the push towards net zero, the ability to harness this knowledge will play a key role in maximising the productivity and e iciency of existing resources. From optimising maintenance schedules to gaining new understanding of building utilisation, with the right approach, AI will further enhance the operational and cost benefits that CAFM systems can deliver.
AI has an extraordinary power to si through unimaginable data volumes to eradicate the irrelevant and enhance the desired information. The quality of that data is, however, essential if the AI is to deliver real value in a business context. Rather than the misinformation provided by Generative AIs, such as ChatGPT, trained on unchecked internet data, there is growing use of industry-specific Large Language Models (LLMs).
BENEIFITS OF LLMS
LLMs are already being used in practice. For example CAFM Explorer® room booking utilises GenAI using LLM to interpret natural language into structured data. This not only fast-tracks the booking process by allowing users to fine-tune requests but also provides additional insight into space utilisation. There is also growing interest in adding simple chatbots to CAFM to provide mobile engineers with a fast, simple way to find the information they need for each job. These features can also facilitate better collaboration with colleagues, helping to share skills and knowledge.
One of the most compelling areas of AI innovation
for FMs, is the chance to build on the Predictive Maintenance improvements already provided by CAFM systems. Adding AI further hones functionality by analysing a ra of data from equipment sensors as well as historical maintenance data to predict when maintenance is needed, delivering even greater cost reductions and e iciency gains.
In addition to preventing unexpected breakdowns, minimising the number of repairs, extending asset lifecycle and ultimately saving costs, AI will provide FMs with powerful insight into future events and support the e icient use of resources that will deliver further boosts to productivity throughout the workforce.
EVOLUTIONARY JOURNEY
Accurate data resources are fundamental to successful AI usage and with just 41 per cent of FMs currently using the CAFM systems required to achieve accurate and immediate cross-operational information, clearly the industry has some way to go before the use of AI is ubiquitous. Furthermore, while many organisations are gaining significant e iciency improvements through the use of mobile CAFM solutions that can transform engineer productivity and e iciency, digital maturity and confidence varies throughout the workforce.
As the examples above indicate, CAFM vendors such as Idox are actively researching the role AI can play within existing solutions. We recognise the
value of the data held within each CAFM system to deliver new insights that can further enhance the performance of the workforce and reduce the pressure on stretched resources. It will be vital both to ensure any new AI enabled features within CAFM are intuitive and use reporting to highlight data integrity to maximise the accuracy of this powerful data resource.
CAFM systems must balance the innovation that can improve e iciency and reduce the pressure on sta with simplicity in order to ease the transition. Engineers may embrace chatbots, but there will be no explicit need to use AI. Indeed, for FMs, the use of AI will simply enhance existing activities, further optimising schedules and boosting e iciency to reduce pressure on existing sta .
CONCLUSION
The concept of AI may appear daunting, especially to organisations yet to make the step to CAFM, but change can be gradual. By championing a more granular, precise understanding of AI in all its complexity CAFM systems can improve the day-today experience for FM sta , enhancing productivity, streamlining compliance and ensuring companies maximise the value of the existing skill set. Furthermore, for an industry struggling to attract the next generation, the addition of innovative tools will be a vital step in gaining the skilled digital natives that represent the future of FM.
ESP set to ignite the fire and CO alarm market
ESP has been developing and supplying security related products to the UK electrical industry for more than 20 years. Part of the Scolmore Group, ESP o ers a comprehensive range of electronic security and fire detection products. The range comprises CCTV, Access Control, EVAC, Fire Protection, Smart Security, Emergency Lighting and Sangamo specialist time switches and heating controls.
ESP benefits from being part of Scolmore Group, one of the UK’s leading manufacturers of electrical accessories, circuit protection, lighting, home automation, security and cable accessory products. Established in 1989, the award-winning organisation designs, develops and manufactures an ever-expanding range of innovative, energye icient and time-saving solutions for commercial and domestic projects. Products from across the group of companies continue to be specified and installed in a range of settings including residential developments, hospitals, schools and hotels.
ESP has invested significantly to introduce a new name to the fire and safety alarm sector with the launch of Espire. Espire is a comprehensive range of high performance fire and CO alarm products that has at its core quality, reliability and innovation. Sitting as a separate brand under ESP’s growing product portfolio, Espire is supported by Scolmore Group, distributed by ESP.
COMPLIANCE AND SUSTAINABILITY
The range will help installers meet the recommendations of BS5839-6: Code of Practice for the Design, Installation, Commissioning and Maintenance of Fire Detection and Fire Alarm Systems in Domestic Premises, and BS EN 50292: Electrical apparatus for the detection of carbon monoxide in domestic premises – Guide on the selection, installation, use and maintenance. All Espire products have undergone a meticulous
design, development and manufacturing process at the dedicated factory. All alarms have been tested by third party test houses and certified by LPCB (Loss Prevention Certification Board) and TUV, to meet the relevant product standards – BS EN 14604 for smoke alarms: BS 5446-2 for heat alarms and BS EN 50291-1 for CO alarms. All products come with a five year warranty.
ESP has taken a proactive stance on sustainability by integrating eco-friendly materials and energye icient designs. The company has used recyclable packaging material across the entire range, opting for eco-friendly, brown card packaging that is fully recyclable and 100% biodegradable.
A COMPREHENSIVE OFFER
Boasting an array of innovative features, the Espire o er comprises five alarm types:
Optical smoke alarms
Heat alarms
Smoke and heat alarms
Carbon Monoxide (CO) alarms
CO and heat alarms
INNOVATIVE FEATURES
The range o ers a number of innovative features, some unique in the market:
Auto-Dimming Power LED
Stainless Steel Insect Mesh Barrier
RF Link
Lock-in base
Responsive thermistor
24-hour memory function
THE ESPIRE RANGE
The Espire fire and safety alarms are suitable for Grade D1, Grade D2 and Grade F1 installations.
Optical smoke alarms - optical sensors employ an infrared beam to detect the presence of smoke, e ectively responding to slow, smouldering fires.
Heat alarms – utilise a thermistor, which acts as a heat sensor, capable of detecting temperature fluctuations. The alarm is activated when the temperature reaches 58°C.
Combined smoke and heat alarms - equipped with optical and heat sensors, these alarms are capable of responding to a broad range of fires. Intelligent so ware continuously monitors both sensors.
Carbon Monoxide (CO) alarms – identify the presence of Carbon Monoxide gas emitted by the combustion of carbon-based fuels such as gas, wood, oil, and coal. They provide an early visual alert of rising concentration levels of carbon monoxide prior to full alarm activation.
Combined CO and heat alarms – utilise two distinct sensors to monitor fire and carbon monoxide (CO) independently and are suitable for kitchen areas equipped with fuel burning appliances like gas boilers or cookers.
The optical smoke alarms and heat alarms are available in the following options:
Powered by mains with a sealed tamper-proof 10-year lithium battery
Powered by mains with 9v replaceable battery
Powered by a sealed tamper-proof 10-year lithium battery
The smoke and Heat alarms, CO Alarms, and CO and heat alarms are available in the following options:
Powered by mains with a sealed tamper-proof 10-year lithium battery
Powered by a sealed tamper-proof 10 year lithium battery
ACCESSORIES
ESP has also launched a collection of accessories. These include RF modules; relay bases; red IP65 strobe with selectable sounder; remote control switches; multi-tool – RF pairing and lock-in base release tool; and flame-retardant alarm masking plate.
PERFECT BALANCE
Dan Andrews, Executive Director at CBRE Global Workplace Solutions (GWS) tells Sara
Bean why being an FM business from a global player provides clients and sta with the best of both worlds
Asthe global leader in commercial real estate services and investments, CBRE might be perceived as being primarily focused on Corporate Real Estate.
The Local Facilities Management arm of CBRE’s Global Workplace Solutions (GWS) business employs over 7,000 employees across more than 850 contracts in the UK and covers a diverse portfolio, ranging from iconic towers in the City of London to hospitals, airports, museums, stadiums and manufacturing environments.
Says Executive Director at CBRE Global Workplace Solutions (GWS), Dan Andrews: “CBRE is a strong brand, so potential clients who come from the property management or the asset side may not be aware of the FM delivery arm, which means sometimes people aren’t familiar with what we can deliver. Our contract values range from £10,000 for a small tenant to £10 million, and can include a wide range of technical, engineering, and integrated services in between, depending on the client’s business.”
He adds that although part of a larger enterprise: “It’s a fantastic business to join if you want to be entrepreneurial, as the people in it really do make it such a fun place to work. Because of our business unit model,
it’s about as close as you can get to the benefits of a small business; you work within a tight-knit team who are empowered to deliver bespoke services to clients, and there is a lot of room to innovate. For our customers, the business unit model means we stay connected and closely involved with all of our contracts.”
Andrews has worked across a range of organisations, moving into an FM role while at the Department of Transport and later working for an SME, which he le to join Norland Managed Services in 2014, just as it was being acquired by CBRE.
“I’ve had a fantastic journey,” he says, “with numerous roles, working with di erent sectors, clients and meeting a variety of challenges, and through it all have appreciated how entrepreneurship is encouraged within CBRE, where it’s easy for good ideas to be made reality.”
ENHANCING BUILDING PERFORMANCE
Following CBRE’s recent acquisition of Industrious, a leading provider of flexible workplace solutions, GWS has been incorporated into a new business segment - Building Operations & Experience (BOE), which comprises CBRE’s Enterprise Facilities Management, Local Facilities Management, Property Management and Industrious.
The principles on which the business is based remain the same. Andrews explains that each of Local Facilities Management’s business units are built around the customer and client base, whether aviation, heritage, towers, or another sector, to create a customer centric service.
He says: “Because of our unique model, we operate at every single layer, from London Towers to smaller M&E contracts. Our approach puts the
client first and di ers from many other FM providers – every site is unique and we ensure the right delivery model is provided, whether that be a team of onsite engineers or mobile engineers providing services as and when required.”
CBRE GWS aims to deliver solutions that enhance the performance of clients’ buildings and workplaces, o ering a range of hard and so services, including engineering, cleaning, security, catering, front of house, grounds maintenance and post room services.
“We o er pretty much any service within the FM sphere,” says Andrews. “Quite o en customers will come to us and ask, ‘can you help us out?’ Because there is no like for like, for us each customer is unique, because their businesses are so unique.”
He explains: “Every project begins with an analysis of the customer’s needs, what they want to achieve and their business outcomes, with the solution built around them. It’s halfway between consultancy and FM service delivery in approach.”
While engineering services are always self-delivered, CBRE use best in class supply partners for so services such as cleaning, catering, security and front of house, usually in partnership with bespoke so services suppliers. Andrews stresses that the IFM delivery model involves picking the right supplier for each customer, for example while one cleaning provider may be ideal for one client, a di erent model could be required elsewhere. This also supports societal goals says Andrews:
“Partnering with SME organisations o en helps support a client’s specific business objectives, for example, their social value strategy, so shopping around for the best fit helps push more diverse suppliers and supports the local business model as well.”
The Local Facilities Management business model is structured around Account or Contract Managers who are fully responsible and empowered to deliver the range of services to either one or a portfolio of clients. CBRE also aims to add value for customers using subject matter experts across ESG, Procurement, People, QHSE and so on. Says Andrews: “There’s very little bureaucracy, and as we grow as a business and those business units get slightly bigger and win more work, we invest and split the business unit. I’ve been involved in splitting two business units during my time at GWS, and it’s great, because you see all that talent coming in within the organisation, and they can grow and develop.
“It means our people have a clear understanding of what opportunities exist for expanding their responsibilities and career progression. I came in as an Account Manager and have moved from Account
Manager to General Manager to Business Unit Director and now Executive Director.
That’s not unique within GWS.
“We’re also doing a lot of work bringing new talent into the business. We have ESG graduate programmes alongside our general graduate programmes and more apprentices joining than ever. I think one of the great things about GWS is that people can see a clear career journey.”
A focus on customer retention has resulted in double digit growth over the last 10 to 15 years, as explains Andrews, while winning work is great for the growth, maintaining long customer relationships is key.
Because of our unique model, we operate at every single layer, from London Towers to smaller M&E contracts.
engineering perspective – for instance the challenge of pumping chilled and hot water around 30 or 40 storeys of a building. What’s also distinctive is that these buildings have potentially 8,000 occupants at any one time with multiple stakeholders and a multitude of requirements from landlord and tenants. Explains Andrews: “We o en work for the landlord as well as the tenants in these buildings. Providing services for both leads to so much more value, as when the landlords and the tenants are working on the same page, the building wins collectively.”
Our approach puts the client first and di ers from many other FM providers – every site is unique and we ensure the right delivery model is provided, whether that be a team of onsite engineers or mobile engineers
“We put a lot of emphasis on retaining clients and one of the biggest things we’re proud of is that our client retention rates are 97 per cent which is industry leading.”
TOWERING ACHIEVEMENTS
providing services as and when required.”
One of the most distinctive portfolios of CBRE GWS are the towers and skyscrapers – an area of expertise for Andrews. They’re a demanding environment from an
Interestingly, the business is bringing a number of learnings from the towers to a major retail client which involves a huge, transformational piece that aims to improve the client’s guest experience. Says Andrews: “In the retail world you have the shopping centre, and you have the occupiers, and the shopping centre won’t achieve its aims of guest experience and generating footfall while also addressing issues such as driving down carbon if the retail occupiers and the landlord are not aligned. Like the towers we aim to promote a collaborative approach.”
I think some of the challenges are that people have got existing technology and have tried to overlay a form of smart technology for a quick win. But our advice is to ask what it is they are trying to focus on. What’s the strategy to get there? And then we can build the right solution using meaningful and relevant technology.”
FUTURE THINKING
According to Andrews the current concerns of clients are in achieving ESG, meeting net zero targets and adopting the right technology, with AI and data now an increasingly part of the mix. He advocates starting with the right data, which for some FM clients can involve a complicated legacy.
“I think some of the challenges are that people have got existing technology and have tried to overlay a form of smart technology for a quick win. But our advice is to ask what it is they are trying to focus on. What’s the strategy to get there? And then we can build the right solution using meaningful and relevant technology.”
Like many in this situation, simply adding isolated bits of technology with no real clear strategy behind it has led to a lot
of complications. Andrews advocates beginning with the data, because without this fundamental in place to begin with, you’re never going to get the outcomes you want, and the danger of overlaying di erent technologies is that they might not integrate properly.
The widespread adoption of AI within the sector is also going to influence the FM employment landscape, believes Andrews.
“We have a number of Performance Managers that work with the data and tech to drive dashboards for clients. These roles didn’t really exist two or three years ago, and over the next five years, there will be roles created in the FM space that didn’t exist previously. These new roles are also driving changes with our
delivery, moving from industry standard maintenance to a reliability focused maintenance approach.
“I don’t see it being technology replacing jobs. I see the fact that we’re going to need new roles as FM evolves. I’m confident technology will work alongside people to enhance and change the working environment.”
Looking to the future for CBRE GWS, Andrews confirms that whilst the UK is currently its most mature market globally, he feels there’s still plenty of opportunity where customers begin to understand the value they can add.
“We o en get customers saying, ‘I didn’t realise you delivered this service and could help me in that area’, or ‘I thought this opportunity would be too small for GWS’. Which I understand, as CBRE has such a diverse breadth of services. There is a huge amount of value we can deliver across the entire real estate lifecycle.
“As long as we continue doing what we’re doing, concentrate on our core values of being customer centric, empowering our teams, and investing in future talent, then I’ve got no doubt, we will continue growing and evolving our services.”
Visit Jangro on Stand E55 at The Cleaning Show 2025 where we’ll be showcasing some exciting innovations and revealing huge new projects. You won’t want to miss it!
CONSUMING LIGHT
LUlysse Dormoy CEO of lighting specialists Atrium explores the impact of insu cient light on human health,
highlights some of the research and outlines potential solutions to address this shortfall
ight is a fundamental aspect of human life. In fact, all life on earth has evolved under the full solar spectrum, influencing not only our ability to see but also our overall health and wellbeing. The right kind of light, particularly natural light, plays a crucial role in regulating our circadian rhythms, mood, and even our physical health. However, a lack of access to appropriate light can lead to a range of health issues, at a time when it is widely reported that we spend on average 90 per cent of our time indoors (for those in the USA the average amount of time spent indoors is 93 per cent, with the extreme being in the UAE where the time spent indoors jumps to 99 per cent).
What can be done to support a return to the consumption of appropriate healthy
light and why is it so important?
IMPORTANCE OF LIGHT FOR HEALTH
Light exposure is essential for maintaining our circadian rhythms, which are the natural cycles that regulate sleep-wake patterns, hormone release, and other bodily functions. Natural light, especially sunlight, is the primary cue for these rhythms. When we are exposed to natural light during the day, it helps to keep our circadian rhythms in sync, promoting better sleep and overall health.
In addition to regulating circadian rhythms, light exposure also a ects our mood and mental health. Sunlight stimulates the production of serotonin, a neurotransmitter that contributes to feelings of wellbeing and happiness.
Conversely, a lack of sunlight can lead to reduced serotonin levels, which is associated with depression and seasonal a ective disorder (SAD).
We’ve known about photosynthesis for approximately 250 years and yet we are only now starting to join the dots together in our understanding that just like plants, humans are solar collectors too, and we need the full solar spectrum, the visible part for vision and the invisible parts for physiological wellbeing. However, to quote Scott Zimmerman, an engineer and expert in optics focused on understanding the mechanisms by which light interacts with human biology: “Sunlight used to represent the largest energy input into the body”, what is the impact of our modern indoor lifestyles? Zimmerman is also quoted as saying “the other thing that I
think people need to understand is that right now what we’re going through is really the largest reduction in solar exposure in human history”.
We introduced artificial electric light into the built environment approximately 150 years ago, and the shi to our modern indoor lifestyle started with the first industrial revolution around 1760, so in an evolutionary perspective this is all quite new. We simply don’t yet know the true impact of hiding ourselves away from our planet’s primary energy source.
To better understand the benefits derived from the full solar spectrum, we must dissect the di erent wavelengths of light to show the di erent biological e ects, remembering that light is not just for vision.
Time for a Rethink’. In this paper Professor Richard Weller reveals that exposure to sunlight has a reductive impact on all-cause mortality.
CHALLENGES OF INSUFFICIENT LIGHT
Despite the clear benefits of natural light, many people do not get enough exposure to it. Modern lifestyles o en involve spending long hours indoors, whether at work, school, or home. Lack of natural light can disrupt circadian rhythms,
disrupt circadian rhythms, leading to sleep
RESEARCH ON LIGHT AND HEALTH
Numerous studies have highlighted the importance of light for health and wellbeing. For instance, research has shown that individuals who are exposed to natural light during the day tend to have better sleep quality and are less likely to experience sleep disorders.
A study published in the Journal of Clinical Sleep Medicine found that o ice workers with more natural light exposure reported better sleep quality, longer sleep duration, and improved overall health compared to those with less natural light exposure.
Lack of natural light can disrupt circadian rhythms, leading to sleep problems, fatigue, and decreased productivity, as well as an increase metabolic and cardiovascular issues, which further impact productivity.”
Another study conducted by the Lighting Research Center at Rensselaer Polytechnic Institute found that exposure to bright light during the day can improve mood and cognitive performance. The researchers concluded that light exposure is a simple yet e ective way to enhance mental health and productivity.
Beyond the research around light stimulus within the visible spectrum, a study published in the Journal of Biophotonics revealed that exposure to Near Infrared (NIR) light could reduce blood glucose levels. From the same journal another study showed that intensive care patients treated with NIR had a reduced length of stay in ICU by 30 per cent. If the long wavelengths of light that have been removed from our indoor environments as they have been deemed ine icient, can have such a positive impact on our metabolic and physiological functions, what else have we yet to learn? What more are we missing?
We are also learning that the shorter wavelengths, ultraviolet light, can also have a significant positive impact on us and this is described in a paper published in the Journal of Investigative Dermatology titled ‘Sunlight:
problems, fatigue, and decreased productivity, as well as an increase metabolic and cardiovascular issues, which further impact productivity. Moreover, insu icient light exposure can have serious implications for mental health.
and changes in appetite and sleep patterns.
In addition to SAD, a lack of natural light can contribute to other mental health issues. For example, a study published in the journal Environmental Health Perspectives found that individuals with limited exposure to natural light were more likely to experience symptoms of depression and anxiety.
Seasonal a ective disorder (SAD) is a type of depression that occurs at certain times of the year, usually in the winter when daylight hours are shorter. People with SAD may experience symptoms such as low energy, di iculty concentrating,
670nm
835nm
Seasonal a ective disorder (SAD) is a type
As we continue to disconnect ourselves from the natural world and subject ourselves to more and more ultraprocessed elements such as foods, light and potentially buildings we may be increasing our rate of entropy or driving ourselves towards pathogenesis.
jaundice in babies
Sync (day) Disrupt (Night)
Reduction of migraine & fibromyalgia pain 555nm
Visual perception of brightness (lumens) 650nm
Improved vision in eyes (age > 40 years)
Mitochondrial cytochrome c oxidase
Another study conducted by the Lighting
It is important to start to consider light as more than simply a visual aid. Light is a fundamental component for life, as important as our nutrition, our movement, the air we breathe, and the sleep we allow ourselves to have. Light is too o en misunderstood as being something that just allows us to see.
SOLUTIONS TO ADDRESS LIGHT DEFICIENCY
To mitigate the negative e ects of insu icient light exposure, several solutions can be implemented. One of the most e ective ways to increase natural light exposure is to spend more time outdoors. Even short breaks outside during the day can help to boost mood and improve sleep quality. On a personal note, I have changed my daily routine to go out for a walk a er lunch every day. This way I make sure I get some natural daylight, especially in winter, with the added benefit that I get some movement through exercise, and this in turn helps to reduce my blood glucose levels a er having eaten my lunch.
We have become known as the indoor generation, and for those who spend most of their time indoors, incorporating more natural light into indoor environments is crucial. Furthermore, advancements
in lighting technology have led to the development of circadian lighting systems. These systems are designed to mimic the natural progression of sunlight throughout the day, providing bright, blue-enriched light in the morning and warmer, dimmer light in the evening. Research has shown that circadian lighting can help to regulate sleep patterns and improve overall health. Reducing the blue-enriched light in the late a ernoon is important to avoid circadian disruption.
One aspect that is missing from our indoor spaces is the longer wavelengths of light, the reds and the near infrareds. These have been removed from the today’s artificial light sources as they were deemed as being ine icient by producing more ‘heat’ than light. LEDs are incredibly e icient at delivering visible light; however, our physiology needs much more than just the visible spectrum. Alongside this, modern glazing is coated to reduce solar heat gain coming into the building and these coatings reduce the heat gain by cutting out the longer wavelengths of light. Today’s built environment has significantly reduced our exposure to Near Infrared Light to meet the sustainability agenda and while planetary sustainability is a vitally important subject area, what about human sustainability?
The solution is relatively simple, this is not a technological challenge, this is a legislative challenge. I hypothesise and suspect that we are saving money through energy e iciency at the front end yet what is the cost to health services such as the NHS at the back end? It may cost a little more in energy to bring back parts of the invisible spectrum, but how much might we save in the longer term through better health and productivity?
CONCLUSION
We are not about to rewind the advances we have made since the first industrial revolution, so we should consider how we give access to the right kind of light to enhance human health and wellbeing. Natural light plays a critical role in our overall wellbeing, however most of us do not get enough exposure to natural light, leading to a range of health issues. By spending more time outdoors, incorporating unprocessed natural light into indoor environments, whilst reintroducing some of the longer wavelengths of light we can address the shortfall and develop salutogenic strategies using light as one of the components to deliver better health and wellbeing outcomes for the occupants of the built environment.
Protect your service, brand and reputation with the latest technology in pest management
Pelsis Digital provides: Remote, real-time monitoring of flying insect activity, allowing immediate notification of emerging problems, improved data accuracy and less chemical use.
Giving you the benefits of: Significantly reducing the risks of product contamination, recalls and reputational damage, better satisfying auditors and customers, with improved sustainability.
SAVE TIME AND MONEY
IMPROVED RESPONSE TIME
SAFER FOR TECHNICIANS
PREVENT FLY OUTBREAKS
SIMPLIFIED COMPLIANCE DATA
CENTRALISED ACCESS
FOCUS GROUNDS MAINTENANCE
SOLID GROUND
A cornerstone of grounds maintenance is ensuring all the pathways, patios and driveways are kept clean and safe. Martin Beaumont of Monty Miracle looks at how you can maintain and protect these surfaces all year round
Grounds
maintenance is about a whole host of di erent surfaces. The early part of the year is a key time for cleaning and then prepping exterior areas for the coming months, making sure each surface is looked a er and maintained for the long term. It’s important to ensure everything is kept tip top, from an aesthetic and safety point of view.
Hardscaping is an aspect of gardening, landscaping or building exterior that uses solid materials. Usually comprising bricks, blocks, paving stones or gravel, hardscaped areas usually include paved areas, walls and stairs. They contrast and complement the so er, horticultural elements of a garden or outdoor area and when kept looking good, will add a contemporary or traditional style as well as functionality.
The elements can quickly cause a buildup of natural dirt and grime on hardscaped areas, making them look unsightly. What’s more, this organic dirt and growth can cause cracks and damage. Wet weather creates the perfect breeding ground for organic growth such as moss, lichen and algae.
It’s vital that those cracks are not worsened by the wrong kind of aggressive cleaning.
This is not just about getting the grounds looking good, it’s also about protecting the materials. Having spent many years working at English Heritage, I’m passionate about maintaining paths, patios and driveways for the long term.
BRICK
Brick driveways, walls and paths take a long time to create and tend to last longer, if they are maintained well. With more gaps to consider, cleaning carefully is a must. Avoid using a jetwash which can unsettle the grouting and damage the surface of the brick. Instead, use a gentle liquid cleaner and make sure that you apply a sealant which should be reapplied every few years. Regular brushing between the bricks is needed to discourage any dirt or growth buildup: a thorough liquid clean only needs to be a couple of times a year.
NATURAL STONE
Natural stone paving will last for years. It’s important to know the di erent types of stone you are using as they are all very di erent. Limestone is the most commonly used and is created by a material – usually silicon – holding together lots of tiny grains. It tends to have a smoother surface and more consistent colour. Slate is very durable but is susceptible to water damage, and as it has been formed in layers, the top layer needs to be protected. Granite, as you would expect, is the toughest of the natural stones. Thermally stable, it is the least porous. While these stones all di er, they share the same quality - they need to be protected and washed with a
gentle approach.
PORCELAIN TILES
A more modern take on the classic stone path, tiles can have a more uniform appearance and are relatively easy to maintain, so can be very suitable for high tra ic areas. They are resistant to freezing and thawing and are lightweight. However, they can be more brittle than natural stone and tend to be more expensive than concrete. They are more durable to harsher pressure but still need treating properly and look best with a colour-coordinated render.
PAVERS
Concrete paving slabs can last for decades. Concrete is an incredibly strong material with good resistance to harsh weather conditions and erosion. Easier to maintain, it simply requires regular brushing and care with a one o deep clean every year to ensure no build-up of organic growth between the gaps and staining on the surface.
None of these surfaces can exist without regular maintenance and I would always recommend cleaning thoroughly on a regular basis: Clear the debris all over your hard and so landscaped areas then apply a gentle biodegradable liquid cleaner to your hard areas with an easy to use 5 litre pump. This should clean the surface of the stone in just 10 minutes. Use a garden hose to clean o the area with water. Because it is biodegradable, the cleanser is safe to run o onto your grassed areas, as long as you have watered the grass beforehand. This is key – your so landscaped areas will need their own tending and pruning but also need to be protected during the cleaning process.
Once the area is dry, use a sealant to protect your surfaces. A quality liquid sealant will repel dirt and contaminants, even working on delicate surfaces like natural limestone, keeping your hardscaping stainresistant, safe and smart for years to come.
REVOLUTIONARY APPROACH
TChris Coath, Director of Energy and Asset Management at NG Bailey presents a step-by-step guide to adopting smarter strategies that can help you revolutionise your energy management
he landscape of mechanical & electrical (M&E) asset maintenance has evolved dramatically. Gone are the days when simply toggling systems on and o was enough to save energy. Today’s buildings must balance multiple demands, air quality, uptime, and flexible workspaces—all while reducing energy consumption and meeting ambitious sustainability targets. With net zero on the horizon, facilities managers must rethink their approach.
At NG Bailey, we help organisations across industries tackle these challenges, with processes that deliver proven results. In 2024 our digital maintenance approach saved over £200k in a single building and reduced energy consumption by over eight per cent in a world-
class critical environment.
Here’s our step-by-step guide to building an e ective, futureready M&E maintenance strategy.
START WITH GOALS, NOT JUST DATA
Data dashboards are valuable, but before diving into analytics, platforms and sensors, define your objectives. What matters most? Reducing energy consumption? Boosting uptime? Aligning with net zero commitments? Every building has unique priorities, and your maintenance strategy must reflect them.
For example, a bank’s HQ may prioritise uninterrupted uptime,
while a general o ice building might focus on energy optimisation to hit sustainability targets. Asking the right questions upfront, what are the key pain points? What are the success metrics?sets the stage for success.
FOCUS YOUR TEAMS
Before implementing digital maintenance, get the basics right. Start by tracking your energy consumption. If you’re not monitoring your building’s monthly energy use, you’re flying blind. Even a simple spreadsheet using utility bills is a good start. Review it each month with building managers and the maintenance team.
This is the highest-impact, lowest-cost activity you can undertake, with significant potential savings.
More than just reviewing data, this step aligns teams around performance and reinforces the importance of on-site actions in achieving broader goals.
LAY A STRONG FOUNDATION
A complete asset inventory is critical. If you lack a detailed asset register, consider hiring specialists to conduct a survey.
Across hundreds of clients, our surveys have kickstarted net zero transformations, improved project planning, and optimised maintenance costs.
ANALYTICS: YOUR NEW STRATEGIC WEAPON
With data now in hand, you can make an even greater impact. Analytical tools consolidate asset performance, energy usage, and maintenance needs into a single, intuitive interface, eliminating guesswork and delivering actionable insights.
This enables true digital maintenance, including:
Monitoring building health
Controlling energy consumption
Implementing dynamic maintenance schedules
Moving towards predictive repairs
Roadmap for net zero transformation
energy and carbon performance.
Building on step two, it’s now time to automate your energy reporting. A simple cloud-based system can host utility data, sub-metering, and other relevant data feeds, enabling detailed analysis on both energy and carbon performance. With teams already focused on building performance, they’ll appreciate the deeper insights and greater savings this additional layer of data can provide.
LEVERAGE TECHNOLOGY FOR SMARTER MAINTENANCE
Technology is transforming maintenance, allowing for optimised performance even in older buildings. Now, we build on the previous steps by introducing smarter digital tools.
One of my personal highlights is influencing change before an issue escalates into a user complaint. Whether it’s addressing a boiler fault on a winter morning thanks to a critical alarm notification or proactively optimising o ice temperatures for maximum comfort, these are the real benefits of digital maintenance.
One widely used technology across our customer base is the latest generation of IoT sensors. Even if your building isn’t “smart,” our IoT (Internet of Things) sensors provide real-time performance insights without a costly overhaul.”
One widely used technology across our customer base is the latest generation of IoT sensors. Even if your building isn’t “smart,” our IoT (Internet of Things) sensors provide real-time performance insights without a costly overhaul. In a recent o ice project, we installed sensors to monitor occupancy, space temperatures, and critical plant performance in just half a day. By close of business, live data was already flowing, allowing for real-time energy and asset performance monitoring.
If you’re fortunate enough to have a modern Building Management System (BMS), we can extract this data directly, eliminating the need for an IoT deployment. This approach, while requiring a few additional steps, delivers even more powerful results.
The key is selecting the right strategy for your building.
BRINGING IT ALL TOGETHER
By combining clear objectives, foundational data, digital tools, and cutting-edge technology, facilities managers can transform M&E maintenance from a reactive task into a strategic powerhouse. Digital maintenance not only keeps buildings running—it optimises energy use, extends asset lifecycles, and propels organisations closer to net zero.
While implementing digital maintenance systems requires an upfront investment, the long-term gains in e iciency, cost savings, and sustainability are undeniable. At NG Bailey, we typically see paybacks within six months to two years, but the benefits extend far beyond financial returns.
When executed e ectively, these strategies align frontline FM teams and senior executives alike, ensuring a shared vision for long-term sustainability and operational excellence.
DEPLOYING DIGITAL MAINTENANCE
Matt Hellicar, Director of Operations & Energy, Platinum Facilities outlines the benefits of digitising the maintenance process to enhance energy e ciency in buildings
Understanding asset hierarchy and the maintenance regimes that are applied is essential when deploying digital maintenance practices and energy management strategies within buildings.
Many organisations are slow to modernise and optimise their building maintenance. Recent research by SFG20, the industry standard for maintenance specifications, revealed that just one in five businesses have ‘wholeheartedly’ embraced digital/ data-led maintenance, while nearly twothirds (60 per cent) are still using paper-based guidance.
These findings highlight a concerning gap, but they also signal a huge opportunity for transformation in our industry. Traditional approaches to maintenance are stymied by a lack of both real-time and contextual data. O en, this has led to the service being too reactive – engineers fix assets only a er they have failed, resulting in expensive emergency repairs, higher labour costs, extended downtime, and unwelcome disruption to business operations. Meanwhile, assets on the brink of failure are likely to have been running ine iciently for some time.
When a preventative maintenance programme is in place, a fixed schedule will ensure compliance with industry regulations and alignment with the manufacturers’ recommended inspection frequencies. However, a lack of real-time data means there is no insight into factors such as the load on a specific asset or its condition, increasing the risk of engineers over-servicing perfectly healthy assets.
IT’S ALL IN THE DATA
By digitalising maintenance, businesses can adopt a more data-led, proactive approach that not only enhances operational e iciency but also reduces carbon footprints and energy costs. This transformation involves integrating real-time monitoring, data analytics, and automation into asset management. Using smart sensors, predictive analytics, and automated alerts, organisations can track asset health continuously and respond to ine iciencies immediately – preventing unnecessary downtime, improving asset lifespan, and ensuring optimal energy performance.
At Platinum, we recognised the need to start this
journey more than a decade ago, which is why we aligned with ISO 55001, the international standard for asset management. This accreditation ensures we follow a structured process to assess an asset’s performance, condition, criticality, and service impact before conducting a risk assessment.
BENEFITS OF DIGITIAL APPROACH
A chiller may appear to be in good condition, but its failure would have catastrophic consequences for the building’s operations. Take for example the laboratories of a life sciences building, where vital medicine must be stored at a specific temperature, or a data centre handling critical information. These are assigned a higher risk rating and based on this risk assessment, we can then recommend digital enhancements. These may include real-time current monitoring via IoT (Internet of Things), hardwired CT sensors (Current Transformer sensors) which measure alternating current (AC). We may also use vibration analysis applications which help to predict failures before they occur. This approach enables us to intervene proactively, reducing the likelihood of unexpected breakdowns.
On one customer site, we assessed critical assets using the ISO 55001 guidelines and identified that the chillers and pumps were essential to operations. From here, we implemented vibration analysis and current monitoring on the electrical supply to a chiller compressor. By putting this in place, we learned that the maximum current demand for the compressor was 200 amps. Now, if the system detects the current exceeding this threshold, an alert
is sent immediately to both our team and the client, allowing engineers to investigate before equipment fails.
A 360 VIEW
This approach is made possible through 360 energy audits. These follow a continuous cycle of assessment, monitoring, and reporting. In the initial audit, we’ll assess energy performance, identify ine iciencies, and provide recommendations. Next, we will deploy digital solutions and monitor energy usage and asset performance in real-time. Our contract managers and service desk receive critical alarms through our DLM (Dynamic Line Management networks) and are provided with monthly reports to track progress and savings. At the end of the year, we re-audit the site to ensure ongoing optimisation completing the 360 review.
While applying this process on another site, we discovered that a customer’s fan coil units were running from 4 am to 7 pm daily, even though building occupants didn’t arrive until 7 am. By simply adjusting the schedules, we delivered three hours of daily energy savings with no impact on comfort. However, with so much noise surrounding new technologies entering the market, it can be di icult for facilities managers to determine which technology is most suitable for their operations and which delivers the largest returns on investment. Technology should never be used for technology’s sake. A data-led approach, backed by ISO 55001, ensures any digitalisation prioritises each client’s unique needs and is as e icient as possible. In some cases, especially where assets are identified as low priority, we might recommend not investing in digital monitoring. Instead, we can reallocate resources to higher-priority or higher-value activities elsewhere.
The shi towards digital maintenance is no longer a question of ‘if’ but ‘when’. As energy costs rise and carbon reduction targets become stricter, organisations must move beyond traditional maintenance strategies. By leveraging real-time monitoring, predictive analytics, and automation, businesses can reduce costs, eliminate energy waste, and accelerate their decarbonisation journey – all while improving asset reliability and operational e iciency.
ELEVATING SAFETY AND ACCESSIBILITY AT YEOMANRY CLOSE WITH STANNAH LIFTS
The Yeomanry Close retirement housing facility on Priory Road, Warwick, now boasts a modernised passenger li as part of a comprehensive refurbishment plan with Warwick District Council aimed at enhancing the safety and reliability of li systems across their buildings.
With the original li system dating back to 1984, the infrastructure had aged significantly, necessitating upgrades to meet current fire safety, accessibility and operational regulations. The new li system by Stannah not only meets these standards but also includes features that ensure a safer, more accessible and comfortable experience for Yeomanry Close residents, supporting their mobility and independence.
safety standards. As the building entered a phase of broader refurbishment, managed by Seddons, it became clear that the li s no longer met the updated fire safety policies for the site and required substantial improvements.
This highlighted the need for a full li refurbishment to comply with modern regulations and ensure the safety of the building’s residents. It was determined that a complete refurbishment would be more cost-e ective than a partial li upgrade and better suited to ensuring compliance with fire safety and accessibility standards.
design reflected the building’s aesthetic vision.
As part of the safety upgrades, robust, fire-rated doors were installed and the li s were brought up to BS EN 81-73 fire safety standards, enabling reliable emergency recall in case of a fire. Additionally,
The client
Originally built in 1984, Yeomanry Close is a retirement housing facility managed by Warwick District Council. The building consists of 31 onebedroom flats and o ers a wide range of services and amenities to support its elderly residents.
Key facilities include li s, stair li s, laundry services, landscaped gardens, activities room, hairdressing salon, library and more. The entire site is wheelchair accessible, ensuring that residents can move freely and comfortably throughout the building.
The project, awarded directly to Stannah Li s in partnership with Seddons and Warwick District Council (WDC), involved a complete refurbishment of the building's outdated li system. In collaboration with Seddons, the client was involved in selecting li car interiors that would meet both functional needs and design preferences, ensuring the refurbished li would enhance overall performance.
The work
The original li s at Yeomanry Close had seen minimal updates since the building’s construction, gradually becoming outdated in both function and
Additionally, the new li system would seamlessly integrate with other modernisations in the building, contributing to a cohesive upgrade throughout. This comprehensive approach created a secure and accessible environment for all residents, futureproofing the facility’s infrastructure for years to come.
The challenges
Refurbishing the li system presented several challenges, primarily due to the need to work within a live environment where residents continued to occupy the building. Coordinating with other stakeholders required close communication and scheduling to minimise disruption and ensure the comfort and safety of residents.
Working alongside multiple teams required careful planning to avoid conflicts in timing, workspace usage and access. Stannah collaborated closely with all stakeholders, including Warwick District Council and on-site contractors, to ensure that the project remained on schedule and within budget.
The
solution
Stannah proposed a comprehensive li refurbishment solution that addressed both aesthetic and safety concerns while fully aligning with current regulatory standards. The refurbishment included a complete interior upgrade, which the client helped to choose, ensuring the new
the li alarm systems were upgraded to meet BS EN 81-28 standards, ensuring that emergency communication systems were dependable and fully compliant.
Given the needs of elderly residents and the commitment to maintaining full wheelchair access through the building, accessibility was a central focus of the refurbishment. The li s were updated to meet BS EN 81-70 standards, which include enhanced control panels, clear signage and other accessibility features designed to support ease of use for all residents.
The result
The newly refurbished li system at Yeomanry Close now o ers step-free access across all three floors, enabling residents to move safely and freely throughout the building.
The li ’s car finishes were carefully chosen to complement the sophisticated interior design with lower linen wall panels and white-panelled upper walls. The existing exterior architraves were wrapped to seamlessly blend with the surrounding decor to create a sleek and cohesive look.
Overall, the entire refurbishment adheres to the standards specified in BS EN 8486-2, which governs the safe and e icient operation of li s in residential buildings.
By choosing a full refurbishment over a partial upgrade, Stannah Li s achieved a cost-e ective solution designed to meet the building’s long-term functional and aesthetic needs that are now in line with current fire safety and accessibility regulations, significantly improving overall living at Yeomanry Close.
NORTHWOOD UNVEILS PIONEERING WASHROOM SOLUTIONS AT THE CLEANING SHOW STAND: F5
Northwood Hygiene Products Ltd – the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products – will be showcasing a trio of cutting-edge sustainable washroom solutions alongside a line-up of established brands at The Cleaning Show 2025.
Northwood will be launching its new Natural range of folded hand towels and roll towels at the show, which are made from 100% recycled cardboard boxes, meaning no paper pulp is used during manufacture.
The business will also be unveiling its collection of Raphael washroom dispensers, which are now made from recycled material. The new dispensers are manufactured with a high percentage of recycled content, with no virgin plastic resin used to make them.
Northwood’s Green Loop comprehensive end to end recycling initiative, which is designed to help make it easier than ever before to recycle waste products in washrooms and help customers to lower their waste footprint, is set to draw visitors to the stand. This full-circle service now focuses on recycling three elements – roll inserts, dispensers and used paper towels – which are di icult to recycle in general waste streams and are commonly destined for landfill or incineration.
Visitors will also see Northwood’s best-selling brands – Raphael, North Shore and Whisper – at the show.
KINGSPAN INTRODUCES MINERAL WOOL PIPE INSULATION
Kingspan Technical Insulation has launched Kingspan K-Roc Pipe Insulation, an A2L/A2-s1,d0 rated pipe insulation suitable for use on HVAC and building services pipework.
The product comprises a mineral wool insulation core with a reinforced aluminium foil facing and is available in a range of sizes for various pipe diameters. The insulation core features longitudinal fibres which provide both rigidity and thermal performance, allowing the product to achieve a thermal conductivity of 0.033 W/mK at 10 °C.
The technology used to shape the pipe sections ensures the round shape of the internal diameter is maintained and adheres closely to the pipework. The shape of the internal diameter is una ected by loss of material at the assembly cut line — helping to maintain a continuous layer of insulation around the pipe and preventing potential thermal bridges.
The product has been designed to allow easy handling and installation. It is supplied in 1.2 m lengths — allowing large sections of pipework to be insulated in a single fix. Its reinforced aluminium foil facing and wide self-adhesive closing lap also makes the assembly process both quick and secure.
In addition, the product is supported by Kingspan’s Technical Advisory service providing guidance for designers, specifiers, consulting and mechanical engineers, mechanical and electrical M&E contractors, thermal insulation contractors’ as well as building services and facilities managers.
UNLOCK AWAAB’S LAW COMPLIANCE WITH AUDITS
Leading regulatory and microbiological testing house, MSL Solution Providers, is calling on landlords, councils, housing associations, and facilities management (FM) companies to proactively engage in comprehensive cleaning audits to ensure compliance with Awaab’s Law.
This legislation, which came into e ect in January 2024 as part of the Social Housing Regulation Act 2023, is extending to the private rented sector and is widely expected to be enforced with the upcoming Renters' Reform Bill in March 2025. It mandates that landlords must address health hazards, including damp and mould, within specified timeframes to ensure healthy living conditions. Failure to comply will result in enforcement action initiated by tenants through the courts.
MSL’s innovative CleanSure Hygiene Auditing Solution enables landlords and facilities managers to ensure that their rental properties are hygienically clean and safe, and that correct cleaning protocols are being followed. Quick, reliable, and e ective, the service includes swabbing surfaces around the property for microbiological testing by post, leveraging the company’s extensive microbiology and industrial hygiene expertise.
The process is straightforward, with a report being issued within 3 – 5 days of swabs being received. Alongside the results, the client receives a bespoke set of recommendations to help them stay ahead of any potential hygiene problems.
http://www.msl.io enquiries@msl.io
ROCK-TITE FROM PALACE CHEMICALS CAPITALISES ON EXTERNAL PORCELAIN AND STONE TRENDS
Palace Chemicals o ers the Rock-Tite 3-part system for fixing on-trend 20mm external porcelain and stone tiles.
Rock-Tite is designed for use by landscapers and garden designers, as well as tile fixers and builders, and capitalises on the popular trend to extend internal tiled space to terrace or patio areas outside, enhancing living areas by making better use of external space – bringing the inside out.
Traditionally these areas might be covered with concrete pavers or timber decking. However, the latest generation of 20mm porcelain and stone tiles brings a number of advantages, including allowing a seamless transition from internal to external space, ideal either in the home or in higher tra icked commercial spaces.
Rock-Tite Exterior Porcelain & Stone System comprises a Primer, a Mortar and a choice of Brush-In or Flow Grout. The mortar is available either as a pre-blend or a concentrate that requires the addition of sand, as the user prefers.
ENHANCING SAFETY, SECURITY, AND EFFICIENCY WITH A DELIVERY MANAGEMENT SYSTEM
In today’s fast-paced urban environments, facilities managers face growing challenges in maintaining secure, e icient, and compliant delivery processes. Without a structured approach, deliveries can pose safety risks, create ine iciencies, and expose organisations to financial and regulatory penalties. A robust Delivery Management System (DMS) mitigates these risks while enhancing security and operational control.
Addressing Safety and Security Risks
Without a controlled delivery schedule, security personnel struggle to verify vehicles, increasing the risk of unauthorised access. Hauliers and carriers unfamiliar with site safety rules pose hazards to pedestrians and sta . Implementing a DMS introduces a layered security approach, ensuring only pre-approved deliveries gain access. Real-time tracking enables facilities to verify vehicle and driver credentials, reducing unauthorised entry risks.
A DMS also records turnaways due to noncompliance, providing valuable data for refining security policies. Lock code verification for bonded deliveries ensures the integrity of high-value cargo, while vehicle identification tracking prevents the use of unverified vehicles. By integrating security checks, facilities managers can mitigate potential threats e ectively.
Improving Logistics and Reducing Cargo Risks
Ine iciencies in delivery coordination can lead to lost or damaged goods, delays, and dissatisfied tenants. A DMS enhances supply chain reliability by enforcing compliance with booking procedures, ensuring only approved vehicles arrive on-site. The system prevents deliveries from being turned away due to incorrect vehicle specifications, missed time slots, or rule infringements, reducing congestion and securing goods.
With clear schedules and real-time oversight, facilities can allocate sta dynamically, improving e iciency and reducing costs. A DMS also tracks rejected deliveries, providing photographic evidence to resolve disputes and hold suppliers accountable.
Enhancing Site Safety and Compliance
Many facilities operate under strict safety regulations, including designated delivery routes, vehicle size restrictions, and controlled pedestrian zones. A DMS enforces these requirements by integrating route plans and site maps into the booking process. Automatic restrictions prevent oversized vehicle bookings and communicate height and weight limits, avoiding structural damage and disruptions.
Telematics integration ensures vehicles follow approved routes, reducing regulatory violations. Controlled delivery windows segregate tra ic
from peak pedestrian times, minimising risks and maintaining operational e iciency.
Minimising Congestion and Environmental Impact
Uncoordinated deliveries contribute to congestion, increasing rule infringements and delays. Overcrowded loading bays force suppliers to rush, elevating accident risks. A DMS optimises inbound logistics by distributing deliveries throughout the day, preventing bottlenecks and improving turnaround times.
From a sustainability perspective, a DMS enables Scope 3 carbon emissions tracking, helping facilities meet compliance requirements while avoiding fines. Improved scheduling and reduced idling time cut emissions and support corporate sustainability goals.
Financial and Regulatory Benefits
Unmanaged inbound logistics lead to excessive costs due to ine iciencies, security risks, and regulatory penalties. Manual coordination is resource-intensive and negatively impacts profitability. A DMS provides a cost-e ective, predictable solution by automating scheduling, improving oversight, and reducing administrative workload.
Under the Terrorism (Protection of Premises) Bill, facilities must safeguard the public. A DMS supports this by ensuring all inbound logistics are recorded, monitored, and follow stringent security protocols.
Zone Manager: A Comprehensive DMS Solution
Zone Manager is a leading DMS o ering a userfriendly, configurable platform. Key features include:
An intuitive three-step booking process
An Outlook-style calendar for e icient scheduling
Invite-only access for added security
The system facilitates booking of site resources like li s, hoists, forkli s, and cranes, ensuring optimal utilisation. Additional functionalities such as repeat bookings, real-time gate management, and CO2 tracking make it a holistic delivery management solution. Its adaptability across multiple zones and sites makes it ideal for facilities seeking streamlined operations and enhanced security.
HÖRMANN INDUSTRIAL DOORS INSTALLED AT BRITISH ARMY VEHICLE STORAGE DEPOT
Hörmann are working with Skanska UK on a £259 million Ministry of Defence contract to deliver the Vehicle Storage Support Programme (VSSP) at Ashchurch in Tewkesbury, which will provide equipment fleet.
The overall project consists of the construction, mechanical and electrical engineering for a complex programme that will see the demolition of 58 buildings, the construction of 12 new buildings and refurbishment of one existing facility, plus renewal of the site’s wide infrastructure. On completion it
will provide a centralised facility which will ensure the operational readiness of the Army’s vehicles by minimising the need for maintenance.
The updated facilities will provide Controlled Humidity Environment (CHE) storage, aimed at reducing maintenance costs and any unnecessary deterioration caused by extreme drops or rises in temperature, ensuring that the vehicles are operationally ready at all times. As part of this key requirement Hörmann UK are supplying a total of 226 of their SPU F42 fully automated Industrial Sectional Doors which are split between the 12 new warehouse units and represents one of the largest ‘door only’ projects that the company has undertaken.
Hörmann SPU F42 double-skinned industrial sectional doors are well known within the marketplace, recognised for their good thermal e iciency and air tightness properties - key factors in this major project. The doors specified can achieve an impressive U-value of 1.2 W/m2k for doors including vision panels and a value of 0.9 W/m2k for solid doors. All of the doors supplied provide Class 3 air permeability. This has been achieved with enhanced sealing of the door, with an improved bottom seal,
corner seals which improve the tightness between the door frame and lintel, together with infill seals between the ribbing in each section.
All doors are finished in RAL 7016 Anthracite grey externally and Hormann’s standard RAL 9002 Grey white internally and provide a minimum clear opening of 5000mm x 5000mm. Installation of the first doors began in October 2023, with the project expected to be completed by June 2026.
BRETT MARTIN SIMPLIFIES WAREHOUSE ROOFLIGHT REFURBISHMENT
Brett Martin has recently launched a new toolkit to facilitate the easy refurbishment and improvement of industrial spaces.
Comprising an online profile finder and a new refurbishment brochure, the toolkit enables those with industrial units to easily find and request new rooflight panels that match the corrugated profile of an existing roof.
Rooflights play an increasingly important role in industrial spaces, reducing the need for artificial lighting and contributing to employee health and wellbeing. These benefits can only be maintained through regular rooflight maintenance or the necessary replacement of old rooflight panels. Furthermore, with continual advancements in materials and manufacturing technology, replacing old rooflights can also improve
thermal performance as well as improving daylight potential within the building.
However, with over 3,000 historic roofing profiles, finding a matching rooflight product for an existing corrugated roof can be extremely di icult. As a result, many owners and operators put o replacing old, potentially fragile, rooflights which have come to the end of their lifespan and no longer facilitate adequate light transmission.
To combat this issue, Brett Martin has created an online profile finder. This intuitive resource requires only a few dimensions to produce examples of current and historic corrugated profiles to match
those on the roof of an industrial unit. Whether the existing rooflight is Polycarbonate, GRP, PVC or is simply a Foam Filler, Brett Martin can identify and manufacture any of the profiles in its database to order, facilitating easy replacement and integration with the wider roof.
“Our profile finder and new brochure make it easier than ever for customers to replace old rooflights and reap the benefits of light filled industrial workspaces,” commented Adrian Lukic, Sales Director at Brett Martin. “That said, our technical team is always on hand to advise and assist customers who have application specific queries on rooflight types, performance requirements and any other issue that may arise during the specification process.”
Accompanying the new profile finder is the new brochure – Daylighting for Industrial Refurbishment – which showcases the company’s range of rooflight solutions for industrial buildings. To download a copy, go to: https://bit.ly/4hL8oiH.
Or to try the profile finder for yourself, go to https://bit.ly/41lYgqG.
B CORP CERTIFICATION FOR CLEANTEC SERVICES
CleanTEC Services Ltd, an industry-leading provider of commercial cleaning services, is proud to announce that it is now a certified B Corporation with a score of 89.9.
B Corp certification is granted to businesses that meet high standards of social and environmental performance, accountability, and transparency. As a certified B Corp, CleanTEC is now part of a global movement of businesses dedicated to driving positive change. Achieving B Corp Certification required demonstrating a commitment to creating value for all stakeholders: not just shareholders, but also employees, clients, communities, and the environment.
CleanTEC’s B Corp Journey
CleanTEC began their B Corp journey towards the end of 2023 when they started supplying information, statistics, and documentation for the B Impact Assessment (BIA). Through this process, they demonstrated responsible practices in areas such as energy use, waste management, worker compensation, diversity, and corporate transparency.
As part of the certification process, CleanTEC also amended its legal framework to embed stakeholder governance into its company structure, ensuring that stakeholder interests were prioritised, not just shareholder profits.
A er completing the assessment a year later, CleanTEC proudly achieved a score of 89.9 points, significantly surpassing the median score of 50.9 points for ‘ordinary businesses’. This achievement
secured CleanTEC’s position as the largest UK-based employee-owned B Corp.
A Commitment to Excellence and Impact
CleanTEC was founded on a commitment to fostering a business environment where sta are treated with respect and appreciation. From the outset, the cofounders prioritised creating high-quality jobs, o ering clear career paths, and providing opportunities for growth and advancement for all employees. This dedication was reflected in the B Impact Assessment, where ‘Workers’ emerged as CleanTEC's strongest performing pillar.
Alongside its dedication to supporting its employees, achieving B Corp Certification underscores CleanTEC’s broader mission: to integrate environmentally friendly practices across all operations, make meaningful contributions to local communities, and create a positive impact in the lives of its clients.
B Corp + Employee-Ownership = Positive Impact
This milestone builds on CleanTEC’s journey as an employee-owned business. In 2021, CleanTEC transitioned to the employee-ownership model to ensure long-term stability and sustainability for the company and its people. Today, 72% of the business is held in a trust for the benefit of all employees.
B Corps and employee-owned businesses have many core values in common. Both models are dedicated to creating positive impacts for all stakeholders, including employees, customers,
communities, and the environment. They prioritise long-term stability, employee well-being, and strong accountability. By combining the principles of B Corp certification with employee-ownership, CleanTEC is poised to drive meaningful and lasting change for good.
Peter Rochford, Co-Founder and Managing Director at CleanTEC, shared: “Becoming B Corp certified marks the beginning of a new chapter for our company. It reinforces our identity as an employeeowned business, where we are committed to setting higher expectations and pushing boundaries to meet the needs of an ever-changing world. We look forward to challenging ourselves to do better and continuously improve.”
Looking Ahead
Achieving B Corp certification is just one step in the ongoing journey of making a positive social and environmental impact. It signifies that CleanTEC has joined a community of businesses dedicated to building a better, more ethical economy. Certification comes with a commitment to continuous improvement, requiring CleanTEC to regularly evaluate and enhance its practices. By striving for progress, CleanTEC aims to not only uphold the high standards of the B Corp community but also inspire meaningful change within the commercial cleaning industry and beyond.
About CleanTEC
CleanTEC is a UK Commercial and Contract Cleaning company, established in 2000. Since its inception, CleanTEC has grown organically to provide comprehensive cleaning services nationwide, catering to clients in both public and private sectors. With over 2,500 sta , the company operates from its headquarters in Watford, just outside London, and a second o ice in Birmingham, serving clients across the UK. Committed to protecting its employees and maintaining company culture, CleanTEC transitioned to an employee-owned business model in 2021.
WITTENBORG CELEBRATES CENTENARY WITH LANDMARK LAUNCH OF THE W100 COFFEE MACHINE
Wittenborg, one of the oldest and most respected names in the world of co ee machines, is marking its centenary with the launch of a celebratory new co ee machine, which combines the fundamental values of the famous heritage brand with an exciting new vision of its future.
The W100 is a new, premium tabletop co ee machine from Wittenborg. The quintessential Danish cra smanship it represents delivers superior in-cup quality and at the same time, puts it at the vanguard of the drive to achieve greater sustainability in the enjoyment of co ee: qualities that have long been associated with the Wittenborg brand.
Tradition aside, the new machine has a distinctly refined aesthetic: its rounded corners give it a sleek, contemporary look, whilst under the surface, its advanced technological performance delivers a wide range of premium quality beverages. What’s more, by integrating into the design of the W100 the high-
performance components that the hospitality sector demands, we’ve elevated this landmark product to a level far beyond other machines in its category.
The W100 epitomises the Wittenborg vision in its use of first-class technology. The W100 has a 12-inch touchscreen, with integrated options for connectivity. The machine’s electronics are monitored and
ROBERT SCOTT’S P-WAVE BRAND HAS A FRESH NEW LOOK FOR 2025
“Our newly developed branding is as memorable and e ective as our popular fragrances and brings a breath of fresh air to the P-Wave brand.
“We’ve been enhancing the washroom experience with our air-freshening products for many years, and now it’s time to refresh our brand,” says P-Wave Brand Manager Mark Wintle at Robert Scott.
“Simple and elegant, our newly developed branding is as memorable and e ective as our popular fragrances and brings a breath of fresh air to the P-Wave brand. The new design captures the bold and fun side of what we do, and it is appropriate to go into a new year with a new look as we celebrate two major milestones for P-Wave in 2024.
“First, the huge success of our collaboration with NHS England to deliver its incredibly important men’s health message – 'Blood in your pee? Contact your GP practice' – via specially branded awareness-raising urinal mats in thousands of washrooms nationwide, and the second, our becoming a Robert Scott brand in September.”
The new look brand will be unveiled in its entirety at The Cleaning Show 2025, visit stand D2 at London’s ExCel from 18 to 20 March to find out more.
updated using new HTML5 technologies, which make its user interface more flexible, giving you more opportunities than ever before to improve the user experience.
As you’d expect of the Wittenborg brand, the W100 continues the journey towards greater sustainability. This latest stage is represented in the use of environmentally friendly materials and processes, the introduction to the machine of an Eco mode and the improvement of the life cycle assessment. Lastbut by no means least - the W100 has been awarded the A++ energy label. (EVA EMP Protocol).
Evoca UK has announced that the ES Version of the brand-new Wittenborg W100 will be available in the UK from March. The ES o ers freshly-ground co ee from a 4kg capacity canister, plus an instant deca einated option. The ES is capable of serving up to 200 drinks per day. Customers have been advised that a second version, with fresh brew tea as an option, is expected to follow ‘in the coming weeks’.
KÄRCHER PROFESSIONAL UK LAUNCHES ‘SUCKER FOR A GOOD DEAL’ PROMOTION
Kärcher UK, a leading provider of cleaning solutions, is excited to announce the launch of its ‘Sucker for a Good Deal’ promotion aimed at supporting the built environment, logistics sector and manufacturing sector, giving businesses the opportunity to supercharge their cleaning e iciencies.
From now until the end of July, businesses investing in any qualifying industrial vacuum, can claim a free accessory bundle valued up to £389.00 or a free service to keep the machine running smoothly. Those hiring a qualifying industrial vacuum for two weeks or more, can even enjoy a 10% discount on hire costs.
Included in the deal are a range of highperformance industrial vacuums suited to various industrial needs. The (IVM 40/24-2 with a 40-litre capacity, is a compact, two-motor model for fine and coarse debris. While the IVM 60/36-3 H ACD a larger 60-litre capacity and three individually controlled motors for e icient dust extraction, suitable for fine and coarse solid materials in industrial environments. For heavy-duty applications, the super class IVS 100/55 M features a powerful 5.5 kW blower, a 100-litre capacity, and is certified for hazardous use in Ex Zone 22.
The Kärcher industrial vacuum range provides cutting-edge solutions tailored to meet industry-specific challenges. The machines are engineered for durability and are easy to operate, ensuring the highest levels of cleanliness, e iciency, and safety in the workplace.
www.kaercher.com/uk enquiries.uk@karcher.com
ARE YOU LOOKING FOR HIGH-QUALITY, ADAPTABLE FURNITURE ON A RENTAL BASIS?
Fluid provides a diverse range of top-quality British and European-made furniture, unmatched financial flexibility, and complete transparency.
Furniture rental meets the shi ing demands of businesses while o ering a cost-e ective solution that promotes well-being, flexibility, sustainability, and comfort.
Why tie up your valuable capital in fixed assets when you can allocate it more strategically? Opting to rent o ice furniture will enable you to free up capital that can be invested back into your business. And unlike large capital expenditures (like purchasing o ice furniture outright,) rental furniture service counts as a fully tax-deductible operating expense.
When it comes to choosing the best provider for o ice furniture, it’s important to select a company that o ers not only flexibility and quality but also a wide range of options tailored to your business needs.
Fluid stands out as the superior choice for companies seeking adaptable, high-quality o ice furniture solutions.
Uncompromising Quality – British and EuropeanMade Furniture
Unmatched Flexibility – Buy, Rent, or Lease
Flexible Rental Terms – Choose from Fixed Terms or Fully Flexible contracts
Complete Transparency – See Exactly What You’re Getting
No Six Month Notice Period
No Minimum Rental Contract – rent from as little as one chair
Unmatched Flexibility – Buy, Rent, or Lease
Fluid o ers three di erent options to suit your needs:
Whether you need long-term furniture ownership, short-term o ice furniture rental, or something in between, you can choose what works best for your business, giving you full control over your furniture strategy.
Fluid stands out for allowing you the flexibility to buy your furniture at any point during your rental agreement. You won’t be locked into specific terms, leaving you with fewer options if your business needs change. With Fluid, if you decide part way through your rental period that you’d like to own your furniture, they make the transition smooth and straightforward.
Uncompromising Quality – European-Made Furniture
Fluid o ers the highest quality furniture, sourced and manufactured exclusively in the UK and Europe. Their products meet stringent standards for cra smanship, durability, and design. Fluid’s customers benefit from furniture that not only looks modern and stylish but is also built to last.
Flexible Rental Terms – Choose from Fixed Terms or Fully Flexible contracts
Fluid o ers some of the most flexible o ice furniture rental terms in the industry, with a Fully Flexible rental term with just a 90-day notice period or fixed terms from just 6 months. Business needs can change quickly, and Fluid gives you the freedom to adjust accordingly. Flexible rental periods allow you to adapt your workspace as your company evolves, without the worry of being tied down to an agreement that no longer works for you.
No Six-Month Notice Period
When your business circumstances change, you need flexibility, and that’s exactly what Fluid o ers. Your o ice needs can shi rapidly, and Fluid has designed agreements to be as adaptable as possible. You can make changes without being bogged down by rigid terms and lengthy notice periods.
No Minimum Rental Contract – rent from as little as one chair
Whether you’re looking to fill a small workspace with a few essential pieces or furnish an entire o ice floor, Fluid gives you the freedom to rent as much or as little as you need.
Circular Economy
Opting for a rental model for o ice furniture is a responsible choice. By choosing furniture rental, you can avoid landfill and contribute towards a circular economy by extending furniture lifespan and reducing waste. Transform your workspace into a dynamic, flexible, and sustainable environment tailored to your preferences and needs!
Contact Fluid for more information, questions, or advice.
LOWER YOUR ENVIRONMENTAL IMPACT WITH BOSTIK’S R3BOND SYSTEM
Bostik’s R3BOND® SYSTEM provides facilities managers with a sustainable option for the installation, removal, and recycling of vinyl floor coverings.
Comprised of a 75% bio-based adhesive and a unique grid, the patented solution enables vinyl floor coverings to be removed without any adhesive residue, meaning they can be recycled at the end of life, instead of being sent to landfill.
At the same time, once removed, the system leaves behind a subfloor that requires very little preparation, meaning renovation times are significantly reduced. Carbon footprint is also lowered as, in most cases, there’s no need for primers and smoothing compounds to be used during subsequent renovations.
Stephen Thornton, Technical Manager – Wall and Floor at Bostik, explains: “Our R3BOND® SYSTEM provides facilities managers with a versatile solution that helps them achieve their sustainability goals while saving significant time and money on
future renovations.
“Installers simply lay the grid on a Bostik smoothing compound and spread the adhesive on top, which is encapsulated, before applying the floor covering.
“This simple process is enough to ensure that, when the floor needs refurbishing later down the line, the floor coverings can be removed and recycled without adhesive contamination, and there is generally no need to prepare the existing smoothing compound before a new floor is laid.”
The R3BOND® SYSTEM is designed for use with Bostik-approved smoothing compounds and o ers high shear resistance with a short drying time of just 12 hours.
R3BOND® remains e ective up to 50°C and is tested to withstand 150,000 cycles of castor chair movement, ensuring durability and reliability in the most demanding environments.
It’s ideal for LVT, PVC, and other resilient tile and sheet floor coverings, including those with acoustic backings, and is also compatible with warm water underfloor heating systems, provided the surface temperature does not exceed 27°C. Learn more here https://bit.ly/4b7E7YQ
A FIVE STEP GUIDE TO PREPARING FOR SIMPLER RECYCLING
As the upcoming March 31st deadline approaches for Simpler Recycling Glasdon have created a 5-step guide for preparing your business and remaining compliant.
#1 – Conduct A Thorough Waste Audit: Identify Waste Streams: Determine the types of waste your business generates, e.g. food waste, paper & card etc.
Assess Quantities: Measure the volume of waste generated for each type.
Analyse Your Bins: Check how many bins you have, their capacity, and the waste streams they collect.
#2 – Arrange Your Waste Collection:
Schedule Regular Collections: Establish a collection schedule that works for your business, ensuring timely waste removal and preventing overflowing.
Partner With Reliable Collectors: Choose a reliable waste collector that complies with environmental regulations.
#3 – Optimise Your Recycling Infrastructure
Invest In The Right Bins: Consider durable, user-friendly models that o er multiple waste streams or di erent configurations depending on your business’s waste needs. If tight on space, consider compact models with narrow footprints.
- Implement Proper Signage: Guide employees and visitors with clear and concise signage to encourage correct disposal and minimise contamination.
- Site Your Bins: Strategically place them in convenient locations to make waste disposal easier.
#4 – Stay Informed: New waste management legislation is constantly being introduced, and old laws updated, so it’s crucial to keep on top of any regulatory changes and stay aware of evolving recycling best practice.
#5 – Leverage Expert Guidance: Partnering with waste management experts can
provide valuable insights and support. Consult with industry professionals to: Conduct in-depth waste audits and assessments. Develop customised waste management plans. Select appropriate waste collection and management solutions. Ensure compliance with all relevant regulations.
This information is for general guidance only. Consult with relevant authorities and waste management experts for specific advice tailored to your business needs.
To access the free guide visit https://bit.ly/435AEYM
HEAD OF ESG AND SAFETY HIRE AT HOUSTON & HAWKES
NEW COO AT PLANON REAL ESTATE
Houston & Hawkes, an independent B Corp caterer, has appointed James Carr as Head of ESG and Safety.
With a strong focus on sustainability, safety, and long-term corporate responsibility, Carr will play a pivotal role in enhancing the company’s excellent safety record, driving forward its sustainability initiatives, and ensuring the company achieves its net zero commitments.
In his new role, Carr will oversee the company’s e orts to continue setting the benchmark for safety across the industry. He will also spearhead sustainability initiatives while championing the company’s comprehensive B Corp strategy as the business approaches its recertification in 2025.
CHIEF COMMERCIAL OFFICER APPOINTMENT AT SOVEREIGN COMMERCIAL SERVICES
Facility management solutions provider, Sovereign Commercial Services, has appointed Rachel Brutosky to the role of Chief Commercial O icer. Brutosky brings nearly two decades of experience in the industry, having spent 18 years at Nilfisk, Inc., where she held various sales leadership roles and played a pivotal role in shaping corporate strategy, strengthening client relationships, and leading revenue-driven initiatives. Her background in communications and leadership in commercial strategy makes her uniquely positioned to advance Sovereign Commercial Services’ mission and vision.
In her new role at Sovereign Commercial Services, Brutosky will be responsible for driving revenue growth, developing strategic partnerships, and expanding the company’s market presence. Her extensive experience in business development, customer engagement, and strategic leadership will play a vital role in the company’s continued success.
Smart sustainable building management so ware provider, Planon, has appointed Klaas Bosma as Chief Operations O icer (COO) of its Planon Real Estate business line. The appointment builds on the company’s strategic focus in commercial real estate and property management and reinforces its commitment to
further integrating and scaling its comprehensive real estate so ware solutions to create an ecosystem tailored to the evolving needs of real estate owners, investors, and developers across Europe.
Bosma brings a wealth of experience in driving digital transformation within the real estate sector. During his seven years at Planon subsidiary Reasult, he held roles of increasing responsibility, including Managing Director. Prior to that, Bosma excelled in strategic advisory roles at prominent firms such as CBRE and Twynstra Gudde. His focus will be on deepening the integration of Planon’s diverse technological o erings, delivering innovative solutions that enhance e iciency, performance, and sustainability for clients.
Looking for FM candidates?
• Cost-e ective recruitment advertising
• Exposure to over 25,000 FM professionals
• Package deals
• Includes social media promotion
• Advert can run until position filled –no fixed term
• Listings from as little as £250
WAGES WARNING
Stuart Conroy, Commercial Director of Peartree Cleaning Services on how the rise in Employers
National Insurance Contributions in April will impact the commercial cleaning industry
The increase in Employers National Insurance Contributions (ENICs), which are due to come into force in April is a challenge for all employers and will significantly impact those businesses operating within the commercial cleaning sector. Whether small enterprises or large corporations, we are all working out how to navigate the significant increase in ENIC payments.
Peartree employs over 1,400 cleaning operatives, and we know that our success relies on them. The new wage and ENIC changes are going to hit businesses like ours hard. We have approximately seven per cent vacancies, all currently being covered by existing employees working two roles with us e.g. a part-time morning cleaning role and then returning for an evening shi .
From April, the rate paid by employers will increase from 13.8 per cent to 15 per cent and the secondary threshold will be reduced from £9,100 a year to £5,000 a year, meaning that all of our colleagues will breach the threshold in their first role, impacting our ENIC liability and our profitability to the tune of an additional £800,000 in the tax year 1st April 2025. Organisations will be impacted further by a 6.7 per cent increase in National Living Wage (Minimum wage) or alternatively 5-5.3 per cent in Real Living Wage.
LATEST JOBS ON FMJ
FACILITIES AND ESTATE MANAGER
Salary: £40,272 - £48,450
Location: Salisbury, Bristol or Sheffield
https://bit.ly/3XrBQlE
SENIOR PROJECT MANAGER
Salary: £70k - 75k per year + Car Allowance
Location: London
https://bit.ly/3DrOj1L
ASSISTANT PFI MANAGER
Salary: £50k per year
Location: Norfolk
https://bit.ly/43gVCnH
PART TIME PICTURE
For businesses like ours, employing mainly part-time workers, it’s hard to make the figures stack up. Our ENICs will increase from £900,000 to a staggering £1,700,000 for the period April 2025 to March 2026. Many businesses will have to consider fewer hours for workers, reduced benefits, pay freezes for management sta and higher charges to our clients. It may go further and result in redundancies.
At Peartree we o er a low skill level entry, and flexible working, for people seeking a job that fits around their childcare needs, supplementary incomes, and education. A part-time cleaning operative working 16 hours a week, earning £9,520 a year, will now cost us 13.2 per cent more due to these changes. It’s a steep rise that makes part-time work disproportionately expensive, and it’s going to be felt across the commercial cleaning sector. Surely, a better solution would have been to leave the £9,100 threshold, and increase the percentage taxed, or stagger the increase over the Government’s first five-year term, reducing the threshold by £1000 per annum, and allowing businesses time to adjust.
Newton-Smith confirmed that firms face tough decisions on hiring and investment due to the Budget and condemned the way firms have been blindsided by the increase in ENICs and the lowering of the threshold at which they start to be paid.
The increase in ENICs will undoubtedly influence employment patterns within the industry with organisations responding to higher labour costs by reducing sta numbers, cutting back on employee benefits, or freezing wage increases. This situation creates a challenging environment for workers who already contend with lower wages and precarious employment conditions. The squeeze is clearly being felt across all sectors in the UK. Retailers have already warned of higher prices and according to the Independent, Sainsbury’s have confirmed that they will be forced to cut 3,000 jobs in the UK as a result of the budget, which will cost them £140 million in higher wages and higher employers’ national insurance payments.
As Lord Wolfson (Next PLC CEO) put it: “We believe that UK growth is likely to slow, as employer tax increases, and their potential impact on prices and employment, begin to filter through into the economy.” The knock-on e ects will in turn push up inflation and ultimately, UK citizens will have their finances squeezed – again!
The British Chambers of Commerce (BCC) said that the labour market figures, and its own surveys, showed “the warning lights on recruitment, employment and training are already flashing,” and added that, “our latest survey paints a worrying picture of weak workforce growth, persistent hiring di iculties and cuts in workplace training”. It also revealed that 55 per cent of firms are planning to put up prices, with labour cost the main driver.
At the end of 2024 there were 812,000 job vacancies in the UK with 1.6 million unemployed. With the introduction of the new ENICs thresholds it seems unlikely that we will be able to fill the 15 per cent shortage in the service sector any time soon. How many of those unemployed will want to work in the cleaning industry, with 800,000 other jobs to choose from?
The increase in ENICs clearly represents a significant hurdle for all of us in commercial cleaning, impacting everything from operational costs to employment dynamics. As we attempt to navigate this landscape of increased financial pressures, adaptation, resilience and strategic planning will be key to staying profitable.
DYNAMIC KNOWLEDGE
Taking advantage of training resources and adapting to emerging challenges can help FM professionals navigate the ever-changing landscape of the industry. Madeleine Ford asks the experts where to begin
The facilities management industry is dynamic and fast evolving, meaning the role of FM professionals is constantly changing. Being a facilities manager today requires a unique blend of technical expertise, strategic thinking, interpersonal skills and constantly looking to advance one’s career.
The wide range of daily challenges faced by FMs makes the industry “both exciting and demanding” according to Andrew Hulbert, Vice Chair of Pareto. However, this does mean there is an expectation to possess a broad knowledge base across multiple areas, covering everything from fire compliance regulations to workspace optimisation and even o ice amenities. Successfully managing both strategic and operational responsibilities requires a combination of technical expertise and strong leadership skills.
He believes the key to overcoming these challenges is having the ability to adapt and continuously learn. Frequently reviewing one’s performance and seeking feedback from others is crucial in gaining a clearer understanding of strengths and development areas. In addition, networking and attending events with other professionals helps individuals re-evaluate their own career progress and gain new perspectives and insights from industry peers.
KEY FM SKILLS FOR CAREER PROGRESSION
Key areas for career growth in FM include people management, project management, IT literacy for using CAFM systems, AI and implementing data, and the ability to balance multiple requirements across various stakeholders. Moreover, “so skills are FM’s secret weapon”, and should not be underestimated, according to Rory Murphy, Commercial Director at VINCI Facilities. Delivering e ective facilities management services is heavily reliant on so skills such as listening, planning and scheduling. This extends to dealing with suppliers, clients and team members, where understanding concerns and responding appropriately encourages positive outcomes.
In addition, people management and engagement are some of the most valuable yet underappreciated skills in the industry, particularly, managing and motivating teams
e ectively is crucial as people are the core product of FM. Creating a strong culture and implementing meaningful employee engagement strategies, and implementing Environmental, Social, and Governance (ESG) or Equality, Diversity, and Inclusion (EDI) initiatives can enhance team performance and job satisfaction.
RESOURCES FOR CAREER ADVANCEMENT
client-side FMs have unique opportunities to gain strategic insights by working closely with senior leaders such as CFOs and procurement heads. This provides valuable learning experiences on how large organisations operate, including business management, budgeting and decision-making processes. However, both environments o er valuable lessons, and the skills acquired from either side, strategic thinking, operational e iciency, and adaptability - contribute significantly to an FM’s career development.
ADDRESSING EMERGING SKILLS GAPS
In the FM industry, there is a variety of resources available for professionals looking to develop their skills. In particular, the IWFM (Institute of Workplace and Facilities Management) o ers a wide selection of resources to support skill development. Alongside traditional courses, IWFM Direct o ers flexible online learning options which enables professionals to access training at their convenience and learn at their own pace while balancing everyday commitments.
Furthermore, in terms of qualifications for career advancement, the IWFM alongside the RICS have the clearest training plans which are highly recognised and valued within FM recruitment. They o er di erent types of qualifications and routes of membership, one of which is anchored clearly on the workplace with the other o ering a wider built environment pathway. The IWFM career pathway allows individuals to progress from apprenticeships to MSc programmes, o ering clear opportunities for advancement. The decision of which pathway is best will depend on your entry point into the sector, however both o er strong opportunities to enhance industry knowledge.
DIFFERENT PATHS TO SKILL DEVELOPMENT
Within the FM sector, the path to skills development varies on whether individuals work client-side or in FM services companies. While those working in FM services companies may be more likely to receive specific training,
As the FM industry continues to rapidly evolve, there are emerging skills gaps that require FM professionals to stay informed and adaptable. These evolving areas include data management, artificial intelligence implementation, sustainability practices and digital technology. Additionally, FMs should also keep abreast of the continually changing legal aspects associated with delivery and that could include anything from employment law, TUPE (Transfer of Undertakings Protection of Employment), and statutory compliance requirements across a range of buildings systems. As explained by Andrew Hulbert, addressing these gaps requires a proactive approach to learning, including self-driven research, industry courses, and staying updated on new technologies and best practices. Those who invest in these areas will gain a competitive advantage, while those who do not risk being le behind.
implementation, sustainability practices and digital that could include anything from employment law, TUPE
The role of facilities managers is constantly evolving and, in turn, becoming more complex and strategic. Alongside this comes the requirement of a diverse skill set encompassing a balance of technical expertise, people management skills and adaptability. If FMs focus on continuous learning, stay updated on industry trends, and pursue relevant qualifications, they can ensure that they remain valuable assets in the dynamic sector that is facilities management.
Skills and Training Scheme expanded
SBFM’s Abigail Richards wins Pattenmakers Future Leader FM Award 2025
Minister for Employment, Alison McGovern has confirmed the expansion of the Sector-Based Work Academy Programme (SWAPs) which o ers participants in England and Scotland who are receiving certain benefits the opportunity of training towards a job in a particular industry, alongside a work placement and a guaranteed interview.
A hospitality SWAPs pilot will form part of this expansion, launched in partnership with UKHospitality, and rolled out to 26 new areas in need of jobs and opportunity, including 13 coastal towns such as Scarborough and Blackpool. This will ensure jobs are filled in sectors with high vacancies, such as the 88,000 roles available in the hospitality industry.
Applications open for CHSA’s 2025 Bursary
The Cleaning & Hygiene Suppliers Association (CHSA) has launched its 2025 search for the successful applicants of its Undergraduate Bursary.
Four bursaries will be awarded in September this year, following a tough selection process. The four successful applicants will each receive £6,000 during their university career. They will receive £2,000 at the start of each academic year or the first three years if the degree is longer.
Attending university is financially challenging for many your people. The Bursary will help them engage fully in their time at university. They can use the funds for books and study materials, field trips, club memberships and taking part in the full range of social opportunities.
SBFM Account Director, Abigail Richards, has been awarded the Future Leader FM Award 2025 presented by The Worshipful Company of Pattenmakers. This prestigious award celebrates the brightest and most promising leaders in Facilities Management and recognises exceptional leadership, innovation, and dedication. Richards received the award for her unwavering commitment to excellence and her leadership qualities. The judges were impressed with her approach to FM and the impact she has made at SBFM. She has continually evidenced her ability to innovate and create positive impact and has shown her focus for delivering the best for her clients, her team and the FM industry at large. Her strategic direction, passion, and commitment have resulted in heightened performance, cost-saving e iciencies, and social value generation. Richards has also demonstrated her potential for future senior leadership positions at SBFM.
As the 2025 Pattenmakers Future Leader FM, Richards will receive £2,000 for personal and professional development, a £500 bursary for engagement activities with the Livery, as well as access to an experienced mentor and a network of FM professionals. She will also benefit from freedom of the Livery for five years or until becoming a Liveryman.
Commenting on the award, Richards said: “I am honoured to receive the Pattenmakers Future Leader FM Award. This recognition inspires me to continue collaborating with my amazing team to achieve even greater success and keep pushing boundaries to evolve the FM industry. I’m really grateful for all the support I’ve received from the Pattenmakers, and I’m looking forward to working together.”
BESA launches new initiative to tackle critical shortage of trainers and assessors
A new programme to tackle a shortage of trainers and assessors has been launched by the Building Engineering Services Association (BESA).
Following a detailed study of the sector’s skills requirements, the Association believes the “critically low” number of trainers and assessors is undermining the industry’s whole further education (FE) process. It said that failing to address this issue would leave the industry unable to plug skills gaps and meet demand for its services by the end of this decade.
It has, therefore, launched the ‘BESA Skills Legacy’ programme to enlist the help of experienced members of the industry who can help education providers deliver the courses needed to increase the number of qualified people entering the sector.
BESA said the scheme could give colleges and other education providers greater reassurance that building engineering training courses would be supported so they could invest in the necessary resources. The lack of appropriately qualified people to operate and run training and apprenticeship schemes means the sector is regarded as a high risk by
the FE sector leading to a shortage of training capacity nationwide.
Stuart Rattray, BESA’s Head of Skills and Policy said: “Our workforce is ageing and is already under intense pressure. The average age across construction related sectors is 53 so without a dramatic increase in numbers of young people coming in, a labour force crunch is looming.
“However, simply improving recruitment will not address the fundamental problems we face. Unless we address the shortage of trainers and assessors who can deliver programmes, the industry will be unable to meet demand within a few short years.”
Tork looks at sustainability through a circular lens. We focus on 4 key areas for a holistic approach: materials & packaging, use & waste, carbon, and hygiene for all. Discover how Tork sustainable hygiene is smart for business and better for people and the planet.
Tork Focus4 sustainability product sheets and infographics provide all the transparent product benefits, including carbon in use, that you need to make good sustainable product decisions for your business.
