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The rise in National Insurance Contributions (NICs) - due to come into force in April could have a huge impact on an FM sector which is hugely reliant on a labour-intensive workforce.
In this issue’s focus on the provision of food and beverages (F&B) - the FM Clinic (page 20) asked a group of experts how catering suppliers were preparing to meet the increase in employers’ wages.
While it was agreed that the cost challenges for F&B were already an issue, due to rising food and fuel prices, it was heartening to learn that providers are already taking innovative approaches to addressing costs. This includes streamlining operations, introducing waste reduction programmes and installing more energy-e icient equipment.
Another piece of positive news is that CGA’s contract catering tracker for the third quarter of last year showed seven per cent year-on-year growth for contract catering operators, which reflects a surge of demand for quality workplace foodservices that help attract and retain sta .
In a recent podcast, the highlights of which are reproduced on page 24, we discovered that employers could enhance the workplace experience by o ering a quality foodservice that embrace changes in working patterns.
Lynsey O’Keefe, CEO for Sodexo Corporate Services revealed that once in the o ice, the working day is no longer 9 to 5, as people demand services to begin earlier and food and drink services on o er for longer. Foodservice providers are flexing as a result to provide a variety of solutions to ensure access to food and drink around the clock.
Contract catering services are not confined to those of working age. The care sector is currently worth £15.9 billion a year in the UK and of increasing relevance in FM, so in a special report on page 42 we reveal the illuminating findings of a report about the future of foodservices in care and retirement living.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
Stephen Bott, HR & Facilities Manager at Charterhouse Holdings believes every facilities management initiative counts, no matter the size and scale of the organisation.
In this Q&A, Tom Garrigan, Technical Director at BSRIA o ers his thoughts on taking a holistic approach to Indoor Environmental Quality (IEQ) in the drive to net Zero.
Claire Robinson, Sales Director at IAconnects reviews the range of regulations in place regarding carbon reporting.
16 Steve McGregor, Group Managing Director for DMA, discusses AI’s positives and pitfalls, advocating a cohesive approach between human and machine for FM companies.
18 Sunil Shah, Managing Director of Acclaro Advisory & The SFMI, on unlocking commercial benefits through social value initiatives.
20 Changes to employer NIC contributions which are due to rise this April could intensify sta costs for caterers. How is the foodservice and hospitality sector preparing to meet these challenges?
CASE STUDY
FMJ’s recent podcast features a group of workplace experts who discuss the elevated essentials for the workplace to help improve wellbeing.
FIRE SAFETY
28 Helen Hewitt, Chief Executive O icer at the British Woodworking Federation discusses how the industry can shi from the British to European standard for testing fire doors. 30
Peter Doyle, Head of Health and Safety at Citation, discusses the key findings of the
Grenfell Inquiry Phase 2 report and the future of building regulations and fire safety.
INTERVIEW
32
Simon Porter, Global Solutions Director of Client Solutions at ISS, explains to Sara Bean the benefits of taking a collaborative approach to managing a multi-national IFM business.
STORAGE
36 Nigel Dews, Managing Director of Restore, on how paper-based documents still hold power and why combining physical storage with digitisation can be the best solution.
ENTRANCE MATTING
38
Donna Hannaway, Head of Marketing UK and Ireland at Forbo says the right entrance matting can help maintain a clean, welcoming and safe environment.
WORKPLACE
40
Clara Mathey, Head of Marketing at Comeen, explains why meeting room management and digital signage tools are reshaping modern facilities.
CATERING
42
Michal Seal, MD Healthcare at Elior, discusses the key learnings from a report on the future of food in care and retirement living.
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
Jobs benefits not only enhance employee satisfaction but also drive the overall success and growth of an organisation, says Coleen Cloherty, Director of CPC Consulting.
David Sharp, CEO of learning provider International Workplace, argues there is a risk that Artificial Intelligence will fail to capitalise on the opportunities it a ords.
A brief roundup of the latest careers news in the facilities management sector.
Next Edition
In the March issue we present the results of the MRI/FMJ so ware survey and how these reflect the way FMs are approaching the vast changes in digital technology that are impacting the sector. For our case study, we visit the Port of Dover to discover how Churchill’s dedicated team is driving e iciencies. In our energy management feature, we discuss how organisations can take the first steps towards digitising their maintenance, including identifying key assets. Additionally, we explain how when managing external spaces, di erent surfaces all require a unique process during the cleaning and maintenance process. And finally, our lighting feature outlines the research and the solutions that are available to help address a shortfall in ‘light nutrition’.
LEGAL VIEW
UNBIASED EVIDENCE: THE CORNERSTONE OF ACCOUNTABILITY
Cian Cuinneagáin, CTO of HALOS
In the waste management sector, ensuring compliance, accountability, and safety has become vital. Strict data protection regulations, rising public scrutiny, and the need to resolve disputes swiftly and fairly have pushed the industry to adopt innovative solutions.
Body camera technology has become a vital tool for enhancing safety, accountability, and productivity. Its ability to provide unbiased, transparent evidence plays a pivotal role in resolving disputes and securing prosecutions.
In waste management, disputes range from fly-tipping accusations or illegal dumping to disagreements over contract fulfilment. Historically, such conflicts have relied on verbal accounts, often resulting in drawnout disputes that are difficult to resolve. By capturing events in real time, body cameras offer an effective solution. The devices provide an irrefutable record of interactions, incidents, and compliance measures. This transparency is essential for resolving disputes swiftly, fostering trust between stakeholders, and upholding legal accountability. Body camera evidence can also serve as a deterrent to potential violators, reducing the chance of incidents happening altogether.
In 2021 WISE (Waste Investigation Support and Enforcement) equipped its enforcement officers with HALOS body cameras, which since its implementation has resulted in a 100 per cent prosecution success rate. In this way, WISE can ensure evidence is clear, unbiased, and admissible in court. This success highlights the broader suitability of such technology across the waste management industry.
Prosecution success through transparent evidence
Body cameras as proactive tools, which capture incidents like flytipping and altercations reflects a shift in evidence gathering and trust within waste management and the footage has been crucial in investigations and securing convictions, transforming accountability in the sector. Beyond specific cases, the broader industry faces significant challenges when it comes to evidence collection. In rural areas, for instance, weak or non-existent network signals can hinder real-time data access. By designing body cameras with offline storage capabilities and secure data transfer protocols, technology providers are bridging this gap, ensuring that evidence remains intact and accessible regardless of location.
Navigating GDPR and data protection challenges
The sector’s use of body cameras must also align with rigorous data protection laws, particularly GDPR. Concerns about personal data misuse can create concerns among employees and the public. Transparency in how data is collected, stored, and shared is therefore essential. Modern body camera solutions tackle these challenges with automatic redaction, encrypted storage, and access control features. This keeps sensitive personal data protected, minimising the risk of non-compliance while maintaining the integrity of the evidence and boosting the chances of closing the case. Clear policies and in-depth training for staff further enhance GDPR compliance, allowing the tech to balance transparency with privacy concerns.
Broader implications for waste management
The benefits of unbiased, transparent evidence extend beyond legal proceedings to improve workplace safety and productivity. Workers using these devices report fewer instances of harassment or assault, with the camera’s presence alone deterring unacceptable behaviour. Additionally, the ability to review recorded interactions provides valuable insights for training purposes. For rural and remote waste management operations, the value of body camera technology is amplified. Connectivity challenges can make it difficult to access live evidence in a timely manner, but innovations such as multi-channel connectivity (native, out-of-the-box, multi-network cellular coupled with Wi-Fi) and robust automated offloading mechanisms ensure footage is available for use seamlessly and as efficiently as possible.
Driving sector-wide change
The waste management sector is at a crossroads, where traditional methods of dispute resolution and evidence gathering are proving inadequate. By adopting body camera technology, the industry can address these limitations while setting a new standard for accountability, safety, and efficiency.
SPENDING WATCHDOG SAYS GOVERNMENT BUILDING MAINTENANCE BACKLOG IS AT LEAST £49BN
Public spending watchdog, the National Audit O ice (NAO), has estimated that the government’s maintenance backlog is at least £49 billion. It says the government will need to consider the best way to manage its assets alongside its long-term investment plans, in addition to the cost of ongoing maintenance, to bring property condition to a satisfactory level.
The NAO found that Ministry of Defence properties, schools and NHS properties have a backlog totalling more than £10 billion each and make up 88 per cent of the total backlog. Sites including prisons, job and assessment centres, courts, and museums and galleries have backlogs less than £2 billion each and make up the remaining 12 per cent.
The true cost of full remediation is not known, but the O ice of Government Property (OGP) believes it could be substantially higher than estimated. This is because the government’s data on the condition of its properties is incomplete and out of date.
Building failures have a ected the delivery of public services, government’s productivity and its ability to withstand shocks. On average, between 2019-20 and 202324, approximately 5,400 clinical service incidents occurred in the NHS every year due to property and infrastructure failures. Poor property condition can also negatively a ect civil service productivity, sta retention, and the government’s ability to meet environmental targets.
Departments and other government bodies attribute rising backlogs to a range of reasons: including cost of work increasing; several buildings requiring replacement at the same time; lost income from the pandemic, meaning there is less money available for maintenance work; and historic underinvestment.
The Cabinet O ice has estimated that deferring backlog maintenance can increase costs by more than 50 per cent over a 2-4-year period. To address the backlogs, government is working to improve its understanding of the condition of its estate.
The NAO is recommending that government implements a series of measures to address the backlogs. To read the NAO’s full repot ‘Maintaining public service facilities’ visit https://bit.ly/3PVJnVN.
BIDVEST NOONAN TO CHAIR SIG ON TALL BUILDING SECURITY
Bidvest Noonan has partnered with the Institute of Strategic Risk Management (ISRM) to launch a Special Interest Group (SIG) dedicated to supporting the global tall-building sector.
With a strong track record of securing highprofile tall buildings, Bidvest Noonan, a leading FM services business, will chair this initiative.
The Special Interest Group will focus on identifying and understanding threats while developing insights and solutions to address the challenges the sector faces. The group will bring key stakeholders together, including service providers, property managers, blue light networks and others, to advance knowledge, share insights, and establish frameworks that contribute to a safer, more resilient built environment.
Dr David Rubens, Executive Director at the ISRM, said: “The pace of change in today’s world is accelerating, creating new risks that cannot be tackled in isolation. This Special Interest Group provides an essential platform for bringing together expertise from across the industry to help organisations anticipate and navigate emerging threats. I want to thank Bidvest Noonan for their leadership in this initiative.”
New Acas advice on neurodiversity in the workplace
Acas has published new advice on neurodiversity to help employers create inclusive organisations and raise awareness at work.
Neurodiversity describes the natural differences in how people’s brains behave and process information. Some well-known types of neurodiversity include ADHD, autism, dyslexia and dyspraxia.
A lot of neurodivergent people do not see themselves as disabled but will often be considered as having a disability under the Equality Act.
The Equality Act gives disabled employees protection against discrimination and the right to reasonable adjustments at work.
Acas ran its own poll on neurodiversity with 1,650 line managers in November last year. It asked about the barriers to making a reasonable adjustment for neurodiverse employees. The barriers identified by respondents included: Over seven out of 10 (72 per cent) said employees not disclosing the need for a reasonable adjustment; Lack of organisational knowledge about neurodiversity was reported by 45 per cent; and 39 per cent said it was due to line managers finding it difficult to have the conversation.
Acas advice is that employers should make their organisation more inclusive so that staff feel comfortable sharing and talking about neurodiversity. Raising awareness can help normalise it, which can help ensure employees get the support they need.
To find out more visit https://www.acas.org.uk/ neurodiversity-at-work.
MAJORITY OF OFFICE WORKERS
OR HYBRID WORKING
01-28 FEBRUARY 2025
Property Connect Networking Events
New research has revealed that three-quarters of people would turn down a job that doesn’t o er hybrid or remote working, while flexi-working is also preferable to a four-day week.
With large businesses such as Amazon, Boots and JP Morgan now insisting that all sta work from the o ice full-time, it might seem that the work-from-home revolution is coming to an end.
But a new survey from the Global Payroll Association (GPA) reveals that the shi in the way we work that was largely brought about due to pandemic restrictions may be permanently deep rooted in the modernday workforce, to the extent that we would rather have a flexible working arrangement than see the previously fabled four-day week become a reality.
Of the 1,000 UK o ice workers surveyed by the GPA, 74 per cent stated they either work entirely remotely, or split their week between working from home and at the o ice, whilst around a quarter (26 per cent) work from the o ice full-time.
Although some business leaders, such as Je Bezos, believe that working from home cultivates dwindling productivity, just seven per cent of those surveyed by the GPA believe it makes them less productive.
In fact, more than half (55 per cent) believe they are more productive working from home, with 38 per cent stating they are just as productive as they would be in the workplace. Furthermore, almost three-quarters of those surveyed (73 per cent) say that they are more likely to go ‘above and beyond’ for their employer while working remotely, perhaps committing to earlier starts or working later into the evening.
All in all, 94 per cent of workers say it’s important for them to maintain a degree of flexibility in their working arrangement, so much so, in fact, that three-quarters (75 per cent) say they would turn down a job that didn’t o er them this flexibility.
While 31 per cent of those surveyed say they want to work remotely all of the time, a larger proportion (43 per cent) would prefer a hybrid working model, splitting their time between home and the o ice.
Such is the preference for flexible working that it is even more appealing than a four-day week, with only 20 per cent saying their first choice would be to dedicate four days to working in the o ice in exchange for a threeday weekend.
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
Various locations across England www.property-connect.org
25 FEBRUARY 2025
Workplace Futures
Hybrid conference www.workplace-futures.co.uk
26-27 FEBRUARY 2025
Workspace Design Show
Business Design Centre, London https://workspaceshow.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 De Vere 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
07-08 OCTOBER 2025
Facilities & Estates Management Live
WORKPLACE AND FACILITIES MANAGEMENT: LEADING ORGANISATIONAL EXCELLENCE IN 2025
Workplace and facilities management (WFM) stands as a critical driver of organisational success, integrating sustainability, workplace strategy and technology to power modern business operations. As we advance into 2025, the Institute envisions WFM professionals as key architects of the future workplace, leading the charge toward net zero and intelligent automation.
The NAO’s 22nd January report set the tone for our year, with our Chair Mark Whittaker addressing the Institute of Government & Public Policy’s conference on public sector management. Our forthcoming Good Practice Guide on asset management, developed with government property experts, will provide practical solutions to challenges identified by the NAO.
Our 2025 Market Outlook Survey, open until 17th February, will identify emerging trends and opportunities in WFM. This research will enable professionals to benchmark their organisations and develop futureready strategies. The findings, to be published around Easter, will provide actionable insights for the entire WFM community.
CIBSE DRIVES CLIMATE ACTION PLAN WITH UPDATE TO NET ZERO AGENDA
CIBSE has updated its Climate Action Plan, a pledge to achieve net zero carbon emissions by 2050, with a comprehensive strategy that details actions to reduce emissions, adapt to climate change and foster resilience across the industry.
As a professional institution, CIBSE says it remains dedicated to setting robust standards, collaborating with key stakeholders, and promoting sustainable practices within the sector.
Education and training are integral to the plan, with updates to engineering course guidelines and the development of new training programs. These initiatives aim to equip professionals with the skills and knowledge needed to meet the challenges of a rapidly evolving industry. In addition, CIBSE’s active role in shaping policy is underscored by its contributions to consultations, advocacy for better building performance, and partnerships with organisations to influence climate-related policies.
Central to the plan is the continued development of guidance and standards that support low-carbon and climate-resilient buildings. From addressing embodied carbon in construction materials to improving building performance evaluations, CIBSE is driving forward initiatives that align with sustainability goals. The plan also highlights the importance of retrofitting existing buildings, emphasising this as a key strategy to improve energy e iciency and reduce emissions.
To recognise the e orts of industry leaders and organisations championing sustainability, CIBSE has introduced new awards celebrating leadership and building performance. The plan also calls on individuals and organisations to mirror its climate action measures, such as operational energy modelling and o ering netzero options.
The new University Accreditation Programme represents a significant step in developing next-generation WFM leaders. This initiative bridges the crucial gap between academia and industry, addressing current labour market challenges. To support ongoing professional development, we’re introducing targeted technology-focused microlearning courses.
Throughout 2025, the Institute commits to delivering comprehensive support through:
Networking events fostering professional connections
One-on-one mentorship opportunities
Practical resources for implementation
Continuous learning platforms
This year presents an opportunity to transcend conventional WFM. We challenge every WFM professional to innovate and excel, contributing to the sector’s transformation. Connect with the Institute to participate in our initiatives and help shape the future of workplace and FM.
RICS SURVEY FINDS DEMAND FOR HIGHER QUALITY, SUSTAINABLE OFFICES
According to the Royal Institution of Chartered Surveyors (RICS) UK Commercial Property Q4 2024, while the UK’s Commercial Property Market faltered slightly in Q4, the long-term outlook remains positive, buoyed by a resilient and competitive prime o ice sector as well as industrial property demand.
Demand for prime, quality space continues to rise while interest in secondary property stagnates. This is demonstrated by how di erent future rent expectations are between prime and secondary properties. While prime o ice rents (net balance recorded +40 per cent) are expected to rise, sentiment towards future rental prices for secondary o ice and secondary retail space remained negative, with secondary o ice property rated at -45 per cent in London. These expectations demonstrate the growing chasm of interest between highquality, energy-e icient commercial property and the secondary market. As energy costs rise and companies continue to try and entice their sta back into the o ice with higher-quality surroundings, rising demand for prime o ice space will likely continue for the foreseeable future.
RICS Head of Market Analytics, Tarrant Parsons, said: “The closing quarter of 2024 saw sentiment in the UK Commercial Property market so en a little, with bond market uncertainty impacting credit conditions and investment. This has not however soured long-term confidence in the market.
“Prime industrial and o ice assets continue to demonstrate resilience, and the gap between modern, energy-e icient commercial property and the rest expanded again. According to some of our respondents, rising rents are enabling developers to refit and improve their properties in what is a competitive prime market.”
IWFM CEO, Linda Hausmanis
DREAMING BIG
Stephen Bott, HR & Facilities Manager at Charterhouse Holdings believes every facilities management initiative counts no matter the size and scale of the organisation
My background includes both HR and FM administration, but when I moved into my current role at Charterhouse by dint of HR experience, I also inherited responsibility for the facilities department. The fact that my current role combines responsibility for two separate departments is symbolic that FM at Charterhouse is much smaller in nature than larger companies - indeed, the number of sta working at the company is less than 100. At Charterhouse, there are 2.5 facilities sta , comprising myself, a full-time maintenance operative and a receptionist who dedicates half of their time to facilities administration. Alongside this, I am a Non-Executive Director of a compressed air services company, REP Air Services, which has 10 employees and no dedicated FM resource. Micro companies will generally not have a dedicated FM resource, instead the load is spread out amongst sta .
FM STILL COUNTS
Yet dig deeper and FM resources in smaller companies echoes that of larger organisations. Like Charterhouse some companies may have a dedicated in-house resource to carry out basic aspects of FM. For example, our maintenance operative’s duties include weekly alarm testing, monthly emergency lighting testing, replacing
suspended ceiling tiles, painting walls or carrying out basic repairs.
For those companies falling under the ‘Small’ side of SME, however, specialised aspects of hard FM will invariably be outsourced as it is not viable financially nor practicable to employ an in-house alarm engineer, electrician or plumber. For that reason, basic FM activity may be dealt with in-house and more specialised FM activity outsourced. A key aspect of FM which is typically outsourced is cleaning. Charterhouse has appointed an agency to provide 36 hours of cleaning per week with both cleaners permanently based on site. And even REP, a much smaller company than Charterhouse, has taken on services from a cleaning agency for several hours of cleaning per week.
LARGE VERUS SMALL
We read many stories in FM media about large companies signing multi-million-pound contracts with FM services providers or for o ice refurbishments across multiple sites. With references to FM means that for smaller companies, FM can seem rather daunting. I have attended seminars covering FM and some of the terminology and concepts discussed can make you feel like FM is not of any relevance to you but only the preserve of larger companies.
I believe this cannot be further from the truth. FM is relevant to every single company, regardless of whether they have two employees or 2,000 employees. Even at a micro business with a small unit consisting of just a small o ice and storeroom FM is a crucial aspect of its operations. There is electrical infrastructure, plumbing and heating, the premises is invariably alarmed, the floors need vacuuming, and rooms need to be kept tidy. But it is not just the maintenance aspects of FM which smaller companies can embrace.
FM ON A BUDGET
When it comes to workplace refurbishments, upgrading facilities is just as relevant to smaller businesses and is something that should be proactively embraced. Upgrades need not cost the earth. For a canteen area, you can upgrade on a budget by installing basic chairs, flat pack furniture and equipment such as a microwave or a kettle. At REP, we upgraded the engineers’ room very simply and at minimal cost, yet it has made a huge di erence - engineers have a comfortable place to spend their breaks when they’re not out on jobs.
E iciency is another key area of FM where companies need not part with lots of money. It can even be done for little or no cost: a simple tidy up or organising items in a methodical way can be considered upgrades – so you are not having to fight your way through a mess if you have to carry out checks or repairs. It can also mean that any maintenance checks are easier and quicker.
Sustainability is another, broad area where smaller companies can focus – and is becoming more and more popular in supplier assessments. Simple examples of making workplaces more sustainable include replacing conventional tube lighting or bulbs for LED equivalents (Charterhouse’s exercise to swap over to LED lighting has reduced electricity usage by around eight per cent); putting any air conditioning units on timers; putting in place recycling bins; or really go for it by achieving an industry-relevant recognition. The latter is particularly pertinent to REP which holds ISO and Safe Contractor accreditations, all despite having less than a dozen sta .
SMALLER SCALE SUCCESS
Considering all the above, no matter how small a company is, it can always dream big. Continuous improvement applies to all organisations and FM is at the centre of this. Workplace upgrades can be easy and straightforward; putting in place simple maintenance regimes can be huge wins; and, very importantly, any initiative or upgrade can be used as excellent PR to customers or job applicants. The importance of facilities management within smaller companies should not be underestimated and the FM sector needs to strive to promote it to all organisations and make it more accessible.
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HOLISTIC VIEW
In this Q&A, Tom Garrigan, Technical Director at BSRIA o ers his thoughts on taking a holistic approach to IEQ in the drive to net zero
In the UK, people spend roughly 90 per cent of their time indoors. This makes indoor environmental quality (IEQ) a critical factor in the health, comfort, and productivity of the population.
Over the course of the 20th century, buildings' IEQ improved significantly, driven in part by the availability of cheap energy, the changing attitudes of people in our buildings and the widespread use of mechanical systems designed to enhance comfort. However, many of these systems are not commissioned or operated to optimise energy e iciency, leading to wasteful energy use.
Today, the drive toward Net Zero emissions present an opportunity to rethink how we approach IEQ. The challenge we face now is how to maintain or even improve indoor comfort while drastically reducing carbon emissions. Trickier still is how to change the way buildings are designed and constructed to meet both occupant needs and stricter guidelines.
To understand how this can be done, we first need to drill down into the critical components that make up optimal IEQ. This Q&A asks some of the key questions.
ENERGY DRIVE
Q: Net zero has been a long-discussed topic, has there been enough urgency with the drive to 2050?
A: Achieving net zero by 2050 has been an overarching target, but there’s still work to be done to create the urgency needed to meet it. We are starting to see more cohesive action across
the construction industry, with various sectors developing innovations in energy-e icient materials and design techniques. However, the challenge remains in accelerating these e orts while prioritising comfort and environmental responsibility. It’s not just about reducing emissions but transforming our approach to building design and operation to improve indoor environments without sacrificing environmental health.
CORE PRINCIPLES
Q: Can you share an overview of the core principles to indoor environmental quality?
A: The core principles of IEQ are closely tied to comfort, health, and productivity. Key components include:
Thermal Comfort: Achieving stable temperatures through efficient insulation, materials, and design that minimise energy reliance.
Air Quality: Ensuring proper ventilation and reducing indoor pollutants with low-VOC materials, filtration, and outdoor air exchange.
Natural Light: Maximising daylight access to enhance comfort and reduce artificial lighting needs.
Acoustics: Managing sound levels and speech intelligibility to create a comfortable and productive indoor environment.
Together, these factors create an indoor environment that benefits occupant wellbeing. But
to achieve these benefits sustainably, IEQ principles need to align with energy e iciency goals, o en incorporating bioclimatic design to harness natural resources instead of mechanical interventions.
ACHIEVING NET ZERO
Q: IEQ is crucial to the built environment, but how do the various components impact net zero?
A: Ultimately, optimally managing IEQ while pursuing net zero targets relies on making buildings adaptable to the local climate and carefully choosing materials to support both human health and energy e iciency.
RETROFITTING
Q: Instead of stripping our buildings and building from scratch, can a wide-ranging retrofit programme ensure we hit decarbonisation targets?
A: Absolutely, retrofitting existing buildings is one of the most e icient ways to advance toward decarbonisation targets. It’s far more sustainable than demolishing and rebuilding structures. Retrofitting allows for the integration of energye icient systems, better insulation, and improved ventilation. This approach not only preserves the embedded carbon within the existing structure but also extends the building’s life in a way that can enhance IEQ. When planned carefully, retrofitting has the potential to meet today’s energy and environmental standards without the carbon footprint of new construction, making it a central strategy in meeting net zero goals.
NEW YEAR, NEW LOOK FOR BSRIA
BSRIA reveals the completion of Phase 1 of a newly retrofitted state-of-the-art o ices at BSRIA House in Bracknell. This milestone demonstrates what is possible with existing building stock, showcasing how retrofitting can drive sustainability and create spaces that reflect both innovation and environmental responsibility.
Now fully decoupled from natural gas for space heating and hot water, the installation of a high e iciency low global warming potential (GWP) HVAC system will enhance indoor environmental quality and reduce energy consumption. Scope 1 and 2 greenhouse gas emissions in 2025 are forecast to be 28 per cent lower when compared with the 2022 baseline.
The BSRIA building performance experts meticulously measured the “as-built” performance of the building prior to the commencement of works, enabling informed data-driven decisions to maximise the e ectiveness of retrofit measures and financial investment. As part of the ‘Living Laboratory’ project, BSRIA is monitoring in-use performance metrics to evaluate systems and user behaviour, which will further drive continuous whole-building performance optimisation.
The outputs of the o ice retrofit, and the Living Laboratory will shortly serve as a live case study on the BSRIA website.
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COMPLIANCE
DATA AND DECARBONISATION
Claire Robinson, Sales Director at IAconnects reviews the range of regulations in place regarding carbon reporting and explains why sound data is the key to ensuring compliance
According to the UK Green Building Council, commercial buildings represent 23 per cent of built environment carbon emissions in the UK. Many businesses now recognise the importance of sustainability and reducing their carbon footprint. This has led to the need for new “net zero buildings” — highly energy-e icient facilities that generate and supply the energy required to operate from renewable sources.
Meanwhile, others are retrofitting buildings with sophisticated hardware and so ware solutions, which enable them to monitor key parameters like emissions and energy consumption. O ices, warehouses, and other facilities are striving to reduce their carbon footprints, requiring facilities managers to navigate a variety of frameworks and standards.
This means that when it comes to carbon reporting and reduction, FMs are at the forefront. As well as working directly with the carbon-producing systems, assets and services, they understand how active monitoring and control can help regulate and reduce emissions.
THE REGULATIONS AND STANDARDS
The UK’s target of reaching net zero emissions by 2050 continues to shape organisations’ carboncutting e orts — but there are also several other commitments for FMs to meet.
The Streamlined Energy and Carbon Reporting (SECR) came into force in 2019 and applies to large UK companies, limited liability partnerships (LLPs) and quoted firms. SECR requires organisations to share energy use and carbon information in their annual reports. This includes reporting on their global Scope 1 and 2 greenhouse gas emissions (GHG) and at least one emissions intensity ratio. Scope 1 refers to emissions directly owned or controlled by a company, such as on-site furnaces, and Scope 2 covers indirect emissions, like those from purchased energy.
Meanwhile, the Energy Savings Opportunity Scheme (ESOS) mandates energy audits and carbon reporting for large organisations. Reporting on usage is crucial, as companies can use this to calculate their overall carbon consumption. There are also various voluntary commitments for FMs to consider. These include the UN Sustainable
Development Goals (SDGs), which promise to “Build resilient infrastructure, promote sustainable industrialisation and foster innovation”. Despite their broad nature, some commercial facilities are now working towards the UN’s goals and embedding them into their company missions. As well as this, there are international standards on GHG reporting, such as ISO 50001, which helps organisations manage and improve their energy consumption and e iciency.
THE DATA TRACKING ESSENTIALS
As a minimum, we’d recommend tracking the data needed for Scope 1 and 2 reporting, which means gathering as much information as possible about on-site and energy-based emissions. Though harder to measure, voluntary reporting on Scope 3 emissions — those from the wider supply chain — is also good practice.
Energy consumption data, including electricity, gas, and water usage, is also crucial. Evaluating the performance of energy e iciency measures like insulation or solar panels, where data is available, provides a clearer picture of environmental impact.
In sectors like manufacturing, carbon intensity metrics, such as emissions per unit of energy produced (CO2e/kWh), are also important. These allow for performance comparisons over time and across di erent facilities.
ENTER DATA SOLUTIONS
O en, e ective carbon reporting hinges on being able to monitor energy use accurately across a
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facility. IoT-enabled solutions, such as those o ered by IAconnects, are crucial. By integrating sensors, gateways and other sophisticated IoT-enabled tools, FMs can access real-time data on consumption, emissions and system ine iciencies. These granular insights support compliance with SECR, ESOS and other standards, and the real-time monitoring o ers immediate insights for energy e iciency adjustments.
Automation further streamlines the reporting process. Centralised, cloud-based platforms can improve accessibility and scalability, helping organisations manage carbon reporting in a timely, accurate way. Meanwhile, the advanced analytics o ered by these platforms enable data-driven decision-making by identifying usage trends and predicting energy demands.
Ultimately, these solutions can help organisations better understand their environmental impact. Using these energy monitoring solutions, FMs can lead the charge in reducing the built environment’s carbon footprint while future-proofing against evolving regulations.
THE VALUE OF DATA-DRIVEN REPORTING
Accurate carbon reporting is essential for facilities to meet the compliance standards we’ve discussed and demonstrate sustainability commitments. Advanced energy monitoring systems provide detailed insights into energy usage and emissions, helping organisations align with SECR, ESOS and other key frameworks. This transparency not only helps avoid penalties but also fosters strong relationships with stakeholders, both internal and external.
Centralised data collection and predictive analytics further enable FMs to identify ine iciencies and forecast energy needs. All in all, this will help them reduce costs, meet their sustainability goals and demonstrate compliance in energy and carbonrelated disclosures.
E ective carbon reporting is not just a necessity for compliance but provides a strategic advantage. By leveraging advanced IoT-enabled energy monitoring solutions, organisations can achieve accurate emissions tracking, streamline reporting, and make data-driven decisions to enhance sustainability while meeting their regulatory obligations.
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NAVIGATING AI IN FM
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Steve McGregor, Group Managing Director for DMA, discusses AI’s positives and pitfalls, advocating a cohesive approach between human and machine to benefit FM companies and their customers
We did our own research in 2021 that revealed many tech firms lag in technology adoption, with 3 in 10 FM professionals feeling that their teams aren’t utilising technology e ectively. Many in our industry still rely on spreadsheets or modular systems to manage workflow and are not taking advantage of transformative digital tools.
AI is not without its shortcomings, however, and to prepare for AI, the FM industry must address several key challenges: from data issues to ethical concerns.
CHECK THE DATA
AI is only as good as the data it’s provided with. To deliver accurate insights, it needs a large amount of quality information, so where data shortages occur, poor machine learning outcomes will follow and consequent misleading results.
To counter this issue, FM companies must invest in data collection and management, ensuring AI systems are properly trained on robust and representative datasets.
AI in this context can also be good for continued learning, i.e. automatically spotting trends in system operations, for example, adjusting and improving working practices. Be warned, however,
while AI can deliver impressive outputs, it lacks the human ability to contextualise information. For example, an AI system might identify a pattern of energy consumption in a building, but it won’t necessarily understand the nuances of why that pattern exists.
FM professionals need to interpret AI results within the specific context of each building or facility, using AI as a supporting tool rather than a definitive decision-maker.
FM SYSTEMS THAT AREN’T AICOMPATIBLE (YET)
Many FM mechanisms, in particular legacy systems, were not designed with AI in mind, posing significant integration challenges. As a result, these outdated systems may limit the e ectiveness of AI solutions.
For AI to be fully integrated, FM companies may need to upgrade their existing infrastructure or adopt flexible systems that can accommodate AI technologies. Where systems need upgrading anyway, consider how they could interact with AI if not now, in the future.
GOOD CUSTOMER SERVICE NEEDS A HUMAN TOUCH
While AI can optimise processes, it lacks the personal touch that customers
o en expect. FM is a service-oriented industry where customer interaction is crucial, and the human element remains irreplaceable. Organisations must balance AI adoption with the need to maintain positive human relationships.
AI is great for background tasks, like scheduling or predictive maintenance, and can free up time so FMs can focus on ensuring customers feel valued and understood.
WHO PAYS FOR AI?
An age-old problem, customers want the latest technologies, but they don’t want to pay for it. Transformative AI implementation comes with a significant price tag, and as outlined in this article, it’s not just the AI itself that requires investment – specialist skills may be needed, systems may need updating, sta will need training, data input and analysis must be on point. FM companies, therefore, face the challenge of determining how to finance these expenses and who should bear the cost.
In an ideal scenario, FMs have the kind of relationship with their customers where this cost can be shared, and the AI journey is embarked on together. In reality, this is o en not the case. Decisions around AI investment, therefore, must weigh potential productivity gains against upfront costs.
THE ETHICS OF AI
The integration of AI raises ethical questions about data privacy, bias, and accountability. FM companies must consider how AI might impact employees’ roles and whether AI could inadvertently promote discriminatory practices if trained on biased data. Amazon, for example, had to stop using this technology in recruitment selection when it started blanketrejecting women.
Ethical AI implementation requires transparency, fairness, and regular evaluation to ensure systems are operating as intended without unintended negative consequences.
THE FUTURE OF AI IN FM
As AI continues to evolve, the FM industry must take a proactive approach, combining human expertise with machine intelligence. By addressing data quality, contextualising AI insights, upgrading systems, prioritising customer interactions, funding responsibly, and committing to ethical standards, FM organisations can harness AI’s potential to improve e iciency without sacrificing the essential human touch.
A balanced, thoughtful approach will ensure that AI serves as a valuable partner in the FM world, enhancing—not replacing—the human workforce.
Top AI functions that can support the FM sector:
Machine learning and predictive analysis: Interpreting data from sensors and real-time inputs
Drone technology: Mapping sites to identify areas of repair and providing estimated costs.
Computer vision algorithms: Analysis of visual data to determine occupancy data and security of the building.
Generative AI: Exploring options for design.
Energy management: Analysing historical energy to predict the optimal energy consumption.
Decision engines: Using prescriptive analytics to make data-driven decisions.
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SUNIL SHAH, MD OF ACCLARO ADVISORY & THE SFMI
UNLOCKING COMMERCIAL BENEFITS THROUGH SOCIAL VALUE INITIATIVES
The Sustainable Facilities Management Index (SFMI)’s latest report, ‘FM leaders reach the point where sustainability really pays’, highlights the growing commercial benefits of sustainability in the FM sector. Notably, there was a significant focus on social value, with diversity initiatives improving by 17 per cent and positive advancements in health and safety practices.
However, the report also noted that wellbeing came up as the lowest scoring area within the social criteria and has not shown the same level of progression. Traditionally, wellbeing e orts in the FM sector have focused on internal initiatives such as employee assistance programmes (EAPs), surveys, and health-related benefits aimed at an organisation’s own sta . However, the scope of wellbeing is starting to, and should continue to, expand to encompass the supply chain, customers and visitors to buildings managed by FM teams.
The commercial benefits of prioritising social value initiatives are becoming clearer. One of the most pressing challenges in the FM sector is talent retention. A shortage of new talent coming into the sector, coupled with the impending retirement of experienced professionals, has led to a limited talent pool, making it challenging to secure and retain skilled professionals. Companies that actively focus on improving employee wellbeing, diversity, and professional development are better positioned to attract and retain talent.
Investing in wellbeing brings operational advantages as well. Employees who feel supported and valued demonstrate higher productivity, resilience and engagement.
Similarly, a supply chain that prioritises wellbeing can contribute to a healthier, more motivated workforce. For FMs, this translates into lower sta turnover, reduced absenteeism, and enhanced service delivery.
The role of FM is to provide services to customers within the buildings, utilising their supply chains and providing a positive experience for visitors. Supporting these groups can also have significant benefits – customers increasingly seek partners who demonstrate strong social value credentials, making wellbeing a key valueadd.
The commercial case for prioritising mental health and wellbeing is well-documented. Deloitte’s research has shown that for every £1 invested in tackling mental health problems, organisations can expect an average return of £5.30. Typical measures for assessing the impact of wellbeing initiatives include internal employee questions, employee absences, retention rates and overall business performance metrics.
Several leading FM companies are showcasing a strong commitment to employee wellbeing, as highlighted by the recent SFMI audits. One
standout partner has implemented several wellbeing initiatives, including the training of over 600 mental health first aiders over the years, the installation of air quality sensors into their head o ice – now being expanded for both employees and clients - and quarterly employee surveys, with results from these actively shaping their business strategies.
Wellbeing isn’t a static topic and it’s crucial for organisations to be actively on the lookout for relevant topics within society and amongst their employees. Many SFMI partners are addressing a range of topics in their EAPs including, but not limited to, stress management, menopause, fertility and nutrition, and some going a step further and incorporating these into monthly newsletters and screensavers that change monthly with relevant topics.
Another partner has made ‘People | Wellbeing’ one of their three core pillars of their overarching strategy, emphasising its importance across the organisation. Their dedicated Wellbeing programme includes weekly calls and video content, which has been successful and is being repeated. They are also incorporating nature into their workspaces, incorporating gardens and green spaces to promote health and wellbeing among employees.
The World Wellbeing Movement has identified 12 key areas for evidence-based wellbeing interventions, highlighting the importance of structured approaches. However, measuring the impact of these initiatives remains a challenge. To address this, the SFMI is working on developing a defined approach for FM.
As the FM industry continues to evolve, it is increasingly clear that embedding social value initiatives, particularly around wellbeing, o ers not only ethical benefits but significant commercial returns. By enhancing employee satisfaction, boosting retention and productivity and improving the overall experience for customers and visitors; FM can drive sustainable growth and gain a competitive edge.
Sunil Shah, MD Of Acclaro Advisory & The SFMI
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FM CLINIC
According to the latest Contract Catering Tracker from CGA by NIQ and Bidfood, changes to employer NIC contributions which are due to rise this April could intensify cost challenges. How is the foodservice and hospitality sector preparing to meet these challenges?
having to consider freezing recruitment, reducing hours, cutting headcount, increasing prices and abandoning plans for investment.
Any number of these options might be taken up to ensure survival and one thing they are certain to do is curtail the growth potential of our sector, which is significant.
We saw that potential in November, when hospitality was the single biggest driver of economic growth, and we recently saw that contract caterers grew by seven per cent year-on-year in Q3 of 2024. This shows that
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE VOICE OF HOSPITALITY SECTOR’S VIEW
KATE NICHOLLS, CHIEF EXECUTIVE, UKHOSPITALITY
One of the biggest questions facing hospitality, foodservice and catering companies this year is how the sector is going to contend with a tsunami of costs hitting in just a few months’ time?
hospitality can be the engine that drives growth.
We’re urging the Government to delay these tax increases and work with businesses on alternative measures that can mitigate the impacts on businesses and team members.
There’s no doubt that every part of the economy was hit with additional costs in the Budget, but hospitality will disproportionately feel the brunt of the changes to employer National Insurance Contributions (NICs) and increases to wage rates in April.
Kate Nicholls
That’s because, as a sector, we’re a significant employer. We provide jobs for 3.5 million people, and we pride ourselves on creating jobs for everyone – whether it’s a managerial position or something more flexible if you’re a working parent, student or carer.
And it’s those flexible roles that are being dragged into employer taxes for the first time, with more than 774,000 hospitality workers impacted. So, how can we meet this challenge? Well, it’s not easy.
With businesses having to deal with numerous challenges over the past five years, including a pandemic, record inflation, an energy crisis and sta ing shortages, most of the ‘easy’ e iciencies have already been made.
Now, harder decisions are having to be made. Venues are
Constructive consultation is always the most productive way to move forward which can help the Government work towards its goals, but in a way that doesn’t damage businesses.
There have been recent examples of that successful approach with the Employment Rights Bill that is progressing through Parliament.
We know there are concerns about the changes that will create but through extensive engagement and discussion, there have been positive changes to the proposals. For example, access to zero hours contracts has remained, a significant move from the original proposal to ban them outright. The Government’s plan to not introduce any changes until 2026 is also positive.
I’m certain that sectors like hospitality, foodservice, catering and facilities management, which all regularly work together, can really help drive economic growth. Unfortunately, the cost and regulation being put upon us is going to act as a significant barrier to that.
I hope the Government looks at our sectors and understands the real economic, social and cultural benefit we bring in our work serving Britain and works with us to pursue policies that help our sectors both survive and thrive.
Sometimes it feels like it just keeps coming - hospitality has seen a seemingly endless procession of cost headwinds and challenges over recent years, and the latest budget has certainly helped to compound this. The impending rise in employers;
National Insurance and the lowering of the threshold at which it becomes payable has added to the pressure which is already facing the sector on many fronts.
Shane Kavanagh
Alongside wage inflation and the challenge of employers National Insurance, food inflation remains problematic, driven by global supply challenges and conflict, and the attraction of talent to the sector remains a key focus. However, the last few years have proven that as a sector we are nothing if not inventive and agile, and there are signs of optimism out there for those looking for them. CGA’s contract catering tracker showed seven per cent year-on-year growth for contract catering operators, and continued sales growth is the solution many operators are looking for.
Across the sector we are seeing operators take a more commercially minded approach, bringing a real competitive high street mindset to client sites to support driving sales.
Also, while consumer confidence is challenging, we are seeing an increase in companies asking employees to spend more time in the o ice.
Many companies are introducing a five-day week in the o ice policy, and multiple companies are enforcing similar three or four-day a week policy, all of which bodes well for B&I (business and industry) catering operators reliant on regular customers to drive revenue. The research all points to increased productivity for companies with more ‘facetime’ with their teams.
Alongside this, the leisure sector continues to perform well overall, with consumers continuing to seek out unique experiences, o en involving an F&B (food and beverage) experience along the way. Sector operators continue to be agile in how they shape their business and sta ing, and we see increasing flexibility in how teams are deployed to meet the peaks of consumer demand.
However, hoping you can grow sales is unlikely to be enough, and increasingly the sector is looking towards technology to o er solutions to o set some of the rising cost challenges.
Omnichannel ordering and payment solutions such as Kanpla and Dynamify help operators connect more closely with their customers, and innovations such as AI tray scanning tills and frictionless stores such as Amazon’s Just Walk Out tech o er alternative approaches to retailing which can deliver high volumes while needing less sta to operate. These solutions may not be right for every location, but they have been proven to be highly e ective in some environments, and the pace of development and evolution is increasing.
Creativity, agility and a willingness to embrace change have defined the sector over recent years as we’ve navigated Brexit, Covid and a period of intense food and energy cost inflation.
There is no doubt that this latest wave of headwinds will put many organisations under great pressure, but I expect we will see the sector continue to focus on delivering great food and experiences and innovate quickly along the way in response to whatever comes next. If any sector can adapt and evolve successfully, it’s ours.
CATERING CONSULTANT’S VIEW
JULIAN FRIS, DIRECTOR, NELLER DAVIES
The NIC increase is expected to substantially raise wage costs, particularly a ecting workforce-intensive sectors like contract catering. For SMEs, already contending with rising costs, this could further squeeze profitability, limiting investment in sustainability, technology, sta development or just be able to bid for opportunities.
Julian Fris
To address these challenges, the sector will need to look at operational e iciency. Caterers are streamlining operations, focusing on supply chain optimisation, waste reduction through refined menu designs and investing in energy-e icient equipment.
These e orts aim to lower costs while meeting growing demand for sustainable practices. However, achieving these goals o en requires client buy-in, which may create contractual turbulence. Some clients expect caterers to absorb these e iciencies,
FM CLINIC
leading to pressure to deliver cost savings and fuelling the trend of mergers and acquisitions for economies of scale.
In addition, with labour costs forming a significant proportion of budgets, boosting workforce productivity is critical.
Strategies include targeted sta training, technology adoption to automate repetitive tasks and flexible sta ing models aligned to demand. These e orts must also navigate changes from the Employment Rights Bill and consider the total cost of operations rather than focusing solely on labour costs.
Finally, price management will be crucial. Passing costs onto clients or consumers is generally avoided but may become necessary.
While renegotiation of contracts could reflect rising input costs, this is less feasible in the heavily regulated public sector. Innovation in cost management, supported by open client communication, is essential.
levels could help balance quality with a ordability though, as
Collaborating on cost-sharing models and redesigning service levels could help balance quality with a ordability though, as suggested, navigating restrictive public-sector contracts remains challenging.
ways to mitigate these additional costs.
Transparency has been key; we’re working closely with both customers and suppliers to identify cost e iciencies and ensure open communication. Many of our clients are longstanding partners, and they trust us to manage these challenges e ectively.
Angus Brydon
pressures, we remain confident about the growth prospects for
There are significant risks when a cost focused approach is taken to catering. With contraction in the marketplace as suppliers must combine to survive, customer choice is reduced, standards drop, and we end up with an over-commoditised o er. This is something we already see with patient food service in the NHS and some schools where generally poorer quality products are served to meet an obligation.
Despite these pressures, we remain confident about the growth prospects for our sector. Previously, growth would have supported cost stability, but rising expenses now demand even greater e ort to balance budgets. Our commitment to seasonality, a cornerstone of sustainability and cost e iciency, remains steadfast. By focusing on seasonal produce, we can continue to o er exceptional value to our clients while staying true to our principles.
mitigating measures, highlighting its potential
Industry organisations such as the British Hospitality Association and FCSI are lobbying the government to reconsider the NIC rise or introduce mitigating measures, highlighting its potential disproportionate impact on the sector’s economic and employment contributions.
Despite these pressures, the sector remains optimistic and there remains strong demand for outsourced catering and the industry’s capacity for innovation. By proactively addressing challenges, collaborating with clients and staying focused on long-term objectives, UK contract caterers are well-positioned to sustain growth...”
JulianFris
Despite these pressures, the sector remains optimistic
Despite these pressures, the sector remains optimistic and there remains strong demand for outsourced catering and the industry’s capacity for innovation. By proactively addressing challenges, collaborating with clients and staying focused on longterm objectives, UK contract caterers are well-positioned to sustain growth and remain a vital contributor to the economy.
As April 2025 approaches, the sector’s ability to adapt will not only safeguard profitability but also reinforce its role as a cornerstone of the UK’s workforce and economic recovery.
CONTRACT CATERER MANAGING DIRECTOR’S VIEW
ANGUS BRYDON, MD, BM CATERERS
The pressures being placed on our industry come at a time when client confidence in our sector is strong. Employees are settling back into o ice and hybrid working arrangements, and clients are optimistic about the year ahead in 2025.
However, a er most of our financial year budgets had been submitted, the Government announced a 1.2 per cent increase in employer National Insurance contributions. This late change impacts not only us but also our partners. In response, we’ve reached out to our clients to discuss the implications and explore collaborative
even greater e ort to balance budgets. Our sustainability and cost e iciency, remains
Across the board, rising costs are impacting both clients and foodservice providers. In this climate, our priority is to maintain a competitive o ering that delivers excellent value for money. We’re also tapping into the renewed confidence in our client base to drive sales forward. Careful stewardship of our clients’ budgets remains a top priority, and we are fully committed to justifying every cost as we navigate the current economic challenges together.
budgets remains a top priority, and we are fully committed to justifying every cost as we navigate
Innovation is another area we’re leveraging to create e iciencies for our clients. For example, we’re introducing AIdriven till systems that streamline payment processes and reduce queuing times. These advancements have been well-received, but we are mindful that our industry is fundamentally people driven. Technology and AI will always be tools to enhance, not replace, the exceptional service our team members provide.
Investing in our team is another critical focus area. By prioritising the development and retention of our sta , we aim to reduce reliance on costly agency workers. This approach not only helps control costs but also enhances the skills, knowledge, and consistency of our teams. Our retained team members bring a depth of familiarity with client sites and strong relationships that drive seamless service delivery.
As we look ahead, our commitment to innovation, sustainability, and exceptional client service remains unwavering. Together with our clients, we are finding solutions to these challenges while continuing to deliver outstanding hospitality experiences.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
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WORKPLACE BASICS
FMJ’s recent podcast hosted by Sara Bean features a group of workplace experts who discuss the elevated essentials for the workplace that help improve wellbeing, increase sta retention and meet ESG credentials
Getting the basics right to create a comfortable and safe work environment is the core remit of any facilities role. Increasingly though FMs aim to deliver more than just the essentials by creating workplaces that support and enhance occupant wellbeing.
We began by discussing why workplace wellbeing has moved so far up the agenda in recent years. Research has already shown that addressing the quality of workplace essentials, such as lighting, design, ventilation, acoustics and food and drink services, helps create a productive and successful place for people to work.
Dan Johnson revealed that a survey by
FMJ and ZIP Water found that employees are no longer taking their workplace for granted but appreciate the impact the o ice can have on their productivity, wellbeing, mental health and ways they contribute and interact with colleagues and customers. He said: “For me, the research highlighted a focus that hadn’t been as strong in the past”.
The panel also pondered the definition of workplace wellbeing. Dr Nigel Oseland has not only written extensively on the subject but has created the module on Wellbeing in Buildings, as part of a MSc in Health, Wellbeing and Sustainable Buildings. He argues that defining wellbeing is a more di icult question than it sounds.
“While the WHO definition of wellbeing
talks about both mental and physical health - wellbeing is not just about not having ill health but in a broader sense refers to having a purpose and meeting your goals and expectations in society.”
Looking at wellbeing from a food operator perspective Lynsey O’Keefe of Sodexo advocates the provision of a foodservice that represents value for money and addressing both physical and mental health by o ering ‘good mood’ foodservices that supports workers’ health and wellbeing throughout the day.
She explains: “The key to this is in creating great spaces for people to work in, that promote what we believe people are looking for, both socially and
DAN JOHNSON SERVICE DIRECTOR FOR THE UK & IRELAND AT ZIP WATER UK
collaboratively. Equally, you need to think about ways of creating a workplace that meets all the needs of the di erent generations and personalities. This is why wellbeing is end-to-end for every aspect in which we operate.”
DESIGN PERSPECTIVE
While there’s been a lot of interest in recent years on the emergence of the WELL Building Standard (WELL), it is incredibly di icult and costly to attain accreditation. If organisations don’t meet such exacting standards, can they still design-in wellbeing?
Patrick Ames argues that it is, in fact he feels that the basis of every appraisal of the modern workplace leads to designingin wellbeing. For him the key word is choice. When formulating a design brief, he advocates asking the workplace community what kind of environment they desire.
He explains: “Today’s workforce is so diverse; you’ve got introverts and extroverts. You’ve got people who come into the o ice for solitude and quiet and others who come in to collaborate. Designing for wellbeing is about creating a space which o ers choices for everybody.
“A good design for me allows people to choose where they want to work, where they want to relax, where they can have a bit of time alone, whether that is outside, inside or in a quiet room. What I’m seeing in the market at the minute is designers and workplace managers giving people levels of choice that make them feel valued.”
Nigel Oseland’s concern however is that when it comes to building design we’re still not getting the basics right. Essential comfort factors such as temperature, noise, air quality and lighting are still being neglected in too many premises, “never mind all the high-level requirements to enable us to do our best and benefit our wellbeing”.
When it comes to designing the basics, there is no one size fits all as this is dictated by the premises that you’re working with. O’Keefe believes that is
dependent on where a building is located, the type of foodservice on o er and the size and scale of the real estate. Most organisations will put restaurants and working kitchens in spaces that can’t be utilised by natural daylight as buildings strive to maximise the amount of daylight available in spaces that are occupied most o en.
Says O’Keefe: “We have restaurants and kitchens in basements, on roofs and at entrances, whatever the building lends itself to. But the most important piece is creating a suitable environment for people to eat and drink.”
localised self-service ‘kitchen’ spaces located near desking areas.
Oseland agrees that the ability to o er occupants a level of variety is the ideal as sta might just want to have a quick break and go back to their desk or conversely want access to spaces where they can linger for longer.
Today’s workforce is so diverse; you’ve got introverts and extroverts. You’ve got people who come into the o ce for solitude and quiet and others who come in to collaborate. Designing for wellbeing is about creating a space which o ers choices for everybody.”
Johnson also reports seeing a lot of diversity in both design and location - dependent on what a building allows. This can range from busy workplace foodservice areas which deal with highcapacity volumes where consumers expect fast and e icient services to more
The panel also noted there is increasing demand for workplace restaurants on the top floors, including where possible, the creation of roof terraces o ering access to all sta rather than just a client or C-suite.
HYRBRID WORK
Ames also notes that workers’ expectations have changed since the pandemic, for instance regarding a loss of acoustic comfort since returning from home to the workplace. Leesman Index research points to noise as being the biggest issue for any employer looking to pull workers back into the o ice. It reveals that noise levels are important to 68 per cent of employees and states: “It’s not just about the aesthetics of an o ice, organisations need to tackle the basics first.”
LYNSEY O’KEEFE CEO FOR SODEXO CORPORATE SERVICES
PATRICK AMES DIRECTOR AT CLAREMONT A SENIOR DESIGN PROFESSIONAL
Managers encourage sta to come together in these spaces from a wellbeing perspective, to discuss great ideas, collaborate and de-stress, not just run back to their siloed desk area. It’s an interesting evolution in workplace management.”
Another change of habits says Johnson is how people rehydrate. “When we originally put HydroTaps in o ice spaces, users tended to use cups, mugs or glasses. We’ve now seen a trend towards refillable bottles or flasks as the wellbeing message around hydration, fitness and positive mental health hits home.”
There has of course been a welldocumented change in working patterns since 2020. O’Keefe reports that many companies have reduced their o ice footprint to support more flexible working patterns, resulting in a huge shi in demand.
“On the most popular days that people go into the o ice, typically Tuesdays, Wednesdays and Thursdays, foodservices are busier than ever before and sta are increasingly interested in more varied food o ers, as they’re tired of eating sandwiches at home, which is resulting in greater uptake for workplace restaurants.
“Also, what we’re seeing is that the working day is much longer, with people wanting services to begin earlier and food and drink services o ered for longer.”
The need to connect is also a major
driver when it comes to creating a healthy workplace environment. Says Oseland: “Quality food and hydration is not just about nourishment but human evolution, as people have come together and shared food, broken bread around the fire and told stories.”
Ames describes designing for ‘meaningful moments’ to foster the sense of belonging that people crave: “If you can engineer this, you can bring people together and create a positive workplace culture.
“Catering for everybody’s needs is the challenge. It’s making sure the workplace is totally inclusive and meets all the di erent needs of all the di erent groups of people, not just personas, but work types as well.”
The panel also agrees that it’s vital to create an atmosphere where workers feel respected, valued and trusted. This as Ames describes it is: “Less about presenteeism and more about productivity. Many mid-level to senior managers must change the way that they’re managing, and some are getting it right and some are getting it wrong. But the lesson is that if your community feels valued, then they will
perform their work better.”
Johnson relates a change in thinking by customers when installing HydroTaps. “It’s now less because they don’t want people standing around waiting for a kettle to boil, as it’s a ecting productivity, but more because managers want these kitchen areas to become a focal point for engagement.”
He adds: “Managers encourage sta to come together in these spaces from a wellbeing perspective, to discuss great ideas, collaborate and de-stress, not just run back to their siloed desk area. It’s an interesting evolution in workplace management.”
MANAGEMENT BUY IN
The podcast concluded with some ideas on how to convince the C-suite that investing in employee wellbeing is worth the cost, even within the current economic climate.
Dan Johnson is optimistic that employers are getting better at listening to their sta , finding ways of giving them a voice and focusing on employee wellbeing.
He says: “Many of the ENPS (Employee Net Promoter Score) surveys help to illustrate the positive results of delivering the areas that sta have asked for. Once you go that step further, you get the next level of productivity. And I think businesses and organisations are starting to recognize that a lot more now, that wellbeing is inherently linked to productivity and happiness and engagement within the workplace.”
Oseland reveals there is a plethora of research available that shows the benefits of investing in wellbeing, by providing a true cost benefit analysis, which isn’t just based on cost and space, but looks at performance and wellbeing benefits.
He says: “I did some work with IWFM on the return on workplace investment, where we looked at 200 studies and started to quantify the impact of good design. It’d be nice to think that we can use that to convince the C-suite.
“But in many ways an easier metric, and one that’s probably most important, is the impact on attraction and retention. If you start to look at some of the surveys out there done by recruiters and so on, they will tell you what people are looking for and importantly why they’re leaving their current jobs.”
This kind of data is a valuable resource and proof positive of the role of wellbeing in organisational success.
To listen to the podcast go to: https://bit.ly/424EsJh
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ANOTHER DOOR OPENS
Helen
Hewitt, Chief Executive O cer at the British Woodworking Federation discusses how the industry can navigate the shift from the British to European standard for testing fire doors
Since the Government confirmed that the fire testing standards used for National Classifications will be withdrawn from ‘Approved Document B’ in favour of the EN 13501 series of European classification standards, there has been confusion about the di erences between the two systems. Most worryingly however is the misunderstanding that the transition is required because the British Standards are not robust enough - this is incorrect and causing unnecessary concerns regarding fire safety in the construction industry.
While the withdrawal of the National Fire Test Standards for fire resistance will not take place until 2029, it’s important for those specifying, maintaining and responsible for fire doors to fully understand the context of the upcoming change, and have confidence in the products that have been or will be supplied until the change takes place.
UNPACKING THE CHANGES
Many of the changes we’re seeing in fire safety regulations are the result of the Grenfell Tower tragedy, with the recent enquiry putting a much-needed spotlight on fire safety in buildings.
However, the withdrawal of BS 476, the national classification system for fire safety series from Approved Document B is a recognition of a wider ambition by the UK Government to have a single classification system supporting the fire performance of construction products. The Government believes that the withdrawal of BS 476, will result in a clearer, transparent and more e ective safety regime.
A major concern highlighted as part of the Grenfell Tower Inquiry focused on the testing and classification system on the reaction to fires because of the way the insulation and rain screen cladding on the outside of the tower were assessed. However, no similar concerns were raised regarding the fire resistance testing and classification of the flat entrance doors, as the existing national classification system for fire resistance does not show similar weaknesses.
The key findings of the Grenfell Tower Fire Inquiry, relating to the flat entrance doors, as stated in the Phase II report were:
The Tenant Management Organisation (TMO) had not specified the flat entrance doors correctly. They had called for FD30 doorsets not FD30S.
The fire doors had only been tested for fire resistance and insulation but not smoke control.
The fire doorsets had only been tested in one direction.
There were issues relating to the
automatic closers that had not been installed correctly and were not repaired. The operation of the automatic closers was not su iciently covered in the fire safety risk assessment.
There were no concerns relating to the fire resistance of the fire doors claiming a national classification FD30 based on testing in according with BS 476-22.
The BWF believes these issues have been mistakenly conflated with broader fire resistance concerns, leading to unwarranted doubts about the reliability and performance of timber fire doors tested under BS 476-22.
The reliability of timber fire doors was in fact proven by a Ministry of Housing, Communities and Local Government (MHCLG) investigation. All the timber fire doors tested passed the 30-minute standard in both directions, and the investigation concluded that timber fire doors perform consistently when tested for fire resistance and pass the 30-minute required standard when manufactured to specification. MHCLG stated their investigation found “no issues with the consistency of fire resistance performance of the doors tested”. Many BWF members who had their fire doors put through the Government commissioned fire-resistant tests, reported exceptional protection that exceeded the 30-minute performance by a significant margin. On average, across the data submitted, fireresisting time was at 46 minutes, surpassing the 30-minute requirement on average by 16 minutes.
MOVING TO EUROPEAN CLASSIFICATION
The performance of fire doors tested to the British Standard has been proven as robust and reliable. However, as the existence of two testing and classification systems was raised as a concern in the Independent Review of the Products Testing Regime, a transition to the European standard now forms part of the Government’s aim to unify the UK’s testing systems and remove concerns about having two systems for determining the performance of a fire door.
The European testing classification is the most recent standard and is also currently being reviewed to further improve its e ectiveness and reduce risks in the process – which will help future-proof the testing process.
When directly comparing the classifications, the di erences between BS 476-22 and BS EN 1634-1 are nuanced and it’s important to fully understand the three key factors surrounding fire resistance:
1. Both BS 476-22 and BS EN 1634-1 use the same time temperature curve from ISO 834-1 to control the temperature within the furnace.
2. BS 476-22 uses unshielded thermocouples to monitor the furnace temperature while EN 1634-1 uses shielded thermocouples that are less responsive to the changes in temperature resulting in increased heating energy in the early stages of the test.
3. The neutral pressure plane is positioned lower relative to the notional furnace floor level in a BS EN 1634-1 test (500mm compared to 1000mm) resulting in greater relative positive pressure conditions at the top of the door which potentially increases hot gases and flaming on the unexposed side.
POTENTIAL TIMELINE CHALLENGES
The technical committee responsible for dra ing the product standards for fire doors is expecting to receive instruction from the European Commission following the processes established under the new EU Construction Product Regulation (CPR). This means that it is possible for new European Product Standards, replacing EN 14351-1, EN 143512, EN 13241 and EN 16034 to be available before the Government’s target date.
WHAT STEPS TO TAKE NOW
As the standard change comes into e ect in 2029, specifiers and facilities managers can remain confident in the fire doors in the buildings for which they are responsible that have been rigorously tested to the BS 476-22 standard.
To be certain of a fire door’s performance, it’s important to use a third-party certified fire door, such as those manufactured by members of the BWF Fire Door Alliance. Third-party certification provides crucial independent evidence that a fire door, when correctly installed and maintained, is fit for purpose and complies with fire door regulations.
A major concern highlighted as part of the Grenfell Tower Inquiry focused on the testing and classification system on the reaction to fires because of the way the insulation and rain screen cladding on the outside of the tower were assessed.
The upcoming UK Construction Products Regulations will also shed more light on things like “safety critical products” and whether the UK Government will assimilate the new EU new European Construction Products Regulation (CPR) that harmonises rules for marketing construction products in the EU. These and other changes in National or European Regulations may force changes within the Building Regulations within the next five years.
The BWF will continue to work with the National Standards Body BSI and the European Standards Body CEN to ensure that the European standards deliver robust results. We will also be working closely with our manufacturing members to transition to the new system ready for the 2029 deadline. In the meantime, for those responsible for fire doors within buildings, there’s no need to replace fire doors that meet the British Standard which are correctly installed and maintained by a competent person and remain fit for purpose.
Now is the time for those responsible for fire doors to gain a full understanding of the testing systems and the upcoming changes to ensure they are prepared when the transition takes place in 2029.
For more information, visit: https://www.bwf.org.uk/
GRENFELL RECOMMENDATIONS
Peter Doyle, Head of Health and Safety at Citation discusses the key findings of the Grenfell Inquiry Phase 2 report and what it means for the future of building regulations and fire safety
The publication last September of the final Grenfell report a er a six-year public enquiry into the tragedy and the many failings that led to it has once again highlighted the importance of fire safety within the construction sector.
The 1,700-page report set out details of responsibility, as well as recommendations to the Government to help prevent future fire related tragedies. However, the critical point here is that the recommendations are just that – they’re not legislation and it’s up to the Government to decide whether to enact them.
Regardless of if legislation comes into place because of both inquiry reports, the impact they’ve had on fire safety within the construction sector is undisputed.
REGULATION & INSPECTION FAILURES
The fire highlighted serious deficiencies in fire safety regulations and enforcement. The Government had failed to update key regulations following previous fires, such as Approved Document B that provides guidance on how to meet building regulations, which meant that combustible materials were still authorised for use on higher-risk buildings.
Failings continued throughout the system as local authorities and private building inspectors did not e ectively enforce fire safety standards, and inadequate fire risk assessments were conducted by individuals without appropriate training.
The inquiry recommended:
Reformation of fire safety regulations, with clearer guidelines.
Establishment of a national oversight body for building safety.
Improvements to building inspection methods
Improvements to competency surrounding fire risk assessments.
Failures in accountability and communication.
The report found that both the Royal Borough of Kensington and Chelsea (RBKC) and the Central Government failed in their oversight and response to fire safety concerns. The RBKC did not intervene in the Tenant Management Organisation’s management of Grenfell Tower, despite repeated warnings.
Central Government also failed to update fire safety regulations following previous incidents, such as the 2009 Lakanal House fire. This resulted in six deaths and at least 20 people injured when the tower block caught fire, which also involved combustible materials on the exterior of the building and breaches in safety regulations at the hands of the local council.
The inquiry recommended:
Strengthened government oversight of housing safety.
Improvements to communication with residents. Establishment of a national fire safety regulator. Establishment of a national body for building safety oversight.
Mandatory installation of sprinkler systems in high-rise buildings.
Improvements to accountability and resident involvement in fire safety.
MANAGEMENT AND OVERSIGHT FAILURES
The Tenant Management Organisation (TMO) responsible for Grenfell Tower was found to have repeatedly neglected fire safety responsibilities,
including delayed responses to fire risk assessments and inadequate communication with residents. The TMO’s governance was flawed, lacking enough expertise in fire safety, and failed to act on critical fire safety concerns raised by residents and the London Fire Brigade.
The Inquiry recommended:
Strengthened governance in housing management organisations.
Improvements to resident engagement and accountability for fire safety.
WHAT’S HAPPENED SO FAR
The Grenfell fire has led to calls for significant reforms, not just in building regulations, but also housing management and emergency response. So far, the Building Safety Act, which came into e ect following the tragedy, has introduced several requirements.
The Fire Safety (England) Regulations 2022 and section 156 of the Building Safety Act introduced additional duties for Responsible Persons under the Fire Safety Order, including building owners and landlords, or in the case of non-domestic workplaces, the employer is responsible.
The old ruling of “a fire risk assessment is only required for premises with five or more people” has been scrapped.
The new legislation requires the Responsible Person to:
Ensure that their fire risk assessor is competent to undertake an assessment of their premises based on their knowledge and experience.
Record all fire risk assessment findings in full (regardless of their significance) - before, only significant findings were required to be recorded, which was open to interpretation.
Record the identity of the individual and the company name of the person carrying out the fire risk assessment.
Record their contact information, including a UKbased address. Where applicable, this information should be shared with other Responsible Persons and residents of multi-occupied residential premises.
Record their fire safety arrangements to show how fire safety is managed on their premises.
NEXT STEPS
Following the final report, it is up to the Government whether the recommendations will become legislation and therefore enforceable by law.
However, it’s important to ensure that no matter what your involvement is with a higher-risk building, whether you’re a contractor, landlord or owner, that you update your processes to remain compliant with the latest building regulations and review the latest recommendations. It’s also crucial that if you are deemed a Responsible Person, you must ensure that your fire risk assessors have the competencies necessary for the job to guarantee the safest possible operations to protect businesses, livelihoods and lives.
GLOBAL INFLUENCE
Simon Porter - Global
Solutions
Director - Client Solutions ISS explains to Sara Bean the benefits of taking a collaborative approach to managing a multi-national IFM business
The current market value of the global facilities management market is predicted to grow from $1.6 trillion to over $5 trillion by 2032, due to increasing demands for value-added services by organisations that want to optimise operations and enhance their performance. One of the leading global players in this space is workplace experience and services company ISS which has more than 330,000 employees and 40,000 clients spread around the globe.
Simon Porter has spent the past three years working for ISS as a global solutions lead, where he focuses on multi-country
IFM (Integrated FM) opportunities. It follows 10 years with Compass in a variety of roles based around the world, so he is well placed to advise on how services providers can collaborate with global clients to agree on the best IFM solution.
Porter began his career in a graduate scheme with AstraZeneca and while he enjoyed the role, he didn’t think he could add that much value as a financial business partner in a life sciences business. He moved / fell into FM via a role at Compass as a global pricing lead for bids, working with sales in putting together the financial proposal.
“Going in with the sales lead and the team to present the financial side of a proposed
global food contract made me fall in love with solutions,” he explains. “A er winning the HSBC global food agreement, which Compass won through JLL, I was asked by our head of International Clients to go and ensure we deliver what we’ve ‘promised in the contract’. That led to me becoming responsible for working with in-country teams and the external client across Asia, the Americas and Europe.”
He then spent four years in New York as the single point of contact for all business Compass had with its JLL business partner in the Americas. He returned to the UK in early 2020 a er the birth of twins prompted a move back with his wife and their three
children to his native Manchester.
Has working across such widely diverse regions resulted in some useful insights into di erent approaches to managing contracts? Porter replies cautiously:
“It is di icult to call out sweeping di erences in approaches. What I was always impressed with in North America was if either on the client side or our side, things weren’t working that well in a certain area, the senior leads would get together and talk about it and potentially make changes.
“While that’s a little bit broad brush, because it happens in the UK too, they tended to come together and talk it through in the US at an earlier stage than in the UK. I felt there was more of a push to make changes outside of the kind of natural contract terms, both on the client and supplier side. In our constantly evolving environments, both in facility service delivery and our clients core business, having that ability to evolve the way we work together can be a better way of moving forward.”
ISS CLIENT SOLUTIONS
Porter moved into sales full time joining ISS in 2021 as one of several global solution leads who put together multi-service or IFM contracts for multi-country or multiregion deals. These may be brand new opportunities or retentions of existing accounts through ISS’ “Customer for Life” programme, which is a strategic focus on customer retention by enhancing customer loyalty and business performance.
Explains Porter: “With ISS’ Customer for Life programme, we really stay involved in our global key accounts. I’m with our operational team and understand whether we are delivering what we’ve promised in the contract and if there are any issues. As an industry I think we’re all becoming more proactive and focused as we should be on our existing client base, and that leads to good outcomes for both supplier and client.”
Whether retaining a client or securing a brand-new contract, Porter believes strongly in collaborating with clients in the most positive way to get the best IFM fit. While every client will talk to potential suppliers about the essential aspects of FM, including health and safety, operational risk, asset management, service levels, sustainability and ensuring consistency across multiple regions, it’s vital says Porter to acquire a deeper understanding of their needs to design a bespoke client solution.
“Early on in the process I’ll try to spend at least a couple of hours with the client to
understand what is important to them.
“For instance, we met with a global engineering company for just over three hours, and I would say 90 per cent of the themes of our (Request for Proposal) RFP response came out of that discussion.
“There was five people on the client team, representing procurement and operations, and it was an open forum. I could ask any questions, and they gave us quality information about where they were, what they wanted to change, what they wanted to keep doing and where they wanted to go. That exploration stage is crucial, and I would really encourage all clients to allow this before any process, especially first generation. (First generation being if they’ve not consolidated services and/ or combined countries together before).”
“I want to leave [the final contract meeting] where we’ve agreed a contract with the client and both of us feel satisfied, it is a win: win. Where the client feels like we’ve recognised what they’ve set out to achieve with their facility services and where this agreement is going to take them where they want to be. For ISS I want to know we haven’t over promised, but that we haven’t conceded too much either and our team is happy. That’s obviously going to start the foundation of a good partnership.”
There’s
an awful lot of listening involved in understanding buyer’s needs. It takes a lot to understand the di erent stakeholders and their decisionmaking process and if ISS want to build the best IFM solution for a client, we’ve got to really understand what they’re looking for in key areas.”
Porter is a big fan of the principles set out in the book by Robert Miller and Stephen Hyman ‘The new conceptual selling’, which he says champions productive exploration sessions with clients. When applied to FM it means getting to the ‘bespoke client concept’ of what matters to them.
Explains Porter: “There’s an awful lot of listening involved in understanding buyer’s needs. It takes a lot to understand the di erent stakeholders and their decisionmaking process and if ISS want to build the best IFM solution for a client, we’ve got to really understand what they’re looking for in key areas.
PROCUREMENT AND OPERATIONAL BUYERS
When it comes to procurement, there are two main types of buyers, he says, procurement-based buyers and operational buyers. Increasingly Porter is seeing a mix between the two as operational teams become more involved as key stakeholders, especially as areas such as service excellence and workplace experience come to the fore.
While we’ve heard a lot of chatter recently about the importance of ESG, according to Porter, while social and environmental sustainability come up, they’re typically not the most critical factors for supplier selection.
Says Porter: “I think the reason for that is quite o en the clients that we deal with, the procurement and operational leads at that stage, are not necessarily the ones responsible within a client’s organisation for delivering net zero goals or social initiatives and social welfare. However, once we go live and we meet more stakeholders from the wider business, we talk about what we can do to enhance ESG, and it organically becomes a growing part of our business.”
Technical innovation for me means focussing on how do we best utilise client’s capital spend on their assets? How do we improve their maintenance schedules and how does that potentially feed in with sustainability goals as well as improve e ciency?”
AI AND THE USE OF DATA
Porter also believes that as technology advances, it’s going to have greater importance in discussions and especially as a way of measuring performance. ISS has invested heavily in technology with the establishment of a technology hub in Warsaw and a dedicated so ware development centre in Porto, Portugal.
For Porter: “Technical innovation for me means focussing on how do we best utilise client’s capital spend on their assets? How do we improve their maintenance schedules and how does that potentially feed in with sustainability goals as well as improve e iciency?”
For more employee facing services AI and data also plays a growing role for example the use of sensors in washrooms and key building areas to enhance cleaning schedules and establish the optimal labour model ultimately saving the client money. He also cites the use of employee apps such as Convenie by ISS - a workplace
app that is designed to improve the quality of work life and encourage positive behavioural change.
“Convenie can be critical to the workplace journey and occupant experience, helping employees navigate their o ice space and has numerous features like booking desks and meeting rooms, parking spaces, finding key information about their site etc.”, he says. “It also for example allows FMs to set up links to the food service side, whether to external providers or to your own kitchen menu as well.
“Technology also has a growing importance for remote working, both from a performance side, but clearly a safety side as well. When we talk to global clients, they o en have numerous remote sites, including small sites where you may only have an engineer or a cleaner going to deliver a service sporadically. Technology can support both our operational delivery and the safety of our placemakers.”
MANAGEMENT IN A GLOBAL SETTING
Porter manages a core team, with a global bid manager, a pricing lead and a creative lead for each opportunity and they could be based in the UK or just as likely be based anywhere around the world.
Says Porter: “Once you add in various country commercial and operational teams as well as Global SMEs, you end up leading a large diverse team. In my opinion it’s an art form, to be honest, managing a team well in the modern age where we no longer all sit in the same o ice; what I have found works well in managing global, diverse teams is having regular meetings that are also recorded, allowing key messages to reach further. Regular meeting cadence allows me to keep the key messages and momentum during a deal process moving, whilst giving all our teams a forum they can raise any concerns or questions they have in a psychologically safe space. Winning hearts and minds in my teams helps bring the best of ISS to any proposal.”
One of the most intriguing aspects of o ering multi-national IFM services contracts is in managing the commencement of services, when the contract is agreed and commercial hand over to transition and operations. According to Porter, his team stay involved in handover sessions and some of the governance aspects.
He explains: “My role will go from the solution lead to a support role over the first few months. That is how ISS’ account development plans work in practice as we aim to get that continuity and make sure we start o where we want to go with the client. And where I see it work best is where we get the client to buy into joint training and joint workshops in that early stage, translating what we have agreed together centrally to our site-based teams as one voice.
“For example, with one Global o ice space client, 11 countries are involved. We jointly held 22 workshops across the global team over two months. The purpose was about understanding any resistance, the challenges, working them through together and ensuring our local teams aligned. This was a big change for our client’s country teams and it was important we supported the change process together.
“Ultimately the idea is to focus on the concept, on the solution and on the client, so they see the value of working with ISS and wanting to work with us. You o en also must help them [the client] get their business cases through, whether that involves final approval meetings or country challenges which need to be addressed.
“Their problems are our problems, so we take them on together, and we try and solve them together.”
WHEN PAPERLITE IS RIGHT
Nigel Dews, Managing Director of Restore on how paper-based documents still hold power and why combining physical storage with digitisation can be the best ‘paperlite’ storage solution
Many businesses think that digitising their documents and leaning towards a completely digital future is an all or nothing deal, but this isn’t always the case. In fact, there are a variety of reasons why the paperless o ice didn’t happen.
A common reason is simply that people love paper and like to have the physical evidence in their hand. Also, going digital is not as straight forward as it initially sounds. If advised correctly, organisations do not need to digitise all paper records as they might have originally believed. Instead, paperlite is a popular approach which means digitising high priority and highly active records while still maintaining a physical presence where it’s most cost e ective. Many customers still prefer physical records, or don’t have full digital access, so businesses still need to accommodate customers’ preferences.
LEGAL REASONS
In the case of legal situations, storing paper records instead of digitising is beneficial and sometimes required. UK businesses must retain financial records for at least six years and some documents, such as patient records, may need to be stored longer depending on their nature or if there are any potential legal claims associated with them. Additionally, in the case of legal investigations or audits, having the original paper documents can be crucial. If a company is required to produce these documents, keeping them in their original form ensures compliance with legal requests.
PROTECTING AGAINST DAMAGE
Digitising important documents to protect against damage may seem to be the safest choice. However, this is not the case. In fact, Restore stores more than 22 million boxes full of important records in highly
secure facilities. Storing both digital and physical documents comes with risks, so it’s important to provide the right environment, as well as ensure that proper mitigations and standards are in place to minimise damage during the digitising process, such as correct equipment, handling, and preparation procedures.
THE COSTS
For documents that are highly active and that need to be accessed by multiple people, digitising reduces costs and allows users the e iciency of accessing from anywhere, anytime. Information being used for downstream processing are o en more cost e ectively captured and input into relevant customer systems when stored as digital, rather than manual data. This is particularly e ective when combined with technology driven decision making and the auto routing of documents (a process that automatically
directs documents to the right person or department based on specific criteria) postdigitisation.
For documents that have long retention periods it will be cheaper in the long run to digitise them and destroy the original. However, documents that aren’t as important, and do not need to be accessed as o en or kept for a long time, would be more expensive to digitise than to put in long term storage. This is why we suggest a smart, hybrid approach which provides the more cost-e ective information management solution for customers by taking activity, length of retention and downstream processing requirements into account.
SUSTAINABILITY
In terms of IT footprint, there is no real di erence between digital and physical as both require systems and servers to maintain the service. Additionally, with both options the paper will be securely destroyed and recycled - it just happens sooner in the case of digitisation.
One additional environmental impact of keeping paper records is that the documents require physical retrieval from storage facilities, which subsequently has further negative e ect and contributes to a greater carbon footprint. Though one way of mitigating this is to have the document retrieved digitally. When a document is digitised, they can be accessed remotely regardless of the location. Furthermore, it is advised to digitise any documents that need specialist temperature-controlled environments, to avoid additional utility emissions.
Consequently, physical storage o ers no di erence to digital if a document is not going to be active and does not need returning to the customer. Yet, for any documents that are expected to be retrieved more than once in the duration of their lifetime, digital o ers a more sustainable and environmentally friendly outcome.
SECURITY IMPLICATIONS
When it comes to deciding if storing documents electronically is safer security wise than with paper, it is a little more complex. Both options have di ering implications and depend on the security measures involved and the level of digitisation.
Although one of the main advantages of digitising is that accessing the information is a lot easier, it also means that it is likely to be easier for that information to be accessed or misused by malevolent individuals, particularly when compared to the likelihood of someone being able to physically break into a high security facility and access a specific box. Therefore, from a criminal
security standpoint, physical storage is probably the safest option.
On the other hand, there is no back up when a document is kept just in physical form. If a document is lost or the box is destroyed prematurely, then that information is permanently lost.
Taking all of this into consideration, there are inherent risks with both approaches, so having the appropriate standards and measures in place is important to ensure that all reasonable precautions have been taken.
PRIORITISING DOCUMENTS
There are several factors that will determine which documents should be digitised and in what order of priority. Understanding the documents and associated relevance means we can then work with the customer to conduct an analysis and agree which would provide the most benefits by being digitised. These factors include:
Budget and required ROI - digitisation requires an immediate upfront cost, so understanding a customer’s budget helps to determine whether physical or digital is the best option.
Considering the organisation’s information strategy and available digital maturity - if their processes and systems aren’t set up to handle the digital content/ output then there is no point digitising.
The number of people who need access to those documents - it is more cost e ective and e icient having a digital document if a lot of individuals/ teams need access, and even more so if they are remote workers.
Level of activity and required access - the more active documents provide faster ROI as it removes the cost and time to physically deliver the original paper
document each time.
Downstream BPO (business process outsourcing) and the impact on the next stage of processing the information- if the information needs to be available in further systems for processing or needs fast actioning by the customer’s team, having it available digitally speeds up the process and removes the need for manual data capture further downstream.
Retention period - digitising a document has a higher upfront cost than storing it physically. Analysis of the length of time to realise an ROI of the digitisation in comparison to the document’s retention period will determine the most coste ective solution.
Information criticality – highly important business information may want to be digitised to ensure that it is backed up in case of damage/ loss of the original.
Legal/ regulatory requirements –documents that must be retained physically, whether digitised or not, will require additional advantages from digitising to be needed to justify the additional cost.
Change management – it’s about changing the culture as customers transition from using physical to digital information and the training of systems to access.
The prevailing consensus on whether digitising documents or keeping them, as physical paper is that it overtly depends on many factors. While going entirely paperless is not the best solution for everyone, it’s about finding the right balance and beginning the transition to a digital future can bring many advantages to your organisation.
MAKING AN ENTRANCE
Donna Hannaway, Forbo’s Head of Marketing UK and Ireland says the right entrance matting can help maintain a clean, welcoming and safe environment
During the wet winter months, it can become increasingly challenging to keep floors dry and clean, whether that be in a school, hospital, o ice or public space. Increased rainfall and high foot fall can lead to challenging conditions indoors, with the potential for both dirt and moisture to be tra icked into a building. As well as making interiors look unsightly and messy, it can also lead to slip risks. Indeed, the Health and Safety Executive (HSE), reports that the most common reason for major injury in the workplace is slips and trips, accounting for over a third of reported major injuries and 20 per cent of overthree-day injuries to employees.
Safety starts at the front door. Entrance flooring systems can stop up to 95 per cent of dirt and moisture from being walked into a building, which can dramatically reduce the potential for slipping. However, because of the need for a secure surface underfoot, the use of loose lay mats is strongly advised against by the Health and Safety Executive. Instead, a high-quality entrance flooring system should be chosen for any public building.
ROLE OF ENTRANCE FLOORING
While important in all buildings, entrance flooring systems are particularly relevant in the education, healthcare, retail and o ice sectors - spaces where you can expect to see high volumes of footfall all year round. Within schools, it can understandably be challenging to get younger students to slow down and physically wipe their feet before entering a building. In healthcare settings, as well as the obvious need for hygiene, the dangers of falls due to wet flooring are even more paramount, especially when you consider the sick, elderly or vulnerable people present.
It’s therefore no surprise that the British Standard 7953:1999 states that an entrance flooring system is necessary to reduce the risk of slip injuries, prolong the life of the interior floor finishes and help reduce
cleaning, repair and overall maintenance costs. When incorporating an entrance flooring system, it should scrape, wipe and retain soil by making contact with both the feet of people entering the building and, in the case of wheeled tra ic, with the full circumference of the wheels. This should then release the dirt easily when cleaned.
DESIGNING AN EFFECTIVE ENTRANCE FLOORING SYSTEM
For an entrance flooring system to be e ective, several factors need to be considered, including its location, volume of foot tra ic and the walking routes building users will take once inside. All this information should then be applied in the design of the entrance area.
The industry recommendation is to use at least three metres of an entrance flooring system for light use areas and up to seven metres for busy entrance areas. The general rule is the more matting used, the more e ective the entrance flooring system will be at preventing dirt and moisture from entering a building.
TAKING A ZONAL APPROACH
One of the best ways to plan an entrance flooring system is to take a zonal solution approach, as each zone will require a slightly di erent function.
For zone one, the exterior entrance flooring is placed immediately outside the building to defend against soil and scrape course of foot-borne dirt prior to crossing the threshold. In this zone, a rigid engineered entrance system is the perfect solution. Moving inside, zone two covers the main entrance and is the next line of defence to remove moisture and finer dirt particles from all feet entering the building. Products used in this zone should provide maximum dirt removal and retention and exceptional moisture absorption.
Zone three, o en referred to as the ‘clean-o ’ zone, applies to all other circulation areas within the
building, which will also su er from residual soiling. This can include reception areas, corridors and walkways to other parts of the building, like stairs, li s and floor design.
BENEFITS
Choosing to install an e ective entrance flooring system has numerous benefits, with the headline advantage of course being the reduction in dirt and moisture brought inside a building. This in turn has other positive knock-on e ects too, including making cleaning and maintenance easier, with up to a 65 per cent reduction in the time spent cleaning interior floor coverings. With budgets becoming tighter year-on-year and data suggesting that floor coverings can account for up to 60 per cent of a building’s total cleaning and maintenance cost, the potential savings are clearly considerable.
Nor are the benefits of entrance flooring systems reserved solely for the entranceway to a building, as they can also help to optimise the long-term performance of other interior flooring coverings.
SPACE AND SIGNAGE
Clara Mathey, Head of Marketing at Comeen explores how meeting room management and digital signage tools are reshaping modern facilities to connect people and optimise spaces
Managing hybrid work environments, optimising space utilisation, and fostering seamless communication are top priorities for FMs. This means that solutions that streamline operations and enhance collaboration are no longer optional, they’re essential.
To address these challenges, businesses must rethink traditional approaches. Meeting room management and digital signage are emerging as key tools to bridge gaps in communication and e iciency. From reducing wasted space to ensuring every employee feels informed and engaged, these innovations are transforming workplaces into connected, adaptable ecosystems.
ADDRESSING SPACE INEFFICIENCIES
Meeting rooms are a cornerstone of workplace collaboration, but ine iciencies in their usage can silently drain productivity and budgets. Ghost meetings, reserved spaces le unused and double bookings are frequent issues that waste resources, disrupt workflows, and frustrate employees. These challenges not only increase costs but also negatively impact employee retention and satisfaction.
To address these problems, smart room management solutions provide a game-changing approach. By o ering real-time availability through dashboards or interactive maps, automated room releases for no-shows, and user-friendly booking interfaces, these tools eliminate common pain points. With real-time usage data, companies gain the insights needed to optimise space, ensuring
every square foot is used e ectively.
Advanced AI technologies further enhance the experience, enabling natural language booking and proactive notifications for conflicts or unused spaces.
The impact of such solutions is significant. Our research shows that organisations leveraging Comeen’s tools have recovered up to 35 per cent of underutilised space, while 50 per cent of released meetings (automatic or manual) are successfully rebooked. This optimisation maximises the value of existing resources while creating a frustrationfree environment where employees can focus on collaboration rather than logistical challenges.
BRIDGING COMMUNICATION GAPS
Digital signage can facilitate workplace communication by bridging gaps and fostering transparency across teams. In o ice spaces, idle screens in meeting rooms and common areas become dynamic communication hubs. They provide real-time schedules, updates, safety protocols, and company announcements, ensuring employees remain informed without unnecessary distractions. Prominently displayed dashboards featuring business metrics or intranet news help align teams and enhance engagement.
For frontline workers without regular access to email or other digital tools, this technology is indispensable. Breakrooms and shared spaces transform into vital communication points, delivering real-time updates on business metrics,
orders, or corporate news. AI-powered features such as auto-transcription and multilingual subtitles ensure inclusivity, making communication accessible for diverse teams. Urgent messages can also be delivered quickly and e ectively, reducing delays and keeping everyone aligned.
Research highlights the significant impact of these tools. Studies show 84 per cent of employees find communication more accessible with visual tools like these, leading to higher engagement and reduced frustrations. This presents a clear opportunity to leverage visual communication strategies to foster community and alignment.
Beyond enhancing communication, these tools support corporate social responsibility (CSR) initiatives by cutting down on paper-based communication and allowing content to be scheduled at the desired time. Scheduling content during active hours and switching o displays during inactive times help cut waste and energy use, helping to meet sustainability goals.
This approach also builds transparency and inclusivity. Dynamic and concise communication ensures no one is le out, regardless of their role. Such strategies are key to boosting engagement and e iciency, enabling organisations to thrive in today’s interconnected workplace.
INTEGRATED APPROACHES FOR MODERN FACILITIES
Embedded solutions work seamlessly with existing workflows, such as Microso Teams and Google Workspace. This minimises the need for employees to learn new tools and ensures smoother adoption across teams, eliminating extra workload for facility, workspace, or IT managers as well as making implementation stress-free.
The benefits of integration extend far beyond operational e iciency. Organisations leveraging such solutions report significant improvements in resource utilisation, employee satisfaction and engagement.
Real-world implementations demonstrate the transformative impact of tailored solutions. By addressing diverse workplace needs, these systems empower employees to collaborate more e ectively while simplifying decision-making for managers. By embracing cohesive approaches, facility managers can deliver results that go beyond cost savings, fostering environments where employees thrive, and organisations achieve their goals.
Meeting room management and digital signage are not standalone solutions; they complement each other to provide streamlined, e icient experiences for both employees and managers.
insights, case studies & workshops to meet the challenges of today & tomorrow
CARE IN CATERING
Michal Seal, Managing Director Healthcare at Elior discusses the key learnings from a report about the future of food in care and retirement living
The care sector is currently worth £15.9 billion a year in the UK and Caterplus, the care and retirement living division of Elior, is one of its leading foodservice suppliers. Managing Director Healthcare, Michal Seal explains: “Retirement living is now for the over 55 plus, so that market has grown exponentially in the past five to 10 years.
“We cater to active individuals who could possibly still be working, to providing perhaps the last meal to a frail or elderly person. We’ve a broad range of customers at diverse locations around the country, our customers might be predominantly Asian on some sites, and we’ll run a predominantly Asian menu to cater towards them, but in most locations - British cuisine is still the preferred option.”
To help measure preferences, Caterplus
recently carried out a survey of 3,000 people, aged between 45 and 75, who may or may not already be living in care home and retirement living accommodation across the UK. The ‘trends shaping the care and retirement environments of tomorrow report’ found that 95 per cent of care recipients value a personal, human-led approach, with care delivered by people and technology playing a supportive role.
Seal explains: “They appreciate that human touch, particularly at this stage in their lives, but they are very willing to embrace technology in other areas of the service, just not as a replacement for human touch.”
DIGTIAL INNOVATIONS
Technology does help foster a sense of community and engagement. Bellabot is a robot
that helps to deliver food trays and clear tables and while it doesn’t drive a huge amount of e iciency, it creates a new approach to resident interaction, even being programmable to sing Happy Birthday to a resident on their birthday. A powerful way to personalise foodservices and bolster e iciency is by the provision of a digital ordering app that enables residents to choose their meal preferences, increasing variety while helping reduce waste and maintain sustainability. Social interaction is key part of the Caterplus remit, explains Seal: “Residents also benefit from using Mobi Magic Tables, portable interactive projection systems that can turn any surface into a sensory experience with over 150 interactive activities.
“It’s really engaging and when you see people playing on the magic table, it just shows how it
really helps drive their sense of wellbeing and can be quite an emotional experience.”
Technology is also helping to train sta dealing with texture modified food, that is pureed food for residents with dysphagia. This foodstu requires a complicated process and o en needs to be fortified in consultation with a team of dietitians.
“It’s a very specialist way of producing food”, says Seal, “and it’s not something that you could grasp if you’re just doing some online word-based training. We introduced Hololens 2 AR goggles so the team member who’s learning will put the AR goggles on and is talked through the process.
“What’s important is how it’s piped on the plate, so for example, if you’re a resident eating a roast dinner, then you want it to look like a roast dinner. It’s a much more positive way to be fed during a time that’s quite di icult emotionally and physically, and it helps a ord the recipients their dignity.”
MEETING CATERING CHALLENGES
Like the rest of the foodservice and hospitality industry, Caterplus is dealing with recruitment and retention challenges and coping with inflation. According to Seal, Caterplus’ sta turnover is much lower than most competitors at around 33 per cent, which is significantly lower than the average of 50 per cent plus within the broader hospitality sector.
Says Seal: “I think this reflects the fact that we are a very inclusive, very authentic business to work for, and we very much listen to and care about our employees.”
She agrees that cost inflation is also a challenge but works very closely with clients to ensure they are mitigating that challenge as far as possible.
“I’ll give you one example of which we’re particularly proud. As flour, sugar and eggs have increased significantly in costs, we’ve added chickpeas to some of our cakes. This adds additional fibre and protein to the cake, enabling us to prioritise taste and nutritional value, while maintaining costs.”
This also helps meets the expectations of 50 per cent of survey respondents who expect sustainable practices, such as reducing food waste, increasing recycling e orts and improving energy e iciency. Seal explains that 90 per cent of products are bought from suppliers within 40 kilometres of the site, and all egg, milk and cream is from the UK.
SENSE OF COMMUNITY
Fostering community is an important aspect of care provision and the survey showed that 78 per cent of respondents wanted access to green space as that has a very close relationship with wellbeing and relaxation. Over half (53 per cent) of the residents also
prioritise socialising, with recreational activities being seen as very important.
Says Seal: “What you get from a care home, a retirement living or extra care facility is that social aspect and that can help people stay young, both mentally and physically for a longer time. That’s o en the reason that customers choose to move into assisted living or retirement living rather than living independently. We try to add value outside of the catering, more broadly, in terms of recreational and social activities, quizzes and special colouring time for relaxation.”
The survey detected an increase in demand for global cuisines, as while 35 per cent of respondents aged 65-75 favour traditional British dishes, only 17 per cent of younger respondents aged between 45 and 54 share this preference. To help meet both the demands of traditional diners and those with more international tastes Caterplus organises food theme days at least once a week to mix up the cuisines available.
FORWARD PLANNING
Caterplus has taken five key learnings from the report to help reflect the views and wishes of clients. As the chickpeas example illustrates, it’s firstly about balancing quality and a ordability and finding innovative ways to maintain costs and improve the nutritional value of food.
The second key learning is around culinary preferences, so while British food remains important, global cuisines have also got a place, which is why global flavours are being introduced throughout the Caterplus estate at least once a week.
We’ve got a very diverse mix of sta in our in our kitchens, and they will often bring their local cuisine into the home and showcase it. We’ll also introduce pop up events when a group of our development chefs will showcase a particular cuisine.”
The third learning is on sustainability, and as Seal acknowledges, unlike the high street where there is a real demand for vegan food or alternative milks; “We’re finding other ways of introducing more sustainable practices such as supplementing beef with lentils or pulses which increases the fibre content of the meal whilst reducing the CO2 impact.”
The starkest revelation from the survey is that technology can enhance the resident experience, but must not detract from it, so any new technologies will be focused on how to enhance the resident experience, rather than driving e iciency.
Adds Seal: “We’ve got a very diverse mix of sta in our in our kitchens, and they will o en bring their local cuisine into the home and showcase it. We’ll also introduce pop up events when a group of our development chefs will showcase a particular cuisine.”
Seal concludes: “Finally, there is that demand for personalisation which we were already trying to achieve, but this has supercharged that our drive towards personalisation, and we very much understand that that this is going to continue to grow in importance as we continue to innovate as a business.”
GLASDON WINS GREEN APPLE AWARD FOR RECYCLED PRODUCT INNOVATION
The award was presented for Glasdon's range of Origin exterior Litter & Recycling Bins, which provide an environmentally friendly waste management solution for outdoor areas and natural surroundings.
The Origin range is constructed from materials such as Vandalex® and Enviropol®, ensuring durability and longlasting service. The products are made using 86% recycled material, and are entirely recyclable at the end of their service life.
Jim Hodgson, Group Director at Glasdon Group Limited stated: “We are honoured to be recognised for our ongoing commitment to sustainability and product innovation.”
The Green Apple Awards are run by the The Green Organisation, an independent non-profit that campaigns for environmental best practice around the globe. The award is the latest mark of innovation for Glasdon, who employ a philosophy of Quality by Design for their products.
For more information on the Origin exterior Litter & Recycling Bins visit https:// uk.glasdon.com/origin-curve-110-general-waste-recycling-bin
https://uk.glasdon.com enquiries@glasdon-uk.co.uk
MAKITA PROVIDES THE SOUNDTRACK TO YOUR DAY WITH ITS NEW BATTERY POWERED BLUETOOTH SPEAKER
Makita has launched a new cordless Bluetooth speaker designed for versatility and quality sound. Powered either by Makita’s 18V LXT or 40VMax XGT batteries, or AC mains power, the MR014G XGT/LXT Jobsite Speaker has been built to withstand the toughest work environments, o ering professionals with a choice of music, podcasts, playlists, or even karaoke whatever the location.
The new, compact MR014G Bluetooth Speaker is packed with a range of notable features that provide crystal clear, high-quality sound with powerful deep bass, making it an ideal sound system companion on a busy jobsite. O ering 1.8x higher sound pressure levels compared to older models plus an equaliser to adjust levels to suit the choice of music, it includes a 140mm woofer and a 40mm tweeter to deliver 20W of high-quality sound and an impressive max volume of 99dB(A).
APEX LIFTS GRANTED ROYAL WARRANT FROM HIS MAJESTY THE KING
Apex Li and Escalator Engineers Limited is among the 393 companies to have been granted a Royal Warrant by His Majesty King Charles III. The Royal Warrant is provided as a mark of recognition to people or companies who have regularly supplied goods or services to the Royal Household.
Apex was previously granted The Royal Warrant of Her Majesty Queen Elizabeth II.
Reyaan Shepherd, Managing Director and Grantee of the Royal Warrant, commented: “I am honoured that we are able to continue our long history of Royal Warrant holding. It is an absolute honour and testament to the team here at Apex.”
Apex Li and Escalator Engineers specialise in li manufacture, installation, modernisation and maintenance in London and the South East of England.
www.apexli s.com/
NEW CONDAIR PODCAST ON CLEANROOM HUMIDITY
Humidity control specialist, Condair, has released a new podcast on how to control humidity in cleanrooms. In this 10-minute interview, Dave Marshall-George, Sales Director at Condair, explains how to manage air humidity in tightly controlled manufacturing or research environments.
Dave comments:
With a choice of AUX or Bluetooth connection – communicable up to 100 metres and guaranteed to 30 meters, it also includes True Wireless Stereo function enabling connection to a second MR014G Speaker to deliver stereo sound. In fact, it can connect with up to ten compatible units to boost the reach of the audio, which is ideal for large scale locations that require a wider coverage of synchronised sound.
“Cleanrooms are used in a huge variety of industries and are classified by the level of particulate matter that is permissible in the air. Alongside air purity, humidity can o en have a dramatic impact on the success of any cleanroom operation. Humidity maybe controlled to combat static, eliminate moisture losses from sensitive materials, and prevent or encourage a reaction in a specific substance.
“However, providing the accurate humidity control needed for these sensitive environments can be a challenge. This short podcast gives a comprehensive overview, is ideal for anyone who is managing or designing cleanrooms and covers both humidification and dehumidification.” Dave concludes.
The podcast is available at https://www.condair.co.uk/knowledge-hub/ podcasts
Podcasts are a great way for anyone to get an understanding on a topic whilst in their car or on their way to work. Condair now o ers many of these bite-sized learning sessions across a range of humidity-related topics on the link above.
www.condair.co.uk
uk.sales@condair.com
KEYTRACKER MAKES TRIO OF DIGITAL FOOTPRINT INVESTMENTS TO STAY AHEAD
KeyTracker, one of the UK’s leading designers, manufacturers and suppliers of secure key and asset management solutions, has invested into three digital platforms and services to improve customer experience and create more personalised user journeys.
AssetControl.Cloud is the company’s new ‘use anywhere’ cloud-based so ware with a supporting app, developed in-house by KeyTracker’s tech team. The app o ers real-time GPS tracking so users can monitor the precise location of their assets and stay informed about updates, as well as barcode integration to quickly scan and keep track of every asset enhancing e iciency and accurate accountability.
KeyTracker has also launched a new customer relationship management (CRM) platform, which integrates seamlessly with its recently updated website, streamlining KeyTracker’s customer ordering process and providing ongoing insights to assist every customer’s journey.
KeyTracker’s website has been completely
redesigned, providing users with greater insight into all KeyTracker products and services. It works together with the new CRM to enhance the customer ordering experience, and customers will now be able to generate quotes for bespoke-made asset management solutions.
Andy Smith, Director of KeyTracker, said: “Driven by our innovative in-house team, this significant investment into our digital footprint and services shows customers that we are constantly looking
at ways to improve their experience with us.
Across all these platforms, our customers will now benefit from a more customisable journey alongside a wealth of other benefits.
“We want customers to see this big step as the start of an important journey. As technology marches on so quickly, cloud so ware in particular has to remain in constant development, and we welcome customer feedback to ensure AssetControl.Cloud remains a modern, fit-for-purpose solution.
“We believe the steps we’ve taken will truly transform customers’ experiences and look forward to seeing the results come to fruition.”
EVOTECH APPOINTS REGIONAL DIRECTOR FOR THE NORTH EAST
Evotech Technical Services is delighted to announce the appointment of Tony Madden, who took post as its new North East Regional Director before Christmas. Tony will oversee operations, strategy implementation, and stakeholder engagement across the North East region, driving growth and the company’s expansion initiatives.
Tony brings with him more than 30 years’ experience in the building services industry having completed his apprenticeship as an Air Conditioning and Industrial Refrigeration Engineer before moving into marketing and business development roles for major blue chip companies. With a proven track record in managing large contracts, he joins the company from Eco Facilities Solutions and will head up Evotech’s new Gateshead o ice.
"Tony’s leadership and expertise will be invaluable as we further strengthen our presence in the North East region,” said Mark O’Grady, Managing
Director at Evotech. “His deep understanding of the region’s unique challenges and opportunities
in the building services sector will ensure we are well positioned to achieve our goals and enhance service delivery.”
“I’m thrilled to join Evotech at such a pivotal point in the company’s growth, said Tony”. “I look forward to working closely with our talented team of professionals and utilising Evotech’s innovative solutions to drive exceptional value and make a meaningful and sustainable impact for our clients across the region.”
For more information about Evotech Technical Services and its o erings, visit www.evotech.co.uk
HÖRMANN TRANSDEK HELP JERSEY POST STREAMLINE LOGISTICS
Hörmann Transdek have recently completed the installation of a customised double deck li for Jersey Post, enabling them to expand their fleet and seamlessly integrate fixed double deck trailers into their distribution network.
Independent since 1969, Jersey Post provides postal delivery services five days a week, plus parcels on Saturday, to over 45,000 households and businesses in Jersey, as well as operating a network of Post O ices and Post Boxes. In a drive to improve their environmental sustainability and operational e iciency, the company wanted to find a flexible and
e icient solution for the loading and unloading of high-capacity double decked vehicles. Three standard loading bays fitted with traditional dock levellers service their existing trailer fleet. Working closely with Jersey Post, Hörmann Transdek developed plans for a modular double deck li to create an additional bay for their growing parcels business.
The completed solution consists of a surfacemounted, modular double deck li with adjoining rear enclosed lobby, which connects to the side of the existing warehouse unit. The customised lobby has been constructed and fitted to provide a totally sealed and self-contained thoroughfare from the li to the existing building.
With minimal construction works being required on-site, Hörmann Transdek were able to transport the pre-constructed li and lobby direct from their Doncaster factory and complete the installation within four days, all helping to reduce disruption at Jersey Post’s very busy sorting o ice.
The Transdek solution boasts a maximum li ing capacity of 6.5T and accommodates 12 roll cages or five pallets. It provides Jersey Post with a flexible and versatile solution for the loading and unloading
of all trailers in their fleet from single deckers, and fixed deck through to their new double deck option. Furthermore, by accommodating various vehicle types, it ensures the company’s loading operations remain adaptable to future fleet changes. Its innovative modular design also allows the Hörmann Transdek li to be easily relocated if the business were to move to a di erent location.
To find out more about Double deck li s from Transdek UK visit www.transdek.com/products/ double-deck-li s
EVOTECH STRENGTHENS MARKET POSITION
WITH ACQUISITION OF S R BLACK
National HVAC and building performance specialists, Evotech, has strengthened its presence in East Yorkshire and North Lincolnshire with the acquisition of Hull based plumbing and heating specialist S R Black, marking a key step in its continued growth and service expansion into surrounding regions.
S R Black, which has been operating for over 40 years, is a market leader in the provision of plumbing and heating solutions across the North East of England, o ering full design, installation and maintenance services to commercial and public sector organisations.
Stuart Black, Director, commented: “We are absolutely delighted to be joining the Evotech Group. There is an excellent fit between the two companies, and we look forward to working together in the years to come for the mutual benefit
of both businesses.”
Mark O’Grady, MD of Evotech, said: “S R Black is a highly respected and long-established service provider in the HVAC and MEP space. We’re thrilled they’re joining the Evotech Group, which will expand
our geographic reach and industry expertise.
“With a highly experienced team led by Stuart, this acquisition provides us with a fantastic opportunity to drive further growth and cross selling opportunities, helping Evotech deliver high-quality HVAC and building performance solutions across the UK.”
For more information about S R Black, visit www.srblack.com
For more information about Evotech, visit www.evotech.co.uk
ENHANCING ACCESSIBILITY IN A CONVERTED LUXURY RESIDENTIAL BUILDING
Ocean House, once a high-rise o ice building, has been converted into a luxury residential complex, redefining urban living within a repurposed commercial space.
This transformation included a full interior refurbishment, the addition of two extra floors and the installation of two new Stannah li s, one of which is a firefighter li .
Located in Saint Leonards-on-Sea, the building now features 84 high-quality self-contained apartments with a mix of one and two bedrooms.
The li solution for Ocean House was designed by Stannah at the request of building contractor DRG Solutions. The project was initiated by Elmsbrook, a company renowned for acquiring o ice buildings and converting them into premium residential housing.
Work
Stannah installed two 8-person passenger li s, one of which is a firefighter li , into existing building li sha s to service the newly extended 14th floor.
Stannah collaborated with DRG Solutions, which handled the sha extensions and existing li removals. Following this, Stannah carried out detailed preparatory work, including a full dimensional survey of the li sha and producing building work drawings to guide necessary modifications. As a result, DRG Solutions adjusted the sha s to align with the new li dimensions, facilitating a smoother installation.
carefully managed schedules while still delivering a high-quality installation.
Due to the nature of the installation and extremely narrow sha s, the health and safety of on-site team members was a priority. To make the space more accessible, Stannah opted for 2.5-metre guide rails instead of the standard 5-metre guides. This allowed for easier handling and installation, reducing the physical constraints that installers face in tight li sha s.
Another challenge was the complexity of low lintel
key switch, allowing it to ignore external landing calls during an emergency and respond solely to commands from firefighters within the li car.
Both li s span a travel height of 43.63 metres and operate at a speed of 1.6 metres per second, enabling quick and smooth access across all 14 floors.
With the end user in mind, Stannah prioritised accessibility and durability in the li ’s design.
The results
The li solution provided by Stannah focused on accessibility, safety and operational e iciency. Stannah delivered a tailored li system that perfectly aligned with the project’s logistical needs and design specifications. By proactively addressing potential challenges and maintaining close coordination with all teams, Stannah successfully integrated two new li s into the existing building structure ahead of schedule and within budget.
To ensure aesthetic appeal and a robust li solution, Stannah incorporated stainless steel car finishes, Selcom Midi car door operators were selected for both li s to create a cohesive and durable li system that exceeded the client’s expectations.
When the original building was used as o ices it had four li s, so two of the now redundant li sha s were repurposed for A.O.V. (Automatic Opening Ventilation) and electrical risers, maximising the use of the existing infrastructure.
Additional building work included a full strip-out of the former o ice interiors, installation of a new roof, aluminium windows, upgraded electrical systems and new plumbing. The project also added external lighting and an evacuation alert control system to meet modern safety standards.
Challenge
The primary challenge was to complete the li installation within a very tight schedule and at an early stage of the project works. Therefore, Stannah maximised labour e iciency, deploying two teams to work safely in the confined space of the li sha s and
heights above the li doors. To address this, Stannah proposed a solution that involved pushing the li s further into the sha , e ectively allowing the doors to fit without modifying the lintels or risking damage to the building’s original structure. A 25mm ramp was also added to the firefighting li to reposition the li entrance without compromising structural integrity, minimising the need for further building works.
Solution
Due to the age of the existing li s, a modernisation would not be cost-e ective, so Stannah recommended a complete li replacement. Stannah proposed the installation of two 8-person stainless steel firefighter and MRL (Motor Room Less) traction passenger li s both with a weight capacity of 630 kg. The MRL li s are equipped with gearless variable voltage drives o ering a smooth and energy-e icient operation providing a reliable performance over time.
The new li s comply with EN81-73 standards, which ensure safe shutdown in the event of a fire and include firefighting controls for enhanced occupant safety. The li is also equipped with a car preference
To avoid frequent misuse, Stannah recommended the installation of CCTV within the li cars and lobbies. In response, additionally, Stannah has implemented 24/7 service coverage, o ering prompt support and ensuring the li s’ continuous operation.
The combination of the passenger and firefighter li s provided a practical solution, transforming the building into a highly desirable residential space with step-free access to all areas.
FORBO’S NATURAL PRODUCT RANGE KEY TO CREATION OF NEW HOSPITAL DEPARTMENT
When the Imperial College Healthcare NHS Trust were looking to develop a new Oncology outpatients department, natural imagery and calming colours were a central part of the design brief.
To this end, architects, Ansell and Bailey, specified a range of Forbo Flooring Systems’ flooring, including its climate positive (carbon negative) Marmoleum floor covering.
Denise Cloutt, Project Architect said: “Forbo’s Marmoleum flooring was perfect for this project as it is an inherently natural product, manufactured from up to 98% natural raw materials and 43% recycled content. It worked well in conjunction with the wider imagery we utilised to bring nature into the space, and we really liked the fact that Marmoleum incorporates ecologically friendly pigments – reflecting the theme throughout the wider design scheme.
LEEDS LAW FIRM SPECIFIES DORMA MOVEABLE WALLS FOR ADAPTABLE SPACE
“We specified Marmoleum across a variety of the build, including in the o ices, consultation and exam rooms and all of the circulation areas. This was in the Rocky Ice, Bluemoon, Leaf, Sage, Blue Heaven, Moonstone, Orbit and Calico colourways from across the Striato, Fresco, Concrete and Splash ranges.”
She continued: "Marmoleum also has exceptional durability, perfect for this new department where we’d expect to see high footfall from sta and patients.”
In addition, Eternal was also specified on the project, a heterogeneous sheet vinyl floor covering, from the Wood collection, which was used for the wait areas and quiet spaces.
VEGWARE SIMPLIFIES RECYCLING WITH NEW LEGISLATION
On March 31st, 2025, a new recycling legislation, Simpler Recycling, will come into e ect, making it easier for businesses to comply with environmental regulations. Vegware, a leading provider of compostable foodservice packaging, is pleased to announce that its disposable products can be easily composted in a one bin with food scraps.
The new legislation requires businesses to separate recyclable materials from general waste. This includes food waste, which must be collected and recycled separately. However, Vegware's compostable products can be composted alongside food waste, simplifying the recycling process for businesses.
"We are excited about the new recycling legislation," said Eilidh O’Connor, Head of Environmental at Vegware. "This legislation will make it easier for businesses to recycle their waste and reduce their environmental impact. Vegware is committed to providing compostable foodservice packaging solutions, and our products are a perfect fit for the new regulations."
Vegware's compostable products are made from recycled and renewable plant-based materials, such as sugarcane. They are designed to be industrial compostable and some of the range can also be home composted. Vegware also o ers a range of other foodservice packaging solutions, such as cutlery, plates, and bowls.
Vegware’s Environmental team provide free waste consultations for businesses looking to compost their Vegware products. Visit: https://www.vegware.com/ uk-en/page/keen-to-compost for more information.
Reflecting exceptional growth, the Leeds branch of top UK law firm Mills and Reeves recently relocated to the 2nd floor of the iconic 1 City Square building. Aiming to deliver a state-of-theart working environment, Style was contracted by Overbury to help create adaptable o ice space.
The large, open plan meeting area benefits from a glass Dorma Huppe Variflex moveable wall that separates the space to create a substantial, private meeting room. A solid Variflex wall further sub-divides the area into two smaller meeting rooms.
Both the glazed and the solid moveable walls have an impressive 52db acoustic rating, allowing meetings, training sessions and workshops to take place undisturbed.
With the Leeds o ice growing exponentially since it opened in 2008, the new o ice almost doubles the size of the original footprint, occupying 10,200 sq and providing ample space to host client events and to create a brilliant networking space in the centre of Leeds.
For easy access between divided areas, the glass moveable wall features pass doors. This addition makes it practical to leave the dividing wall in place for long periods, only removing it when the full floor space is needed.
For added privacy, the glass wall features frosted manifestation, whilst maintaining a feeling of light and openness throughout the room.
FM TOOL AND HIRE SPECIALISTS APPOINT SILICON VALLEY PROFESSIONAL DAVID WEINBERG
HSS ProService has appointed senior financial so ware engineer David Weinberg to support the growth of its marketplace platform.
Before joining £300m turnover HSS ProService, Weinberg spent 16 years at Intuit, the global company that specialises in financial so ware and owns QuickBooks and MailChimp.
Weinberg was the Principal So ware engineer who led the modernisation of the QuickBooks Online Indirect Tax capability.
Weinberg becomes the principal engineer for finance at HSS ProService, providing technical leadership and will lead a team of developers to innovate and expand on the existing marketplace platform launched by HSS ProService earlier this year.
The service currently serves thousands of FM customers across the UK buying and hiring tools and equipment.
Dani Hodges, Chief Commercial O icer at HSS ProService, said: “Appointing senior and experienced engineers like David is a key part of our strategy to hire people who aren’t afraid to push the boundaries of what is possible. The future of the hire marketplace in particular is technology based, and we need the best people onboard as we implement our growth strategy. David is set to play a pivotal role as we drive innovation in our sector.”
THE TRUE COST OF INBOUND DELIVERY MANAGEMENT
Managing inbound deliveries at a busy facility is a complex and costly task. For facilities managers, the choice o en boils down to actively managing deliveries with high labour costs or reacting to the chaos of uncoordinated schedules, both of which come with significant challenges.
The Costs of Reactive Delivery Management
Unmanaged delivery schedules lead to congestion, ine iciencies, and resource strain. Imagine a Monday morning when 100 suppliers arrive simultaneously. Without a system, sta may be pulled from other roles to marshal the delivery area, creating peaks that are both expensive and impractical to handle with limited labour resources.
This congestion impacts the entire supply chain. Overloaded o loading equipment and service routes o en result in goods being le in delivery areas, increasing the risk of misplacement, damage, or the . Resolving these issues diverts management time and resources, further compounding costs.
Delays in delivery also a ect recipients, causing operational disruptions and additional expenses. The absence of active controls not only harms operational e iciency but also creates reputational risks for facilities.
Challenges of Manual Delivery Management
Some facilities try to actively manage their schedules manually, but this approach is labour-intensive and ine icient. Coordinating bookings between suppliers, carriers, and recipients takes significant time and e ort, particularly in facilities with high delivery volumes. These challenges are compounded during peak periods, when resources are stretched thin, and operational ine iciencies quickly escalate.
In many cases, manual systems result in overreliance on sta to manage even routine tasks, such as scheduling delivery slots, communicating site rules, and coordinating supplier access. The ine iciencies extend beyond time, as delays and miscommunication can create ripple e ects across the supply chain, harming operational performance and stakeholder satisfaction.
Case Study: COP26
This high-security, event presented challenges in managing inbound deliveries. Without an e icient system in place, it was estimated that a dedicated team of 5–6 full-time sta would have been required to manage supplier bookings 24/7 in the logistics
o ice. This would have resulted in excessive labour costs and an unmanageable workload.
However, by implementing Zone Manager’s DMS, the event organisers were able to significantly reduce the sta ing requirement. The system enabled streamlined scheduling, automated communication of site rules, and proactive management of peak delivery periods. As a result, only 1.5 sta members were needed to oversee the logistics o ice. Most of their time was spent performing security checks using the information provided by the system, rather than coordinating bookings or resolving preventable issues.
Mitigating Risks and Ensuring Compliance
Unmanaged deliveries can lead to non-compliance with tra ic and safety regulations, particularly for facilities requiring council permits or operating under strict local rules. Fines for non-compliance or penalties for tra ic breaches can add up quickly. Additionally, unmanaged delivery areas increase the risk of property damage. For example, vehicles that exceed height restrictions can damage entryways or infrastructure, leading to costly repairs and downtime. Zone Manager minimises these risks by ensuring all stakeholders are informed of site rules and delivery protocols, helping to avoid accidents and compliance issues.
Zone Manager: Transforming Delivery Management
Zone Manager automates inbound delivery
management, streamlining operations and shi ing many responsibilities to suppliers. Here’s how it makes a di erence:
Automated Scheduling: Suppliers book their own delivery slots, reducing the labour burden on sta and ensuring smoother scheduling.
Peak Flattening: The system spreads deliveries evenly throughout the day, avoiding congestion and the costly peaks associated with unmanaged schedules.
Site Rule Compliance: Key requirements, like vehicle height restrictions and delivery times, are communicated to suppliers and hauliers during booking, minimising risks of property damage and delays.
Carbon Tracking: For facilities monitoring scope 3 emissions, Zone Manager automates data collection, eliminating the time and costs associated with manual reporting.
With these capabilities, Zone Manager reduces labour costs while improving overall e iciency. For many sites, the cost of a year’s subscription is o set within the first month of implementation.
To learn more about how Zone Manager can transform your inbound delivery management, visit www.zonemanager.co.uk
NEW PEOPLE AT CONDAIR
Humidity control specialist, Condair, has recently appointed Jordan Stevens as its new Sales Manager and Colin Turnbull as Installation Manager. Jordan joins Condair with over 10 years’ experience in sales management and Colin with over 20 years’ experience in the HVACR sector.
Dave MarshallGeorge, Sales Director at Condair, commented: “It’s wonderful to welcome such experienced professionals to the Condair team and they’ve really hit the ground running. Jordan has already made a significant impact in enhancing our sales management processes and has helped secure one of our largest ever orders, whilst Colin is now expertly overseeing our busiest period of install projects.”
Colin Turnbull, newly appointed Installation Manager at Condair, added: “The technical expertise available at Condair is first class. From an engineering project perspective, working directly with the manufacturer makes getting to grips with the technical aspects of the products very easy. This really enables us to deliver the manufacturer’s expertise on-site.”
Condair is the UK’s largest specialist humidity control company with over 60 employees, delivering humidification, dehumidification and evaporative cooling across the UK and Ireland.
GET
A SNEAK PEEK INTO THE CLASSROOM FOR HV/LV AUTHORISED PERSONS - PPL TRAINING INSIGHTS
As one of the UK’s leading Safe Systems of Work and Technical compliance training course providers, PPL Training have decades of knowledge and experience on their books.
That’s why, in 2025, the York, Slough and Livingston based training providers are bringing you a series of interviews with their internal subject matter experts.
To start with - a double header looking deeper into the world of HV/LV
Electrical Systems Training at PPL. Instalment one focuses on the career and professional ‘insights’ from Graham Taylor - the company’s now retired departmental manager.
Instalment two shi s focus to Graham’s successor, a well-travelled and hugely experienced Senior Authorised Person turned Training Manager, Gavin Spence.
Highlights:
Their respective career journeys
Electrical Safe Systems of Work
What to expect from HV/LV training courses
PPL’s plans and need for expansion
You can view and read more online on PPL Training’s LinkedIn and YouTube pages. https://go.ppltraining.co.uk/linkedin https://go.ppltraining.co.uk/insights
www.ppltraining.co.uk info@ppltraining.co.uk
YORPOWER BOOSTS ITS BACK-UP POWER PROVISION THROUGH NEW UPS RANGE
Over the past few months, YorPower –the complete back-up power provider – has been working tirelessly to deliver an exciting new Uninterruptible Power Supplies (UPS) range under the YorPower brand. There will be 13 di erent models to choose from, ranging from 0.6kVA to 900kVA. Led by the dynamic duo of Stephen Peal (Group Managing Director) and Annmarie Wakefield (UPS Technical Manager), this project is testament to e ective teamwork and innovation.
Working in close collaboration with their manufacturing partners, Stephen and Annmarie conducted rigorous testing of the new units and established the company’s strategy to take them to market in the UK and overseas. YorPower is now poised to launch its new UPS range.
Most organisations are built around 24/7 service. Even a momentary break in power can be disastrous. That’s why having a reliable and trusted provider of back-up power solutions is so important; YorPower is proud to be that trusted name for a growing number of customers in the UK and around the world. This includes both UPS units and diesel generators.
https://yorpower.com/ 01977 688155
RSH GROUP APPOINTED AS KEY DISTRIBUTOR FOR PEVA UK'S PROFESSIONAL SKIN PROTECTION RANGE
PEVA UK, a company with a 55-year German heritage, has made its mark in the British market o ering professional skin protection products for demanding industrial environments like manufacturing and construction. Their products protect hands and skin from harsh chemicals, oils, and workplace contaminants.
The company recently announced a significant milestone with the appointment of its first o icial distributor, She ield-based Rubber Safety and Hygiene (RSH Group). RSH Group, a leading supplier of industrial rubber, PPE, corporate clothing, and cleaning supplies, will distribute PEVA UK's natural and eco-friendly product line, including protective barrier creams, workplace skin cleansers, restorative skincare solutions and dispensers.
For business enquiries or to discuss distributor opportunities, you can get in touch with PEVA UK National Sales Manager, Darren Isherwood at darren. isherwood@pevauk.co.uk.
For comprehensive information about their products and services, you can visit PEVA UK’s website at https://pevauk.co.uk/ and stay updated through their LinkedIn or Instagram.
https://pevauk.co.uk
SOCIAL IMPACT MANAGER HIRE AT CHURCHILL GROUP
SFG20 APPOINTS NEW CHIEF REVENUE OFFICER
Charlotte Macdonald has been appointed to the role of Social Impact Manager at the Churchill Group, furthering the company’s commitment to sustainability and social value.
Macdonald brings a wealth of expertise and joins Churchill Group a er seven years at Equans, with the last four years dedicated to providing positive change in local communities.
Macdonald’s role will focus on advancing Churchill Group’s social impact e orts, aligning them with the business’ core values and ESG objectives. Her strategic priorities include cra ing a comprehensive social value framework, fostering meaningful community engagement through volunteering and charitable initiatives, and driving inclusive recruitment practices. By enhancing social value reporting and leveraging data-driven insights, Macdonald aims to solidify the company’s impact strategy.
Will Ellis has been appointed to the role of Chief Revenue O icer (CRO) at SFG20, the industry standard for building maintenance.
With an impressive track record of driving significant commercial growth, Ellis brings a wealth of experience and expertise that SFG20 says will play a crucial role in achieving its ambitious growth plans.
Ellis joins SFG20 a er spending the last 2.5 years as CRO at Lenvi, a subsidiary of Equiniti Group, a SaaS provider that specialise in financial risk management solutions. During his time at Lenvi, Ellis led transformative strategies that resulted in a notable boost in revenue and significantly improved customer engagement.
A proven leader in sales rigour, channel partnerships, indirect selling and enterprise deals, Ellis has demonstrated a unique ability to spearhead successful initiatives that align perfectly with SFG20’s business objectives. His experience also extends to entering new domestic and international markets, which will further enhance the company’s potential to grow its reach and impact.
IFMA NAMES NEW PRESIDENT & CEO
The International Facility Management Association (IFMA) has appointed Michael Geary as its new President & CEO, e ective 10 February 2025.
With over 30 years of distinguished leadership in the association and nonprofit sectors, the association says Geary is “poised to propel IFMA into a future where it not only meets the global challenges of today but leads the innovations of tomorrow”.
Most recently, Geary served as the CEO of the Society for Marketing Professional Services (SMPS) and the SMPS Foundation, where he supported over 7,400 professionals in the architecture, engineering, and construction industries. In his new role, Geary will leverage his extensive network within the association community and his profound expertise in strategic planning to enhance IFMA’s presence on the international stage.
REAPING THE BENEFITS
Jobs benefits not only enhance employee satisfaction but also drive the overall success and growth of an organisation, says Coleen Cloherty, Director of CPC Consulting
It’s been a few years since I spent any significant amount of time discussing the benefits side of a job package. Too o en the focus is on pay and less so on benefits. In salary and benefit reviews its o en pay rates that dominate the narrative. Pay is an important element, but package and wider benefits play an important part in the overall prospect. In 2025, the focus is on creating a work environment that not only meets the professional needs of employees but also supports their personal wellbeing and growth.
The political, economic, social, and technological environment in which our sector exists has experienced a lot of turmoil and change which means many FM and estates professionals have either not looked externally at their career options or stayed in their current roles for now. I fully expect there to be a lot more people moving jobs this year and this will lead to those wishing to retain key sta to look at and bolster their features and benefits packages as well as those wishing to attract people making their o ering as compelling as they are able.
JOBS PICTURE
The UK property sector faces both challenges and opportunities in attracting and retaining top talent. By focusing on competitive salaries, flexible working arrangements, career development, health and
LATEST JOBS ON FMJ
FACILITIES MANAGER
Salary: £55k per year
Location: London
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wellbeing, diversity and inclusion, technological advancements, sustainability, recognition, workplace culture, and employee engagement, property firms can build a loyal and motivated workforce. These benefits not only enhance employee satisfaction but also drive the overall success and growth of the company
One of the most fundamental aspects of attracting and retaining employees is o ering competitive salaries. In 2025, with the cost of living continuing to rise, ensuring that salaries are in line with industry standards is more important than ever. Additionally, performance-based bonuses and financial incentives can motivate employees to achieve their best, fostering a culture of excellence and productivity.
and productive work environment. Alongside this, diversity and inclusion are no longer just buzzwords; they are essential components of a successful workplace.
The property sector is increasingly reliant on technology, from AI and data analytics to smart building management systems. Providing employees with the latest technological tools and training them to use these e ectively can enhance their productivity and job satisfaction. Sustainability is also a growing concern for both employees and clients in this sector. Companies that demonstrate a commitment to sustainable practices and ESG can attract employees who value these principles. This includes initiatives such as reducing carbon footprints, engaging in community projects, and promoting environmentally friendly practices within the workplace.
RECOGNITION AND REWARD
The COVID-19 pandemic has permanently altered the landscape of work, making flexible working arrangements a top priority for many employees. In the property sector, o ering options such as remote work, flexible hours, and hybrid working models can significantly enhance job satisfaction and work-life balance. This flexibility allows employees to manage their personal and professional lives more e ectively, leading to higher retention rates.
EMPLOYEE DEMANDS
Employees are increasingly looking for roles that o er clear paths for career advancement. Providing opportunities for professional development, such as training programmes, mentorship schemes, and support for further education, can help attract ambitious talent. Facilities management teams that invest in their employees' growth are likely to see higher levels of engagement and loyalty. The wellbeing of employees is a critical factor in overall job satisfaction and productivity which is why comprehensive health and wellbeing programmes, including mental health support, fitness initiatives, and access to healthcare services, are increasingly essential benefits.
Research has shown that companies that prioritise the health of their employees not only improve retention but also create a more positive
Recognising and rewarding employees for their hard work and achievements is crucial for maintaining high morale and motivation. This is why property firms are implementing more sophisticated recognition programmes that go beyond annual bonuses. This can include regular feedback, public acknowledgment of achievements, and personalised rewards that resonate with individual employees. A strong workplace culture that aligns with the values of employees can significantly impact their decision to stay with a company.
In the property sector, where trust and relationships are paramount, fostering a culture of integrity, collaboration, and innovation is essential. Engaging employees in the development of this culture and ensuring it is consistently upheld can lead to higher retention rates. Finally, actively seeking and acting on employee feedback is a powerful way to improve retention and attract new talent. Regular surveys, open forums, and one-on-one meetings can help management understand the needs and concerns of their sta . By addressing these proactively, companies can create a more responsive and supportive work environment.
The UK property sector faces both challenges and opportunities in attracting and retaining top talent. By focusing on competitive salaries, flexible working arrangements, career development, health and wellbeing, diversity and inclusion, technological advancements, sustainability, recognition, workplace culture, and employee engagement, FMs and real estate teams can build a loyal and motivated workforce and attract the very best candidates.
AI IN TRAINING AND EDUCATION
The hype around AI is so intense that there is a risk it will fail to capitalise on the opportunities it a ords. Nowhere is this more salient, argues David Sharp CEO of learning provider International Workplace, than in training and education
Let’s start with the hype. Founding DeepMind in 2011, Demis Hassabis defined its mission as solving “the problem of intelligence”, then using AI “to solve everything else”. Last year Sam Altman, CEO of OpenAI, called for $7 trillion to make the super powerful chips needed to be able to create AGI – artificial general intelligence, aka ‘superintelligence’. In 2023 UK Research and Innovation (UKRI) announced plans to support “moonshots”, described as “bold, ambitious, and transformative ideas” to address major global challenges. Last month Altman predicted “superintelligence will happen this year” as AI agents start to automate tasks we previously did ourselves. And Sir Keir Starmer has announced plans to “unleash AI” across the UK to boost productivity and growth. This tidal wave of techno-solutionist hyperbole must not go unchallenged. AI threatens many of the principles western society values, like democracy, privacy intellectual property rights. The infrastructure required to deliver AI is a threat to precious planetary resources, predicated on hazardous, low-paid work that exploits vulnerable people. And we’re spending ever more time negotiating security obstacles designed to protect us from the very
applications that AI promises will set us free.
AI IN EDUCATION
These concerns are relevant to the use of AI in education, which technology providers see as a way of freeing up time for teachers and trainers and making courses more interactive and engaging for learners. OpenAI has launched a free AI training course for teachers in the US, to help them use ChatGPT to produce lesson plan content and streamline work tasks. It’s the first step in a process towards the automation of learning. The appeal is obvious: a ‘universal teacher’ that has access to all the world’s knowledge, an ability to translate it into multiple languages, to repackage it as content and deliver it e iciently, and to objectively assess learner interaction and progress. No need for an unreliable human to deliver training or mark coursework, and no inconsistency in approach when scaling it throughout your organisation. Is this realistic though? And if so, what will it mean for the role of the human in training and education?
The answer to the first question is no. The concept of a universal teacher mistakes information for knowledge, treating it as something finite that can be collated, analysed and measured. It is predicated on a definition
of intelligence that has been captured by corporations and politicians for their own gain –a process described by academic Stephen Cave as the “fetishisation of intelligence”. If we allow corporate and state entities to present a need for greater intelligence as a problem that can be solved by technology, then it is inevitable that AI will be prescribed as the solution.
How does their concept of intelligence –artificial or otherwise – embrace what Oxford academic Ian Deary identifies as equally valuable human traits, such as creativity, wisdom, leadership, charisma, calmness or altruism, among others? Are they not also forms of intelligence? How can these traits be quantified, promoted, or assessed?
A universal teacher doesn’t have access to all the knowledge in the world – just the data that’s been scraped from the (western dominated) internet or harvested from the millions of datapoints generated from daily user interaction with applications and their devices. It is not representative of everyone in the world (many of whom are individually invisible to the reach of technology) and – like humans – it presents a worldview that is incapable of being unbiased. To think otherwise fails to recognise something intrinsically human – that everyone’s lived reality is infinitely rich and that there is not –and there can never be – an objective measure of intelligence.
AI & WORKPLACE TRAINING
What does that mean for employers considering using AI tools to create, deliver and track learning in the workplace? First, if you’re using AI, think about how and where your (and your workers’) data is being processed, how you can maintain control over it, and how you consult with them to bring them on your AI journey – especially where algorithmic processing of their personal data is used to make judgements about their actual or potential performance. Transparency is vital.
Second, now that AI tools make it easier than ever to create professional looking content, don’t let your eyes fool you. User experience (UX) matters greatly, but so do the credentials that underpin learning content. Make sure you can trace the legitimacy of assets, and that reference sources are relevant and up to date. Finally, don’t fall for the hype. AI tools can assist with some tasks but can obfuscate others, and knowing this distinction is key. Learner engagement data can be very valuable for employers, particularly as contextual measure of organisational performance, helping to identify gaps that learning programmes can address. But learner engagement data is not a proxy for knowledge, competency or intelligence, which are taught and learned through lived experience and will always be partial and incomplete. We’ll always need a human for that.
The UK’s ill health ‘employment gap’ is among the widest in EU
Top
Employers Institute certifies Mitie as a UK Top Employer for seventh consecutive year
Work and health: international comparisons with the UK, is the latest in a series of reports informing the Commission for Healthier Working Lives. The Commission was established to address the growing challenges of working-age ill health and help people with health conditions to remain and thrive in the workforce.
Key findings include:
One in five UK workers report health limitations giving it one of the highest rates among working aged adults in the EU15.
The UK’s employment gap between people with and without health limitations is among the widest in the EU15.
The likelihood of those aged 16-24 with health limitations being out of work, more than doubled between 2018 and 2022 in the UK.
For workers aged 55–64, the likelihood of being out of work due to ill health decreased for most EU15 countries over this period but increased for the UK.
The report identifies three areas of specific policies and interventions from overseas which the UK could draw lessons from: ensuring healthy workplaces, helping people stay in work, and supporting people to move out of economic inactivity and back into the labour market. Successful features include more generous sick pay, making adaptations to workplaces and roles, and intervening early by ensuring job design and workplace conditions don’t worsen health in the first place.
New Employment Councils to bring probation, prisons and local businesses together
A major new drive to get thousands of o enders into stable jobs and away from a life of crime will see top UK business bosses, sitting on new Employment Councils which will support o enders serving their sentence in the community into work.
Each council will also have a representative from the Department for Work and Pensions (DWP) to help improve links with local job centres. The initiative was a manifesto commitment and will play a crucial role in the Government’s mission to make streets safer by tackling reo ending under the Plan for Change. Around 80 per cent of all crime is reo ending but latest data shows o enders employed six weeks a er leaving prison had a reo ending rate around half of those out of work.
Alongside breaking the cycle of crime, getting o enders into work helps employers fill vacancies, build their businesses, plug skill gaps and boost the UK economy.
Minister for Probation, Prisons and Reducing Reo ending, James Timpson, said: “Getting former o enders into stable work is a sure way of cutting crime and making our streets safer. The Employment Advisory Boards I spearheaded have made huge progress and now these Employment Councils will expand that success to steer even more o enders away from crime as part of our Plan for Change.”
The UK Top Employer ranking reflects Mitie’s dedication to creating a better world of work for all, demonstrated through its best-in-class HR policies and people practices. The Institute bases its evaluations on the participation and results of its HR Best Practices Survey. The survey covers six HR domains comprising 20 topics, including People Strategy, Work Environment, Talent Acquisition, Learning, Diversity, Equity & Inclusion, Wellbeing and more. Overall, Mitie achieved a score of 92.47 per cent, marking a year-onyear increase of +2 per cent from the previous year of 90.99 per cent.
Mitie o ers its 72,000 colleagues a host of industry-leading benefits, including free Mitie shares, 24/7 access to a free multi-language virtual GP service, life assurance, and an Employee Assistance Programme that provides readily available practical and mental wellbeing support. Colleagues also have access to Salary Finance, a financial wellbeing provider that o ers financial support in the form of low interest loans, advances on pay and financial advice.
Jasmine Hudson, Chief People O icer, Mitie, said: “Our 72,000 colleagues deliver the exceptional, every day, and we’re committed to creating a workplace where they can truly thrive.”
Trade Union warns workers must have a say in avoiding the dangers of AI
Following a recent speech on AI by Prime Minister Keir Starmer, and the launch of the AI Opportunities Action Plan, UK trade union, Unite, is warning that workers must not become the victims of the AI revolution.
Unite General Secretary, Sharon Graham said: “The UK needs to embrace new technologies, but we also need proper protections from AI’s pitfalls and workers must have a say in how that happens.
“Our members are already reporting major changes to working conditions due to the introduction of AI, which creates new risks and all too o en results in workers feeling alienated and demotivated. We also have serious concerns about matters such as
AI-powered surveillance and discrimination by algorithm, particularly with ‘high-risk’ decisions like recruitment, performance assessments and discipline.
“A er years of fighting against discrimination, there is now the genuine threat of it being further embedded through AI, against women, Black and Asian ethnic minority, disabled and LGBTQ+ workers. Government, employers, and unions all need to be working together to avoid the potential dangers of workplace AI.”
Unite has also raised strong concerns that AI trained on data reflecting societal biases can easily learn to discriminate against women, black, disabled and LGBTQ+ workers.
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