Facilities Management Journal June 2023

Grosvenor Property UK will be undertaking a major re-procurement of its Repairs, Maintenance, and Services.

To find out more and submit your Expression of Interest, visit: Grosvenor.com/Tender2023

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Editor Sara Bean sara.bean@kpmmedia.co.uk

Assistant Editor & Social Media Development

Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Tel: 01322 476815

Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob: 0780 1947757

Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob: 07867 418994

Business Administrator Maxine Howell maxine@kpmmedia.co.uk

The recent publication of a joint statement by some of the world’s most distinguished experts in artificial intelligence, including the creator of ChatGPT, which warns that mitigating the risk of extinction from AI should be a global priority, highlights the pace at which the technology has evolved.

But whether we’re comfortable or not with AI, digital technology in all its forms influences how we live our lives and not least how we manage the workplace.

Some of the busiest stands at this year’s Facilities Show were those providing digital solutions; including Smart Building tech, Cobotics, CAFM and even a digital form of pest management. This month’s issue reflects these developments and o ers some guidance on how they can benefit the built environment.

Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP

Charles Siddons, Head of Operations, NHS Property Services

Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate

Ian Wade, Head of UK Estates, British Medical Association

Lucy Hind, Senior FM Lecturer, Leeds Beckett University

Marie Johnson, Head of Workplace & Wellbeing, Nominet

Russell Wood, Facilities Manager at Dentsu Aegis Network

Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council

Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research

Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions

Stephen Bursi, Facilities Lead, BAE Systems

Wayne Young, Facilities Manager - Chair People Management SIG,IWFM

SUPPORTED BY

June 2022

Accounts Diane Jarvis accounts@kpmmedia.co.uk Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk kpm

© Copyright 2023 kpm media

The publisher does not necessarily agree with the views and opinions expressed by contributors. No material may be reproduced in part or whole without written permission from the editor. Editorial contributions are accepted on an all-rights basis only. Letters to the editor may be published in their entirety or in edited form and remain the property of kpm media. While due care is taken to ensure the accuracy of information contained in this magazine, the publishers cannot be held responsible for any errors in editorial articles or advertisements. Subscriptions are available to non-qualifying and overseas readers at £120 p.a. (UK), £160 p.a. (EU countries) and £240 p.a. (overseas-other).

In the feature on page 28 Simi Gandhi-Whitaker, Strategic Workplace & Technology Director at Mitie provides a succinct description of the role digital technology can play in ‘connecting the dots’ between the physical world and the virtual, from the provision of apps that make the workplace environment more comfortable for occupants, to the use of tech that enables colleagues to work, communicate and collaborate from anywhere.

The meeting room has had to evolve to meet the hybrid challenge, and on page 16 we provide a guide to the creation of di erent meeting spaces, from huddle rooms to boardrooms, and o er insights on how to tailor tech solutions to enhance the overall meeting experience.

How we manage o ice parking (page 32) has also gone hightech with advances in Automatic Number Plate Recognition (ANPR) technology and reflecting the positive side of innovation, the adoption of electric vehicles that help reduce carbon emissions. As the UK’s Real Estate Investment and Infrastructure Forum (UKREiiF) (page 10) which took place in Leeds concurred, technology and innovation can be a positive force that helps create a greener and more resilient built environment.

As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.

sara.bean@kpmmedia.co.uk

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LEGAL VIEW

IS BANTER CREATING A TOXIC ATMOSPHERE IN YOUR WORKPLACE?

Jim Moore, employee relations expert at HR consultants Hamilton Nash

The line between banter and bullying is wafer thin, and one of the most insidious causes of a toxic work culture. Playful teasing between willing participants of equal power and status is fine, but it can take a dark turn when it includes nasty, edgy, sarcastic or discriminatory banter that ‘punches down’.

Banter also tends to escalate, because when it becomes normalised, participants need to turn up the intensity to get the same effect. When management turns a blind eye to this – or worse, participates – it can create an acid bath of a corrosive work environment.

An extreme example of a runaway toxic culture is the case of Weinberger v Tullett & Tokyo Liberty (2001). In this case, there was a well-established culture of banter and horseplay. Strong language, jibes and insults were commonplace. It escalated to the point that acceptable “banter” included punishing workers who arrived late by forcing them to wear a fancy-dress costume for the day.

Working at the firm at the time was a Mr Weinberger, who was Jewish and had a grandmother who died at Auschwitz. According to Mr Weinberger, he was regularly referred to as “Jew boy” and “yiddo” by one of his bosses. When he was late one day, he was coerced into wearing a Nazi uniform as a punishment. Unsurprisingly, Mr Weinberger sued for discrimination.

The employer initially argued that these incidents were part of the office culture Mr Weinberger joined in with. However, the case was settled for an undisclosed but reportedly hefty sum.

To an outside observer, the problem with that sort of “banter” is glaringly obvious. Yet within that environment, the level of toxicity had become so normalised that otherwise intelligent, educated colleagues couldn’t see what was wrong with what they were doing.

We’ve seen several cases in the news recently where a toxic work culture has been allowed to consume organisations. The CBI bringing in a team of ethics advisors was a tacit admission that they had morally lost their way due to a systematic failure of awareness by management. Recent bullying allegations in government also point to the dangers of letting a toxic culture grow and fester.

How does this happen, and what can we do to prevent it?

Encourage open communication: Create an environment where employees feel comfortable speaking up if they witness or experience any inappropriate behaviour. Consider confidential reporting mechanisms to encourage reporting without fear of retaliation.

Lead by example: Leaders and managers should embody the behaviour they expect from others. By demonstrating inclusive practices, they can set a positive tone for the entire organisation. Diversity & inclusion should be more than performative. Plan and drive tangible initiatives from the top down. Workplace education and training: Employers are obliged to take reasonable steps to prevent staff being bullied or harassed. A toxic member of staff may be personally liable for their behaviour, but the employer may be vicariously liable too. Conduct regular training sessions on diversity, inclusion, and unconscious bias. Equip employees with the knowledge and tools necessary to recognise and address potential issues before they escalate. Such training also helps to limit the employer’s vicarious liability.

If you’ve ever grumbled about mandatory HR training, now you know why. If you harass someone and end up in court, your employer will point to the training records to support their argument that they’ve taken reasonable preventative steps, leaving you to face the music.

Observe and intervene

Despite the above, things could still go wrong. Be vigilant for the signs that a corrosive culture might be developing. Difficult work relationships, large numbers of complaints, high levels of stress, absenteeism and staff turnover are common ingredients in a toxic workplace soup.

Take all complaints seriously and investigate allegations of misconduct, following a fair and well-defined procedure.

Where conflict arises between individuals, mediation is a far better alternative to a formal grievance as it seeks to reconcile differences rather than simply adjudicate on whether a complaint is upheld or not.

Learn and adapt

Treat incidents as learning opportunities for the business. Review policies, training programs, and communication strategies to prevent future occurrences. Fostering an inclusive workplace and clamping down on toxic behaviour is vitally important when creating a healthy workplace. Early intervention can prevent minor problems from spiralling out of control.

EUROPE NOT ON TRACK TO DELIVER A CLIMATE NEUTRAL BUILT ENVIRONMENT BY 2050

It has just been over one year since the World Green Building Council (WorldGBC) launched a bold new policy plan, the EU Policy Whole Life Carbon Roadmap, to help the European Union accelerate total decarbonisation of buildings and construction — the most heavily emitting sector in the world. Now WorldGBC and 12 European Green Building Councils (GBCs) implore the EU to implement the Roadmap’s principles at the scale and speed required through the announcement of #BuildingLife2, a new project driving greater transparency and accountability across the sector.

Launched on 24 May 2022 at a conference attended by EU policymakers and business leaders, the EU Roadmap sets out a clear plan for how Europe’s built environment can support the EU to become the first climate neutral continent. The one-year anniversary is aligned with the announcement of #BuildingLife2 — with the project receiving a further €2.8 million of funding from Laudes Foundation following the success of #BuildingLife throughout 2022. WorldGBC says renewal of the project will increase industry transparency across Europe to demonstrate short term action to address the total environmental impact across the entire lifecycle of a building rather than empty promises. GBCs will work with their members and wider industry to produce regular progress reports on industry and political action. WorldGBC’s European network seeks for all of Europe to get behind #BuildingLife2 and help deliver the full decarbonisation of its building stock by 2050.

To view the EU Roadmap visit https://bit.ly/3OQ832v

PRACTICAL COMPLETION OF NEW GOVERNMENT HUB IN CROYDON

The Government Property Agency (GPA) has achieved Practical Completion at its new Government Hub in Croydon, 2 Ruskin Square, which will accommodate over 5,000 civil servants and enable the Home O ice to migrate from three current locations in Croydon to the building in the summer 2024.

Following the completion of Cat A construction, funded by Pensions Insurance Corporation (PIC) and developed by Stanhope in partnership with Schroders and Lendlease, the GPA will now take on the lease and work in partnership with Wates Smartspace, to fit out and complete the building to the Government Workplace Design Standards.

The building, rated BREEAM Outstanding, is highly sustainable with fully decarbonised power and all electricity procured from renewable sources. Once complete, it will o er an e ective mix of flexible and hybrid work spaces to support neuro-diversity, collaboration and wellbeing, along with fully inclusive refreshment hubs, home zones and meeting rooms.

2 Ruskin Square represents the second purchase by PIC of a GPA hub within the past 12 months following the purchase at Manchester, First Street, in 2022.

The new Hub in Croydon will be the area’s second, creating a government campus with excellent sustainable transportation links. It will form part of the nine-acre Ruskin Square scheme.

Facilities Show announces date change for 2024

Facilities Show has announced that as of 2024, the global FM event will move to the end of the year.

The four co-located events; Facilities Show, FIREX, IFSEC and Safety & Health Expo will next take place on 2-4 December, 2024 at ExCeL London.

Announcing the new dateline, Chris Edwards, Group Director, Informa Markets stated: “We’re extremely excited about the opportunities the December 2024 dates will unlock with co-located industry events, such as the Security & Fire Awards in Park Lane now just 30 minutes away on the new Elizabeth line.

“But also having consulted with key stakeholders in the industry for several months, it was becoming increasingly clear that the new dates would allow our customers more space to do business in what was otherwise becoming an increasingly congested period of the year.

“These new dates will now offer increased flexibility while also allowing us to offer more value to those attending in the form of content on the show floor and post-show networking.”

In addition, a content partnership with market research consultancy, Omdia, has been confirmed for 2024 which will bring high level content to the show floor touching on Smart Infrastructure.

Mark Watson, Research VP at Omdia commented: “The Smart Infrastructure analyst team of Omdia is excited to partner with the events for 2024, bringing together leading-edge business intelligence and thought leadership with internationally recognised event brands.

“Connecting the physical security and building tech supply chain around futurelooking and industry-leading trends will drive higher value for all in the community.”

NEW GUIDANCE ADDRESSES RISKS OF MODERN SLAVERY FOR DISPLACED WORKERS

DATES FOR THE FM DIARY

14-15 JUNE 2023

WORKTECH: The Unworking Conference

Fenchurch Street, London https://worktechevents.com

03-04 JULY 2023

FM FORUM Deansgate Hotel, Manchester www.facilitiesmanagementforum.co.uk

07 SEPTEMBER 2023

Anti-Slavery International and La Strada International have launched new guidance designed for businesses to support the employment of displaced people and address the risk of modern slavery in their value chains.

Modern slavery in the private sector is all too common and needs meaningful global action. Around the world, 17.3 million people are estimated to be in forced labour in the private sector, occurring across value chains in the UK and all around the world. People who have been displaced by conflict are ever more vulnerable to human rights abuses such as forced labour and exploitation. These abuses may take place in the conflict a ected area, along their migration route, or in their destination country. Businesses can do significantly more to prevent and mitigate the risk of exploitation to people displaced by conflict in their operations and value chains.

This guidance, titled ‘Human rights due diligence: risks of modern slavery for displaced workers’ demonstrates the need for heightened due diligence, using case studies of those countries receiving high numbers of people displaced by the ongoing war in Ukraine: Bulgaria, Germany, Italy, Moldova, Poland and Romania. People who have already fled unimaginable conditions are at high risk of exploitation within the workplace due to vulnerabilities including language barriers and less knowledge of their rights.

Key recommendations for businesses to guide due diligence activities to prevent and remedy the exploitation of displaced people are to:

Engage with your workers to understand their recruitment journey

Check that the accommodation and transportation is safe and secure Provide workers with their contract before they start work and training on their rights

Ensure that displaced workers are able to access a meaningful grievance mechanism, with an e ective remediation process

Share the guidance document with your teams and at least to all Tier 1 suppliers in your value chains

To view the guidance visit https://bit.ly/42hlZ8P

FMJ, in partnership with Alcumus, is pleased to bring together a panel of experts to discuss how to create an ethical supply chain in FM. Are you confident that your contractors and suppliers meet ethical labour standards and human rights obligations? You can sign up to the webinar here: https://bit.ly/3qbSzvm

Smart Buildings & Sustainability Leaders Forum The VOX Birmingham http://bit.ly/3Z8JmjX

13-14 SEPTEMBER 2023

RWM Letsrecycle Live NEC, Birmingham www.rwmexhibition.com

19 SEPTEMBER 2023

Healthcare Facilities Management The National Conference Centre, Birmingham www.healthcarefacilities.co.uk

17-19 SEPTEMBER 2023

The Flooring Show HCC, Harrogate https://www.theflooringshow.com/

22-26 SEPTEMBER 2023

International Security Expo Olympia, London www.internationalsecurityexpo.com

12 OCTOBER 2023

BESA Annual Conference Novotel London West www.thebesa.com

18-19 OCTOBER 2023

Smart Buildings Show ExCeL, London https://smartbuildingsshow.com/

22-23 NOVEMBER 2023

EMEX: The Net Zero & Energy Management Expo ExCeL, London https://www.emexlondon.com/

POSITIVE DIALOGUE WITH GOVERNMENT MINISTER AT THE FACILITIES SHOW

was delighted to have been invited to speak at the Facilities Show which took place last month at ExCeL, as it’s always a great event and an opportunity to meet with a wide range of industry professionals and hear more about the tremendous innovation and collaboration within the facilities management sector.

I was equally delighted to then be told that my services as a speaker were no longer required. Not because I wasn’t looking forward to the session but because I was told that the show had secured Lord Callanan Minister for Energy E iciency and Green Finance to come to the show and share with the audience the current government thinking on the move to net zero. I did get to ask the questions though!

Over the years I have been to many FM events and shows and this is the first time I can recall a Government Minister opening proceedings. This

Iis a great indication of the recognition of the role and relevance of the FM profession in driving forward so many of the challenges we are facing today. In this case it was net zero but it could equally have been a number of other critical matters where the profession is at the forefront.

Opening the conversation, the Minister shared why he felt it was important to be at the show and how it indicates the growing recognition of the contribution made by the facilities sector. It was very encouraging to hear the Minister acknowledge the role the sector will play in delivering a sustainable built environment and to hear about the potential for new jobs that may result.

We then moved onto a discussion on the views from Government as to how it plans to achieve Carbon Net Zero in the commercial sector and how it intends to help organisations transition to more sustainable energy sources. The conversation also touched on an increasingly important issue for FMs, the expansion of electric vehicles and the infrastructure that will be required to support them.

We also discussed how the Government intends to step up guidance on planning regulations that will encourage an eco-friendly approach and importantly for FMs, ways we can go about upskilling the workforce to have the skills required for installing and maintaining the tech required to achieve carbon net zero.

Following the fireside chat - there was a roundtable session attended by some senior leaders in the sector which the Minister found very insightful. Lots of excellent points were made and they were very well received.

Government is very much in listening mode and this is an opportunity for the FM sector at long last to develop and build an ongoing conversation with policy makers. It is very much something to build on but it was a great day and a great start.

NET ZERO: TURNING INTENT INTO ACTION

lthough the potential existential threat of artificial intelligence is currently taking up many column inches and feeding imaginations, and it should be taken very seriously, the climate emergency remains urgent, and we cannot a ord to take our eyes o the ball.

In 2020, the UK Government committed to a 68 per cent reduction in carbon emissions by 2030. A year later - the same year in which the UK Government set a target for net zero emissions by 2050 - the IWFM Sustainability Survey 2021 revealed a worrying gap between intent and action as many FMs lacked the targets and action plans to drive successful outcomes.

Last year, the IWFM Sustainability Survey 2022 highlighted a troubling continuation of the theme, with insu icient data, skills gaps and fuzzy targets impacting the net zero sphere. The findings showed 43 per cent of FMs lack clear net zero targets, only 14 per cent have comprehensive skills

Aintegrated into normal service, and just 31 per cent have comprehensive baseline and ongoing data.

The fact is the built environment will not meet the UK Government’s targets unless facilities managers are equipped to leverage their critical and unique role in strategic areas where they can make a di erence.

To empower the sector to advance the sustainability agenda within organisations and achieve successful carbon-reducing outcomes, IWFM partnered with utility and sustainability consultancy Inenco to develop a net zero guidance toolkit: ‘What to consider when developing a holistic net zero strategy - A toolkit for FM decision makers’.

Available free for IWFM members on the IWFM Insight hub, the net zero toolkit explains the di erent phases of developing a holistic environmental sustainability strategy, the considerations and clear outcomes at each stage, and the common barriers FMs may experience, while also providing templates and examples to assist their journey. These are complemented by vertical guidance pieces focusing on specific

topics, such as healthy buildings, building control and energy management systems, social value, and more.

As David Hughes at Inenco commented upon the toolkit’s release: “It has been clear from the findings of IWFM’s Sustainability Survey over the last few years that there is an ever-growing desire within the profession to really get to grips with setting clear pathways to achieve net zero. We hope that the toolkit will go some way to providing the insight and practical support that will help us all achieve better business in a greener world.”

Our members have clear intent to act but evidently many lack the practical tools to deliver. This toolkit enables FMs to “carry the ball” in developing holistic environmental sustainability strategies which create real change. Acting in this area is not only critical for the environment and for communities; it’s also “good business” that’s crucial for organisations and their future success as consumers increasingly favour brands which walk the walk in this area.

Hooper, Head of Policy, IWFM

Paul Bagust - RICS Head of Property Standards, Chair, IPMS Coalition

How do you keep tower blocks as safe as houses?

Sign a smoke control service contract with Colt.

The testing and maintaining of life safety systems to keep them safe and operational is one of the most important aspects of facilities and building management in residential and commercial buildings. Smoke ventilation systems are crucial in keeping occupants safe and in assisting firefighters in the event of a fire. Neglecting their maintenance could result in dangerous, unsafe buildings and costly damages.

Smoke is different to fire.

Smoke is different to fire and needs specialist maintenance. All too often, smoke control maintenance is lumped in with fire alarms and security and has only a functionality test or is subcontracted out to ‘smoke vent’ or ‘AOV’ operatives. Unlike Colt, unfortunately (and dangerously), not all these companies are fully accredited or certified to be doing maintenance on systems as complex as smoke control.

CERTIFICATED INSTALLER OF ACTIVE FIRE PROTECTION

Certificatenumber:IFCC3141

Competency is crucial.

When it comes to smoke control maintenance, you must ensure your service provider is highly competent and certified by a third party. Colt is the UK’s first company to be certified to both IFC SDI 19 and SDI 05 schemes, awarded in recognition of our skill as an installer and servicer of smoke control systems and fire curtains.

Each one of our expertly trained engineers has one aim in mind – to keep your buildings safe and legal, whether your system was designed and installed by Colt or not.

To find out more, visit us at: coltinfo.co.uk/service-maintenance calls us on 02392 491735 or email service@uk.coltgroup.com

Choose Colt Service Expertise built on experience.

UKREIIF 2023

TRANSFORMING THE PROPERTY LANDSCAPE

Therewasn’t a superyacht in sight, nor were delegates basking in southern France temperatures a la MIPIM. But the sun did shine brightly on Leeds for the second annual UKREiiF. The event welcomed industry leaders to discuss the future of the UK’s property sector, its challenges and the growing need to foster collaboration between key stakeholders.

GREENER REAL ESTATE

With sustainability and technology at the core of its agenda, UKREiiF sought to find out what it would take to create a greener, more resilient, and forward-thinking real estate landscape. In one session, chaired by Nicola Haigh, Head of Real Estate at Lloyds Bank, the general concensus was that the UK is some way o where it needs to be when is comes to carbon reduction. This was voiced by Simon McWhirter, Director of Comms, Policy and Places for the UK Green Building Council. “The industry needs to take a proactive

role in transforming its practices. The implementation of current government policies alone is insu icient to meet carbon reduction goals because, at the moment, we are miles o [our targets],” he said.

Establishing a unified definition of social value and ensuring consistency across the UK’s facilities management sector is crucial. In the aptly named session ‘the role of social value in the ESG landscape’, it was agreed that a whole variety of built environment stakeholders must join forces to achieve this, uniting under a shared vision, a common language, and an approach that drives measurable impact while championing the vital voice of the community.

British Land has embraced a sustainable strategy that revolves around three key pillars: green places, thriving spaces, and responsible choices. By prioritising environmental sustainability, fostering vibrant communities, and making responsible decisions, British Land is attempting to set an example for others in the industry

to follow. Their approach feels like a genuine commitment to creating spaces that benefit society, both now and in the future.

Charlie MacDowall, Engagement Manager (smart places) for Monstarla, explored the notion of work environments and their impact on employee productivity. She asked how significant the role of the workplace is now. “Does it truly matter what people are doing and the environments they are provided with?,” she put to her panel. MacDowall’s own company recently conducted a study that delved into four distinct modes of working, emphasising the need for organisations to invest in each of these modes to maximise their workforce's potential. The reality is that not everyone thrives under the same conditions, and it is crucial to acknowledge and accommodate these di erences. Some individuals may excel in collaborative settings, while others may prefer solitude or require a sense of urgency to perform optimally. Recognising these varying work styles is vital. On the panel, John Nordon, Creative Director at igloo Regeneration, said a more focussed approach centred solely on the o ice environment is necessary, combined with a blend of di erent spaces that can be utilised e ectively.

DRIVING DIVERSITY

It was also evident at UKREiiF that there is a clear e ort to improve gender balance and diversity, particularly in mixed-gender panels, and especially compared to other similar events such as MIPIM.

Women in Architecture (WIA) held a fringe event, moderated by Professor Igea Troiani, WIA UK chair and Head of Division of Architecture at London South Bank University. The event explored

how to create inclusive conversations and spaces for women in real estate and construction events, particularly the large and high-level industry ones. Some suggestions included reducedprice tickets, reduced hours, or price incentives to companies bringing in a mixed team.

On the suggestion around more women’s events, the consensus was that women need not be tokenistic or provided with events such as yoga lessons or planting. Instead, women enjoy and want to enjoy equal treatment, free from gender-biased assumptions or activities.

Amid this period of uncertainty, it was reassuring to hear that there are immense opportunities waiting to be seized. Oliver Shah, Associate Editor at The Sunday Times, predicted three main things that will reshape the real estate industry: changing behaviour, the green agenda, and innovation & technology. He said within his keynote speech: “The UK building stock is ine icient, many buildings are not fit for purpose. There is – or will be – too much unlettable space. There is an opportunity for those with the will and vision (and money) to reconfigure these buildings. The UK needs an industrial strategy to drive everything from renewable and cleaner energy to the retrofit prerogative. There will many opportunities when that starts to take shape.”

The bottom-line: less talk, more action.

In May, the UK’s Real Estate Investment and Infrastructure Forum (UKREiiF) took place in Leeds City Centre, focussing on how real estate can better connect people, places and businesses to accelerate and unlock sustainable, inclusive and transformational investment. Craig Peters, Senior Consultant at Magenta Associates reports.

CELLULAR COVERAGE

Nick Hawke, Business Director of in-building wireless communications solution providers Pan RF, discusses the importance of in-building cellular connectivity

It’s a common misconception that poor mobile coverage inside buildings, arenas, shopping centres etc., is the fault and, therefore, responsibility of the four major network operators (MNOs). How o en do we blame our provider when we have a call with intermittent signal, or worst still, the call keeps dropping out? When using our phones, and this happens, we don’t moan to the building owner or the boss; we blame O2 or Vodafone.

But the lack of in-building mobile signal is not always down to your network provider but is more likely due to poor wireless infrastructure in the building that you’re in. Without the correct foundations in place, you won’t get any signal. Coverage can be a ected by multiple factors, from Low-E glass windows and modern building materials to thick walls in older buildings. Plus, the location of the building can have an impact; for example, the position of the local cell sites and high population density in urban areas will a ect the capacity and coverage available on your network inside the building.

MOBILE OVER LANDLINE

A Pan RF poll declared that 78 per cent of o ice workers use mobile phones at their

desks, in meeting and communal areas, instead of a landline. Therefore, landlords and employers need to meet their expectations.

We are increasingly seeing o ice workers and tenants becoming more discerning about intelligent technology; they bring their own devices (BYOD) to the workplace and are working and conducting meetings in ways that need consistent coverage. Tenants want the infrastructure to work; they don’t want to put up with sketchy coverage, dropped calls, slow email downloads, or frozen video meetings.

Pan RF are seeing builders and architects planning for in-building mobile coverage at design and during the build phase. But for existing properties, buyers and FMs need to conduct a site survey of the four major networks before purchasing or taking over a building to ensure the least disruption to tenants.

Essentially, there are two system types, Passive or Active. The di erence between them is a function of how the RF signal is distributed around the building. Don’t get wrapped up in the terminology; the essential elements are the di erent signal distribution methods and when to deploy one.

PASSIVE DAS

A Passive DAS system has no active components, meaning the RF signal is distributed from the signal source (Base Station or repeater) around the building with devices that require no external power, just combinations of coaxial cable, splitters, couplers and antennas. Essentially it is plumbing for mobile phone signals.

ACTIVE DAS

An Active DAS, in general terms, describes any DAS with active elements that need power; this could be at the coverage or network units. Regardless of the type, all Active DAS will have a Master Unit that accepts signals from the MNOs. The Master unit converts the Radio Frequencies to light and distributes the signal over Fibre or another structured cabling around the property to their network units. Essentially this is like a computer network for mobile signals.

While there have been incredible technological advancements and a huge shi in the working environment, in-building cellular mobile connectivity has lagged far behind. For FMs and building owners, ensuring robust cellular coverage is no longer a luxury, it is a necessity.

Under the Regulatory Reform (Fire Safety) Order 2005, it is the legal duty of the “Responsible Person” to oversee the maintenance and testing of fi re safety systems. This includes fi re dampers and smoke control dampers, which are invaluable when it comes to maintaining the integrity of a building’s fi re strategy.

To ensure you meet the standards set out in BS 9999, your dampers should receive a full service once a year, be inspected at 6-monthly intervals and have 3-monthly functionality tests carried out by a competent servicer such as Kingspan Light + Air. Talk to us to arrange a visit.

The Kingspan Light + Air approach to damper maintenance

Proper, preventative, pre-emptive service work undertaken by our qualifi ed specialists not only ensures that BS 9999 standards are met in full, but also offers considerable savings in time and money.

We will conduct the following procedures to ensure that successful and legally compliant damper maintenance is carried out:

Review and Advise

Our engineers will look over existing damper maintenance provisions, review maintenance processes and offer advice on how best to proceed.

Kingspan Light + Air

Survey and Plan

We will survey the site, verify damper locations and locate dampers to get a clear picture of the scale of the operation and an idea of the existing maintenance schedule.

Service and Report

We’ll check each damper individually, ascertaining the operational status of the system and all HVAC controls on-site.

Repair and Replace

We will consider which dampers to repair and which to replace, creating a cost-effective and considerate strategy for moving forwards.

Assist with Asset Register

On completion of the damper review process, we will assist in the completion of all asset registers, including the location, specifi cation and maintenance history for all dampers covered by the service contract.

Mellyn Mair Business Centre, Lamby Industrial Park, Wentloog Avenue, Cardiff CF3 2EX

T: +44 (0) 29 2077 6160 E: info@kingspanlightandair.com www.kingspan.com/gb/en-gb/about-kingspan/kingspan-light-air

If fi re or smoke damper maintenance is your responsibility, we can keep you legal.

RETAINED EU LAW BILL: DO YOU NEED TO TAKE ACTION?

TheEU Retained Law Bill considers the ra of regulations introduced under the European Union and whether they should remain in place. The government originally planned to repeal or replace over 4,000 pieces of law by December 2023. However, on 10 May, ministers announced that the mass deletion would not go ahead. Instead, the government will produce a list of 600 laws it wants to replace by the end of the year.

So, although not quite as overwhelming, we could still see the removal of several pieces of legislation that govern and guide us. But, in reality, in terms of what needs to change in the running of the workplace to maintain a healthy and safe workforce, there’s actually very little – provided you are currently complying with your health and safety duties.

This is because, sitting above the many pieces of EU legislation is the UK’s health and safety legislation, which won’t change. The primary legislation – in the form of the Health and Safety at Work etc. Act 1974 (HSWA) – will still be there.

We’ll still be responsible for providing safe workplaces. Removing EU laws essentially takes away the toolkit that guides us in carrying out our responsibilities, but we’ll still have the legal duties to comply with what the HSWA imposes on us all.

WHAT DO WE LOSE WITH REMOVAL OF EU REGULATIONS?

EU laws outline specific detailed safety requirements that everyone has to follow.

Removing EU law could make people uncertain about what they need to do to meet the general safety provisions outlined in HSWA. With the lack of regulations and associated guidance, it will be di icult to know if you’re doing enough.

Currently, you can refer to the Approved Code of Practice (ACoP) attached to the relevant regulation, which gives practical advice on how to comply with the law. ACOPs o er practical examples of good practice and give advice on how to comply with the law by providing a guide to what is ‘reasonably practicable’.

For example, if regulations use words like ‘suitable and su icient’, an Approved Code of Practice can illustrate what this requires in particular circumstances.

Approved Codes of Practice have special legal status. If employers are prosecuted for a breach of health and safety law, and it is proved that they have not followed the relevant provisions of the ACoP, a court can find them at fault unless they can show that they have complied with the law in some other way.

you should continue to carry out this procedure, as HSWA, which will remain, still contains the requirement to understand and manage hazards in the workplace. The risk assessment process and the documents that are produced will show how you are doing that.

As well as the duty to protect, organisations need to be able to prove to clients and contractors that they have health and safety control measures in place.

If you continue to follow current guidance, you will be able to demonstrate how you are meeting your requirements under the Health and Safety at Work etc. Act. Without the Regulations, more companies may look to gaining the ISO 45001 accreditation as a way of demonstrating good health and safety management.

REGULATING HEALTH AND SAFETY

If several pieces of legislation are removed, it could make it challenging with regards to enforcement as the regulations help to set a benchmark that supports proportionality and consistency of approach by the HSE.

If you follow the advice, you should then be able to demonstrate that you are doing enough to comply with the requirements of the law. However, if any EU regulations are removed, so too would the accompanying ACoPs, leaving us without the toolbox that tells us how to comply with the law.

KEEP CALM AND CARRY ON!

If you’re currently implementing good practice that has been derived from the ACoPs attached to the regulations, keep doing what you’re doing. You should be able to evidence that you are still carrying out your legal duties.

For example, the requirement for a written risk assessment is contained in the Management of Health and Safety at Work Regulations 1999. However, if the regulations are no longer in place,

There is also a concern that, given uncertainty about how to comply with the Act, businesses would find themselves more likely to be prosecuted for failing to protect their sta and the public.

Without guidance, di erences of opinion could end up with di erent industry organisations creating conflicting working practices and procedures.

The HSE could produce guidance as ACoPs under the HSWA – a robust series demonstrating best practice, which businesses can base their procedures against.

CONCLUSION

The di iculties we face are not because we will no longer have legislation, but without clear, detailed information there is an increased risk of accidents, work-related injuries and ill health situations occurring. Whilst Whitehall continues to sort its own house out, employers are urged to carry on doing what they have always done.

After months of debate, the Government has made a u-turn on its plan for thousands of EU-era laws to expire automatically at the end of this year. Whatever happens, says Kate Gardner, Health and Safety Trainer for International Workplace, we just need to keep doing what we’re doing

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MEETING THE FUTURE

FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET

From small spaces to executive places, Ed Morgan, COO of DisplayNote has advice on upgrading meeting room tech for every scenario

Intoday’s dynamic business environment, meeting rooms play a crucial role in fostering collaboration and communication among team members. However, with varying room sizes and functions, it can be a challenge for facilities managers to select the right technology that caters to the needs of all attendees, including in-person and remote sta .

HUDDLE ROOMS: MAXIMISING EFFICIENCY AND COLLABORATION IN COMPACT SPACES

Huddle rooms have gained immense popularity in recent years, as businesses recognise the potential of these compact, informal meeting spaces to foster quick, e icient collaboration among small groups. Typically designed to accommodate 4-6 people, huddle rooms o er a budget-friendly alternative to larger meeting rooms, while still providing the essential technology to enhance communication and productivity. Here are some coste ective and e icient technology solutions to consider for huddle rooms: A ordable video conferencing: Equip the space with a budget-friendly, yet reliable video conferencing camera and a user-friendly platform. Prioritise solutions that o er su icient video and audio quality to facilitate smooth interactions with remote team members without breaking the bank.

Value-for-money audio solutions: Invest in a compact, cost-e ective speakerphone with noise-cancellation features to ensure clear audio for all participants. Consider options that o er the best balance between price and performance, making it a smart investment for smaller meeting spaces.

Wireless presentation: Implement an a ordable wireless presentation system that enables users to share content from their devices quickly and easily, without the need for cables and adaptors. Opt for solutions that o er

seamless compatibility and ease of use at a reasonable price point or explore so ware only solutions that are less expensive.

Interactive displays with a purpose: Instead of splurging on a top-of-theline interactive display, choose a versatile, touch-enabled display that o ers essential features for real-time collaboration and annotation at a competitive price. This ensures that the huddle room remains a cost-e ective space for dynamic discussions.

MEDIUM-SIZED MEETING ROOMS: THE BRIDGE BETWEEN INFORMALITY AND FORMALITY

Medium-sized meeting rooms, typically designed for 8-12 people, serve as the bridge between small huddle rooms and large boardrooms. These spaces are ideal for presentations, team meetings, and client calls. To make the most of these rooms, consider the following technology solutions:

High-quality video conferencing: Select a video conferencing system with a wide-angle camera and high-resolution capabilities to accommodate a larger group of attendees.

Audio systems: Opt for an expandable audio solution with multiple microphones and speakers to ensure even sound distribution throughout the room.

Wireless presentation: Choose a robust wireless presentation system with the ability to accommodate multiple presenters, guests, and di erent types of content.

Interactive displays & virtual whiteboards: Integrate an interactive dispay that supports digital annotations, content sharing, and real-time collaboration, enabling attendees to contribute actively during discussions.

BOARDROOMS: THE EPITOME OF FORMALITY AND DECISION-MAKING Boardrooms, usually reserved for

high-level meetings and decisionmaking sessions, o en host 12 or more attendees. To meet the unique requirements of these formal spaces, consider investing in the following technology:

Premium video conferencing: Deploy a top-of-the-line video conferencing system with advanced features such as speaker tracking, multiple camera angles, and noise-cancellation capabilities to deliver an immersive, professional experience.

Advanced audio solutions: Implement a state-of-the-art audio system with ceiling microphones, multiple speakers, and advanced audio processing capabilities to guarantee clear and intelligible sound. Wireless presentation and collaboration: Provide a highperformance wireless presentation solution with support for multiple simultaneous users , easy guest access, network friendly and seamless content sharing across devices.

Large interactive displays: Install a large interactive display with touch capabilities to facilitate collaborative decision-making and content visualisation.

ONE-TOUCH MEETING JOIN

SOFTWARE: STREAMLINING THE MEETING EXPERIENCE

Regardless of the room size, one-touch

meeting join so ware, such as Launcher from DisplayNote, simplifies joining and managing meetings for in-person and remote attendees, regardless of room size or function. By integrating with popular calendar and video conferencing platforms, it allows users to quickly access scheduled meetings, streamlining the process and reducing IT support burdens. This solution significantly enhances collaboration by o ering a consistent user experience across various meeting spaces, enabling participants to focus on content and objectives rather than struggling with technology.

CONCLUSION

Tailoring technology solutions to accommodate the unique requirements of di erent meeting spaces, from huddle rooms to boardrooms, is essential for fostering a productive and collaborative environment. As a facilities manager, it’s crucial to carefully assess the specific needs of each room and invest in technologies that provide a seamless experience for both in-person and remote sta .

By implementing tailored video conferencing, audio, wireless presentation, and interactive display solutions, you can create a versatile and e icient meeting infrastructure that empowers your team to collaborate e ectively.

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@CIBSE Towards Net Zero 2023 - Call for Evidence! The Good Growth by Design programme at the GLA are building a directory of projects for a new report, Designing for Net Zero 2030. Find out more & submit your project as a case study - https:// buff.ly/43uTGVm @LDN_gov @MayorofLondon

Nigel Oseland linkedin.com/in/nigeloseland

There has been much recent speculation on post-pandemic office occupancy levels and the reasons why they vary between organisations. Myself and psychologist Prof. Gary Raw are conducting research in partnership with MillerKnoll and Workplace Trends to understand the appeal and relative attractiveness of working in the office and working from home. We would appreciate if you would complete our short survey https://lnkd.in/eEvwbV4Q

@IWFM_UK Explore our new Market Outlook survey report 2023 findings. The report puts the key questions direct to the professionals, providing members with vital insights into the sector’s performance over the past year. http://ow.ly/uETX50O7V95

Campaign for Better Transport

@CBTransport We’re looking forward to #BetterTransportWeek, 12-18 June Among many other things, it will celebrate sustainable ways to move goods around, from cargo bikes to rail freight - because better transport means #betterbusiness. https:// bettertransport.org.uk/better-transportweek/

@RICSnews Applications are invited from all RICS professionals who are interested in leading a Professional Group Panel. Have an impact on best practices, thought leadership, and CPD for our valued members. Submit your application: http://ms.spr.ly/6017geA3J

Pauline Simpkins CIWFM BSc https://www. linkedin.com/in/pauline-simpkins-ciwfmbsc-54b25125/ Head of FM, Historic England

It’s not every day that you get the chance to have a behind the scenes tour of the @ WalesMillenniumCentre We learnt how to prepare for disaster, how to deal with a situation should the worst happen, how getting the right insurance can get us back on our feet, and we enjoyed a fabulous lunch in the sun. Huge thanks to the speakers, delegates, the Centre for hosting, and to @ThomasCarroll for sponsoring the event.

TOBY FELDMAN, MARKETING EXECUTIVE AT INFRASPEAK

HOW CAN WE ATTRACT MORE TALENT TO WORK IN FM?

As I wandered around the Facilities Show 2023 in the ExCeL Centre, London, chatting to managers from companies big and small, I asked people: “What is the biggest challenge impacting your operations right now?” They’d respond along the lines of: “Hiring! Absolutely. It’s really, really hard to fill vacancies at the moment”

Immediately, I put on my investigative hat and set out to try and find out mo.re. The results are, to say the least, quite interesting.

At first glance, a vacancy in FM doesn’t seem like it would be hard to fill. This market is projected to nearly triple in size, from $42 billion in 2021 to $109 billion by 2028, with a remarkable annual growth rate of over 12 per cent. It is an industry driven by innovation and technology, enabling new and exciting developments.

A quick search will show London-based vacancies for Heads of Estates paying upwards of £70,000, and Fire Door Inspectors paying over £50,000. This isn’t exactly loose change, is it? Peel back the glistening sheen and you’ll see an industry facing something of a hiring crisis.

Recent research found that 84 per cent of interviewed companies have vacancies they are struggling to fill, ranging from entry-level technicians to C-suite executives. This problem is showing no immediate signs of abating, and indeed, at the current pace, it will get worse before it can improve. There are major challenges that may play into the talent gap.

The Flexibility Gap

This refers to expectations that sta have in today’s world of work, and the possible misalignment that our industry o ers in common packages. Seventy Six per cent of people want flexible working hours, but is our industry matching expectations? Are you still “o ice only”?

During the pandemic, we saw the positive impact of having more control over work schedules on wellbeing, quality of life, and happiness. While some tasks require on-site presence, modern technology allows flexibility for many others. Employers can accommodate this by:

• Adopting a “remote first” policy, allowing sta to work from anywhere as long as on-site presence isn’t necessary.

• Covering travel expenses as a standard policy to show empathy and compensate for commuting time.

• Providing perks like company cars, generous vacation and bonus allowances, as well as opportunities for the team to socialise in person.

The Age Gap

The FM industry has gained a reputation as an “old

person club,” and this perception is not entirely unfounded. The average age of an FM manager is 51, and 23 per cent of FMs have over 20 years of industry experience. What message does this convey to young talent starting their careers? Are they even considering FM as a viable option?

FM and service companies need to do more to attract and support this younger generation of talent, especially considering that up to 30 per cent of the current workforce will retire by the end of the decade. Churn is coming, and you need to be ready.

Invest in young talent now and prioritise candidates with degrees in FM. It doesn’t make sense to risk losing the knowledge they’ve acquired at university by favouring candidates solely based on experience, which might discourage them from pursuing a career in the industry.

Diversify the training approach for young starters to create a positive experience. This can include training courses, shadowing opportunities with experienced team members, and exposing them to dynamic work events like industry shows, team socials, and retreats to foster a sense of connection.

The Appearance Gap

How can we make candidates truly see how awesome our company is? Solutions include increasing flexibility and aligning compensation packages with industry expectations, embracing young talent and providing them with opportunities to grow.

We need to change people’s perception of the industry. In the facility and maintenance management world, prospective employees want access to the best technology. There are IMMPs on the market that allow them to work centrally and collaboratively, and they’ll be attracted by the proposition. This is critical — o ering your sta and prospective employees the right tech changes the perception of your company and allows you to position yourself as a true market leader.

Toby Feldman, Marketing Executive, Infraspeak

Diversity, equity, and inclusion (DEI) have been increasingly prioritised by employers in the last few years. Research by Glassdoor suggests much of this is in response to employees’ increasing call for evidence that employers are committed to equality. However, the research also suggests that much more still needs to be done before equality can be achieved in the workplace. FM has struggled in the past with a lack of diversity, so what can be done to improve DEI in the sector?

culture (37 per cent), fostering a sense of belonging (31 per cent), feeling personally valued (27 per cent) and bringing together new ideas and perspectives (26 per cent).

Moreover, 28 per cent of our respondents said a DEI-focused workplace would make them want to continue working at their company. The top-ranked change, called for by 48 per cent of respondents, was more flexible o ice spaces. This was followed by 39 per cent who would appreciate better communication about how these spaces can be used.

In our survey, the belief that catering for neurodiverse individuals with flexible spaces – for example, quieter spaces with muted colours for hypersensitive individuals – would

THE WORKPLACE INTERIOR EXPERT’S VIEW PAUL DARE, HEAD OF DESIGN, MORGAN LOVELL

Employees’ awareness of DEI in the workplace is at an all-time high. Which makes the business case for spaces that support DEI even stronger.

We recently surveyed 500 UK employees to find out if DEI was on their radar, how they thought their employer could improve it, and what impact it had on their productivity at work. The results showed extremely high awareness of DEI, with nearly 90 per cent of respondents commenting positively or negatively on how it was reflected in the design of their physical working environment.

Even when employers showed some awareness of the issues around DEI, the largest group of respondents (44 per cent) still saw room for improvement. Sadly, 18 per cent said their o ice did not reflect DEI at all. This data highlights the scope of opportunity awaiting employers who want to make a positive change to their working environment.

Building DEI into o ice design can help attract talent, boost overall employee wellbeing and foster a more positive attitude towards work. Almost 80 per cent of the people we surveyed said that considerate DEI had a positive impact on them.

The top ranked benefits included boosting team morale and

improve DEI in the workplace was universal, crossing all age groups from 18- to 65-year-olds.

Younger people showed the highest overall concern for DEI, with 71 per cent of 18–20-year-olds reporting that more inclusivity helped to bring together new ideas and perspectives, and 57 per cent reporting that it boosted team morale and made them want to continue working in their position.

This demographic represents the workforce of the future – an important one to consider when future-proofing workplace design. Designing for DEI will likely play a crucial role in attracting and retaining the top graduate talent to your organisation and will ensure a fit-out that is more sustainable in the long term, catering for your workforce as it changes over time.

Do people need more quiet zones, multi-faith spaces, medical facilities, gender neutral changing rooms, or games areas, for example? Does your space cater for employees who are visually impaired or use a wheelchair? Building the needs of every team member into your design strategy creates a physical space in which DEI can thrive and is strong evidence of a working culture that helps everyone feel they belong.

THE DIVERSITY AND INCLUSION EXPERT’S VIEW

MIN RODRIGUEZ, NHS PROPERTY SERVICES’ HEAD OF EQUALITY, DIVERSITY AND INCLUSION

It can be di icult for organisations in the FM sector to know where to start and how they can make the most gains. Beyond recruiting a more diverse workforce, FM employers need to take on the more complex challenge of actively embedding a positive workplace culture that engages and enables colleagues to stay, thrive and feel a sense of belonging. Everyone has a role to play to create an inclusive workplace environment and this must

Paul Dare

In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management

start from the top down. First, organisations must ensure that senior leaders are responsible and accountable for embedding positive values and behaviours throughout the organisation. Leaders must be equipped to do this e ectively or hire experts in the field who can adopt this responsibility. Measurement of leaders’ performance should equally measure and assess customer, patient, client satisfaction and outcomes, as well as culture and inclusion. At NHS Property Services (NHSPS), we have established a board-level committee to support and drive our culture and inclusion agenda and are accountable for our Culture and Inclusion Strategy.

Learning interventions are crucial to embed a positive organisational culture further. This can help managers understand their role and accountability in driving DEI across teams. Internal networks can be particularly powerful in creating spaces for groups to share experiences and help drive forward the DEI agenda. For instance, we have a of number of peer-led network groups including Prism (LGBTQ+), BlackNet (ethnic minority colleagues), Disability at NHSPS, and Women at NHSPS. Our colleague networks also hold us to account. Lived experience really is key, and this means staying connected with colleagues and creating safe spaces for everyone to contribute and challenge, taking any positive and negative comments in equal measure and accepting them without prejudice.

policies and practices and their impact on diverse groups. Monitoring policy implementation regularly can ensure increased equitable outcomes for all. As the saying goes, ‘what gets measured gets done’ - whilst equality standards and other organisational tools are useful for reporting, it’s the actions taken, and the measures used to track progress that makes the most di erence.

THE CLEANING CEO’S VIEW DOMINIC PONNIAH, CEO CLEANOLOGY

As suppliers to the FM sector, cleaning businesses face many of the same struggles when it comes to diversity, equality, and inclusion. Historically, the situation has perhaps been even more stark. While women and people from ethnic minorities feature heavily on the payroll for low-paid, unskilled work, managers and directors are typically white and male.

Understanding the demographic profile of your organisation is critical, not just to focus resources effectively, but to ensure that all voices can be heard and supported appropriately. Workforce diversity data will indicate how and where an organisation might lack representation, which can be used to inform next steps.”

At Cleanology, we do not operate quotas, but sta in our multilingual business come from over 20 countries and ethnic backgrounds and speak six di erent languages. Our cleaning operatives come from 34 di erent countries. We are also fortunate to have recruited and retained roughly 40:60 male and female employees, with women making up 40 per cent of managerial and senior roles.

di erent languages. Our cleaning operatives come from female employees, with women making up 40 per cent of

Recruitment from within the organisation has had a strong impact on the diversity of our organisation at every level. As well as being led by a young ethnic minority CEO, our senior leadership team is made up of two-thirds ethnic minority background men and women, recruited purely on their own merit and performance.

appropriately. Workforce diversity data might lack representation, which can be used to

Understanding the demographic profile of your organisation is critical, not just to focus resources e ectively, but to ensure that all voices can be heard and supported appropriately. Workforce diversity data will indicate how and where an organisation might lack representation, which can be used to inform next steps. An organisation might need to start gathering data for the first time or consider improving the rate of disclosure across their workforce. Employees will need to feel confident that their personal data will be safe, confidential, and be used for the right reasons. For instance, we used our data to inform an ongoing series of lived experience sessions with diverse groups of colleagues to learn more about how we can better attract, recruit, develop and retain. It makes absolute business sense to use our communities with a vested interest to help us grow.

Importantly, organisations must measure their progress to embed continuous improvement, for example by reviewing

To win the trust of any marginalised group, employers need to show, rather than tell.

employers need to show, rather than tell.

to fair pay. In 2022, 99 per cent of all our new business

resulted in us winning a Living Wage Champion Award in 2021.

We show that we value all sta with a commitment to fair pay. In 2022, 99 per cent of all our new business was won paying the Real Living Wage or higher, and our long-term commitment to fair pay in the cleaning industry resulted in us winning a Living Wage Champion Award in 2021. There is no clearer message for sta to show that they are valued. The importance of role models should not be underestimated. One of the most recent additions to the Cleanology board, Jade Collazo – our Director of HR – started at the company as a temp. She cites a strong female role model in HR, and having a young, ethnic minority CEO as powerful influences in her journey. One of the standout results from recent sta surveys is the fact that we have been able to foster a significant LGBTQ+ community in the business, where all groups feel safe and welcome. Seven and a half per cent self-identified as LGBTQ+, compared to the national average of 2.2 per cent. In every survey over the past two years,

Min Rodriguez

Dominic Ponniah

MinRodriguez

91–96 per cent of our sta agree that ‘Cleanology is fully-dedicated to diversity and inclusivity’.

Having a culture which embraces diversity and inclusivity helps create tangible benefits. One of the most important is sta retention. The UK cleaning industry’s retention average is only 79 per cent compared to a UK general average of 86 per cent. Through a combination of its culture, communication, compensation, onboarding, training, and recognition and reward, Cleanology achieves a retention rate of 94 per cent, possibly the highest in the industry.

THE FACILITIES MANAGEMENT SUPPLIER’S VIEW LYNZIE WILLS, WELLBEING, DIVERSITY & INCLUSION MANAGER, CHURCHILL

Having previously spent 17 years in the banking sector, and from my “outsider” perspective I think that one of the biggest barriers to improving DEI is a lack of awareness about the sector itself. Personally, I didn’t know a huge amount about FM and how broad it is prior to joining Churchill. I have now seen how many industries and locations are touched by FM, and while the sector could certainly benefit from increased DEI, I do think there is generally a good foundation in place.

It's up to all of us to increase awareness. Practical strategies include signing up to programmes such as the Care Leavers Covenant and Neurodiversity in Business (NIB) charter. Fourty five per cent of people surveyed by the National Autistic Society have lost a job because of challenges caused by autism, yet a CIPD poll in 2018 found that only one in 10 businesses were focusing on neurodiversity at work.

That may have improved slightly in the years since, but there is no doubt a big disparity between what support businesses o er versus what people need. Through the NIB charter, we can educate, celebrate and empower our employees, ultimately making our workplace a more inclusive environment for all. Various charities estimate that around 15 per cent of the UK population have at least one neurodiverse condition, so we are neglecting a huge number of people if we don’t consider their needs.

The other key area we can look at to improve DEI is about showcasing FM as a career, right from the first time someone sees a job posting. Again, I think there is a big misconception around the art of the possible when it comes to career opportunities and development with the FM sector - the possibilities are endless for a successful, fulfilling career.

Sharing role openings in places such as Women in FM and on diversity job boards is a good first step, but there is much more that can be done. We also need to consider the language that we use in postings as sometimes not getting the language right can be a deterrent without realising. This is why awareness and understanding is key when it comes to DE&I, to ensure we are transparent in our hiring and not exclusive or excluding to some.

Mentoring is also an important part of what we do at Churchill. We already have a very diverse senior leadership team who share their

development journeys to inspire and motivate others from similar backgrounds to reach their potential.

We can’t transform DEI in FM overnight, but if we all commit to these types of ideas then the sector will certainly be heading in the right direction.

THE ARCHITECTURE PRACTICE’S VIEW WILLIAM POOLE-WILSON, PRINCIPAL AT WILL+PARTNERS

With an increasing call for evidence that employers are committed to equality, businesses need to develop their DEI strategies to attract and retain a diverse pool of talent. We are extremely proud of our e orts to harness and enrich a diverse cohort of multi-skilled and talented members of our workforce. This didn’t come without active conscious engagement and a strong DEI roadmap from our team, however. It is very easy for any business to implement a number of changes or developments that may superficially appear to be a positive engagement, but new generations and newly developed workers will see through any façade. This is why it is essential for businesses to implement a living, breathing DEI strategy. It needs to live, breathe, grow and change with your business and people. You cannot put in hard work, launch a programme, and then plateau and think you’ve got your DEI and that’s that.

We launched the WILL Academy, our Apprenticeships programme, to open up the world of architecture by o ering an accessible route into the industry. Its establishment stems from hearing the stories from some of our own sta about how getting a step up into the industry can be burdened by numerous obstacles. Traditional educational pathways o en prove to be financially draining, time-consuming, and lacking in diversity. These challenges can be disheartening for individuals aspiring to enter the industry, particularly those from ethnic minority backgrounds. One of our very own architecture superstars, Ayokunle Ambali, has been doing fantastic work in speaking out and raising awareness about the challenges faced by some in the industry and beyond. Race, gender, social class and more are sadly the basis of barriers that many face and it’s our job as a business to challenge this with a strong and robust diversity, equality and inclusion stance.

It is vital that we all take a moment to consider those around us, have these important discussions and continue to evolve how we make the workplace a diverse, equal and inclusive environment. There is still a path ahead of us for some of the goals we should all aspire to. But it is us, here, now, who can make these immediate actions to help guide us along that path and keep us moving forward.

William Poole-Wilson

Lynzie Wills

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HOME FROM HOME

We spend so much time and e ort ensuring our homes are comfortable, why not prioritise workplace comfort? Stacey Charlesworth, Design Director at commercial interior design, build and delivery business, ADT Workplace, suggests six key o ce design considerations

Providing a comfortable o ice environment can not only help to improve the happiness and wellbeing of employees, but also have a significant impact on the overall success of a business, through increased performance and productivity and reduced absenteeism. Despite the clear benefits of providing a comfortable environment, in recent research we carried out among UK o ice-based workers, only 6.4 per cent of workers rated their workplace as excellent when it came to comfort.

The research, which explored what people really want from their workplaces post-pandemic, also placed comfort at the top of the list of factors that will make people more likely to work from the o ice

(as opposed to at home). A third (33 per cent) of people we spoke with said they would work from the o ice more regularly if it was more comfortable, closely followed by a wider choice of workplace settings (32.2 per cent) and if there was a positive company culture (29.2 per cent).

Facilities managers have a central role to play in ensuring the comfort of the workplace, but with so many influencing factors, and a long list of other responsibilities, where do you start? What do you need to consider when it comes to creating a comfortable environment for your teams?

WORKPLACE SETTINGS

Agile workplace environments are designed

with complete flexibility in mind, giving employees the freedom to work in a setting they choose to suit their needs at any given time. This could be individual working at a traditional desk, at a stand-up desk, in an open booth, in a sound proofed quiet pod or with their team in huddle areas, at flexible working tables, in private meeting rooms, or in open plan collaboration and creative zones. Having become the norm over recent years, agile environments play a key role in supporting and improving the comfort of people at work, and should be a must-have for any modern business looking to provide the best environment for their people.

The selection of ergonomic furniture plays a key role in delivering comfort, no matter what the setting. For example, an o ice chair featuring an adjustable seat, arms

and back rests, and a swivel will reduce discomfort, improve posture and maximise e iciency. Equally, choose desks which can be modified to accommodate both sitting and standing positions, as well as adjustable computer monitors, to allow people to alter their position throughout the day.

TEMPERATURE

Thermal comfort is ranked as one of the highest contributing factors influencing overall satisfaction in buildings, and o ice workers who are satisfied with their thermal environment have been proven to be more productive. That said, thermal comfort in the workplace can be challenging to navigate due to the combination of environmental factors, such as air temperature and humidity, and personal factors, like clothing and preference.

Providing choice through a zoned and controllable heating and cooling system, will support a healthy environment and improve comfort levels. Installing thermostats and sensors to monitor and regulate a consistent temperature will also help create a comfortable space, as well as comply with occupational health and safety regulations.

LIGHTING

Research has shown that access to natural light while at work has a multitude of positive e ects on employees’ physical and mental health. It helps balance circadian rhythm, which plays a crucial role in improving sleep quality, as well as regulating moods and behaviours, which boosts satisfaction levels while reducing anxiety and drowsiness.

Locating the main work areas close to windows is a natural solution to increasing proximity to natural light for employees. The use of skylights and atriums is also increasingly popular. Utilising glass for internal walls and in meeting rooms is also a good way to keep an o ice space light and bright, and helps minimise the need for additional lighting.

lighting helps to create a comfortable environment and is ideal for use in employee wellbeing rooms and relaxation areas, to encourage individuals to take time out and unwind during a stressful working day.

ACOUSTICS

Noise levels can cause discomfort and distraction for employees, particularly in open plan o ce environments where sound can travel easily. In fact, research shows that two thirds of employees are less productive when exposed to just one nearby conversation, proving how essential acoustics of an o ce space are.”

Noise levels can cause discomfort and distraction for employees, particularly in open plan o ice environments where sound can travel easily. In fact, research shows that two thirds (66 per cent) of employees are less productive when exposed to just one nearby conversation, proving how essential acoustics

of an o ice space are. Even with wellconsidered o ice design, it’s inevitable that in some cases, external factors such as location in a high tra ic area, construction work, other building occupiers, and public transport links for example, will impact noise levels.

Features such as acoustic panels, walls, ceiling tiles, flooring, using sound-absorbing materials and even furniture, can reduce sound movement through an o ice, and reduce external noise. A combination of all of these is fundamental to ensuring employee comfort as well as maximising productivity. Layout of the space can also help – so providing somewhere private for people to hold meetings, having a space to work collaboratively, a quiet pod for individual work, or simply having

Facilities managers also need to consider that people require varying levels of lighting depending on the task they’re engaged in therefore controllable and flexible lighting solutions should be considered. For example, main open plan work areas should be well lit and bright, with additional task lighting installed where it may be required to aid focus and concentration. Ambient

somewhere to relax, will not only improve employee comfort but support wellbeing and satisfaction too.

AIR QUALITY

All employers have a duty under the Health and Safety at Work Act 1974 and the Workplace Regulations 1992 to provide safe and healthy air quality, and ensure that every enclosed workplace is ventilated by a su icient quantity of fresh or purified air. This is because poor air quality can lead to a host of potential health issues, such as headaches, fatigue, and even respiratory problems.

By reducing the levels of contaminants from external pollution, as well as controlling temperature and humidity to promote air movement and prevent condensation and mould growth, you can prevent the risks associated with poor air quality. In addition, providing good air quality in workplaces is proven to have a significant impact on employee productivity and improve their alertness and ability to focus.

Air quality will vary depending on the location and nature of each workplace so when considering your ventilation strategy, you should start by carrying out a risk assessment to identify and monitor which pollutants your team may be at risk from –for example this could be external pollution, VOCs (volatile organic compounds) or even building materials if based on a construction

site. Then work with an M&E expert to identify the steps you can take to minimise risk, and design an e ective ventilation strategy which is tailored to your employees and their working habits.

COLOUR

The natural step for many businesses is to use colours associated with their brand within their workplace design. While this can help to create a sense of belonging for employees and nurture company culture, it’s also important to consider the influence colour psychology can have on employee behaviour.

Colour psychology refers to the way people feel when exposed to certain colours and how they influence our emotions, actions and decisions. Will matching your workplace design to your brand colour palette encourage the emotions you want employees to experience within your workplace? For example, blue is known to trigger productivity and focus, so is a natural choice for main work spaces, while red is associated with feelings

of urgency but can also cause fatigue, so its overuse could have a negative impact. Greens can foster a calm and peaceful mood, so are ideal for use in relaxation areas to help create a comforting environment and encourage people to unwind. You could also make use of planting throughout the o ice, which will add subtle hints of green without it being overpowering.

THERE’S NO PLACE LIKE THE OFFICE

There is no doubt that the modern workplace is evolving at a rapid pace. The pandemic forced many businesses to change their operating models overnight, and the continuing emergence of new tech is driving innovations in the workplace. Coupled with the battle to attract and retain the very best talent, which is tougher than ever, the market has firmly shi ed in favour of employees when it comes to workplace demands, and what they are willing to accept. People now expect more than just a workplace – they want a home from home. Their workplace must o er a better experience than they can get at home, and organisations must react and raise the bar if they want their business to succeed. While there are many considerations, investing in the comfort of your employees with their wellbeing in mind, you can improve workplace satisfaction, retention, and productivity, and ultimately contribute to your business’ success.

People now expect more than just a workplace – they want a home from home. Their workplace must o er a better experience than they can get at home, and organisations must react and raise the bar if they want their business to succeed.”

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DIGESTING THE DATA

Before focusing on how to improve or optimise a digital workplace, it’s important to first take a step back and consider what exactly a digital workplace is. Simply put, a digital workplace is a virtual version of a physical o ice, where colleagues use tech to work, communicate and collaborate from anywhere. With the rise of flexible and hybrid working, ensuring colleagues are easily connected, whether they’re working in the o ice, from home, or in the field, is becoming more and more significant. For modern, forward-thinking facilities managers, tech and data are key to making the most of this transition.

As workplaces go digital, not only is data becoming more and more important, but

so is using and learning from it, and doing so e iciently. In fact, this was identified as a key trend for business leaders in our report, Digital Transformation: is facilities management ready?(i), with one of the senior figures quoted in the report as saying: “There is a renewed focus (at board level) on data, data accuracy and data reporting. Executive boards want that data quicker, faster and cut into di erent ways.”

It’s clear this focus on data has evolved past simply being a trend and is now a ‘must have’ for decision makers. Insights on everything from occupancy levels to the brightness of the lights, and everything in between, are all vital in enabling FMs to better understand their workspaces and, as a result, optimise and improve them.

A PEOPLE-FIRST APPROACH

When it comes to making changes to the workplace, digital or otherwise, it’s so important to factor in the thoughts and feelings of the workforce, rather than putting in tech for tech’s sake. This is where having the evidence and data is key to ensure that these environments are optimised for everyone’s use, rather than making decisions based on a hunch. The best way to gather this insight is, quite simply, to ask people. By using detailed workplace analytical tools, such as our very own ‘Sphere’, key decision-makers can gather direct insight on how people are interacting with spaces, the tasks they need to complete whilst in them, and whether the environment currently supports their productivity. This enables businesses to better support all colleagues including those who are neurodiverse as well as consider those with additional accessibility needs.

Tech has become increasingly central to how we all do business, with most workers now relying on multiple connectivity tools, with ease of access and use in

Simi Gandhi-Whitaker, Strategic Workplace & Technology

Director at Mitie believes that being able to collect and interpret data proficiently is the key to the success of the digital workplace

order to complete their tasks. For digital workplaces to bring the most benefit to colleagues, deployment needs to be driven by the needs of the people using it in addition to being backed and informed by data. By having this insight at an early stage, o en it’s possible to implement easy, quick wins with tech that will achieve bigger outcomes – for example you might discover the reason colleagues aren’t hosting meetings in a workspace is as simple as not even being able to book a meeting space!

With physical workplaces, FMs are increasingly focusing on improving comfort and accessibility for all colleagues, providing spaces that accommodate a diverse set of people. The same applies to digital workplaces – in order to optimise the environment for the people using them, you have to first look at the data.

WAIT, WHAT IS THIS DATA FOR AGAIN?

Data, for all its benefits, can be misleading if not analysed and used strategically. O en, less is more. Collecting data on anything and everything can be a waste of time and resource and result in ‘noisy data’ – the collection of a huge volume of data that is so vast it is near impossible to e ectively analyse.

It may sound simple, but the first question we ask of any customer is, ‘What problem are you trying to solve?’. It sounds so basic, but time and again we encounter businesses that aren’t focused on this central point. For more and more of the C-suite, this problem they are looking to solve is an answer to the question ‘Is my building worth the commute?’. We all know implementing technology requires an investment in both time and money – both commodities that are in high demand. However, with this insight in their arsenal, facilities managers have the firepower to make the business case to implement technology at the same breakneck speed as other sectors.

PRESENTATION IS KEY

With all this information at our fingertips, it’s important to remember that not everyone accessing it is a data scientist. Rather than simply collecting data, it needs to be easily digestible. We’ve integrated this into our ‘Mozaic’ MI Platform, which provides detailed workplace insight reports using real-time data at the click of a few buttons. With this information to hand, FMs can easily access the latest status for the entire property portfolio. Having surveyed our colleagues and customers using the system, we learnt

that actually, providing an initial high-level overview and then having the ability to drill down into the more granular detail is the most e ective way for them to access the insights they need.

The collection, processing and presentation of data all need to come together, to make sure that the insights provided bring actual value to colleagues both in the physical and digital workplace.

ALWAYS IN BETA MODE

Our most e ective customers think of their buildings, workspaces, and technology solutions holistically – constantly evolving alongside the organisation. Though o ice workers were all thrust into a digital workplace and hybrid working with the onset of the pandemic, it is still a relatively new concept. Because it’s in its infancy, the tools and solutions that make up digital working are also new, with plenty of room

for further optimisation. Taking a scienceled approach, using data and analytics to guide this strategy is key to directing these improvements.

Whether it’s workplace apps that gives users a more seamless experience with the help of AI technology; using MI and data to give real-time analysis that can drive real-time cost e iciencies across a physical estate; connecting the building management system and incorporating 5G technology to connect it to an oT platform to provide live state on everything. By constantly reviewing the tech we have in place, analysing data (in real-time) to understand how it can be improved, and trialling new solutions, facilities managers can bring real value to businesses and their workforce.

When first rolling out any new tech, there will always be teething problems. For example, for both Aria (our workplace app) and Mozaic (our MI Platform), we focused

For digital workplaces to bring the most benefit to colleagues, deployment needs to be driven by the needs of the people using it in addition to being backed and informed by data. By having this insight at an early stage, often it’s possible to implement easy, quick wins with tech that will achieve bigger outcomes.”

on securing as much feedback as possible from colleagues and customers using these tools, working hard to address any common issues to make them the best they can be. By doing this, we made improvements to the user interface, the notification centres, the speed and navigation of the systems and more. But we were only able to do this by collecting data and focusing on the end users, to ensure that the upgrades to our tech gave our colleagues a frictionless experience. This dialogue is so vital and we work hard to ensure there is always a forum for users to share comments on how our tech solutions can be improved.

CONNECTING THE DOTS

As with our personal lives, there are countless apps that we can use to make our working lives much easier – be that enabling communication, logging tasks, highlighting broken equipment or even to order a cuppa from the co ee shop. However, it’s common for these apps to be unconnected, all

requiring their own log-ins and navigation –making learning to use them all di icult for existing colleagues and confusing for new starters. People will only use tech if it genuinely makes their lives easier – by combining all these workplace needs into one ‘connected workspace’ and encouraging more colleagues to use it, we can support the drive to a digital FM service.

RIGHT HERE, RIGHT NOW

As a facilities management company ourselves, we can’t forget our own thousands of colleagues working up and down the country in the field – be that providing maintenance to a manufacturing

site, climbing a telephone mast to complete essential works, or cleaning in a hospital. All of these colleagues will still access our workplaces, but in the digital sense. And for a business like ours, the ability to access it anytime, anywhere is the biggest benefit of the digitisation of our working lives. That’s why we’ve ensured all our workplace apps are also available on mobile, so our colleagues and customers can access the data and insights they need, whether at the o ice, home, or in the field.

We all know that tech is the future of every industry, and facilities management is no exception. Ensuring people are at the heart of this investment will be vital to ensuring that tech is not just adopted, but embraced by all. In the FM sector, this is our mission. The question is, do you choose to accept it?

(i) www.mitie.com/https-discover-mitie-com-digitaltransformation/

People will only use tech if it genuinely makes their lives easier – by combining all these workplace needs into one ‘connected workspace’ and encouraging more colleagues to use it, we can support the drive to a digital FM service.”

Calculating carbon is a process used to estimate the amount of carbon dioxide (CO2) produced by various activities, processes or entities. Once we identify and calculate major emission sources we can take appropriate actions to reduce them.

TM65 basic is a specific method designed for calculating embodied carbon in building services. Fittings are dismantled, materials are identified, weighed and quantified as a percentage of the total luminaire weight. TM65 Mid-Level is a type of analysis that requires a company to have had an assessment of the logistics, supply chain, delivery and disposal of their fitting.

These calculations are essential for understanding environmental impact and supporting climate change efforts. At the Regen Initiative, we are already using the principles of TM65 to demonstrate the benefits of embracing circular solutions and to provide data to support each one of our clients on their path to achieving Net Zero. Make circular solutions a priority and work with us towards a more sustainable future >>> theregeninitiative.com

Task Management Made Simple

• Comprehensive task management system simplifies tasking requirements.

• Digital operation reduces errors and operator time.

• Manages reactive and scheduled tasks.

• Enables tracking and updating of tasks when working in the field.

• iOS and Android compatible.

• Mobile operation enables offline operation. (connection required for uploading and downloading data)

• Meets growing demand for digital working.

We have saved over 6 days per month of resource time having the ability to auto trigger emails direct to our users, as well as now having access to key electronic data on audits being completed for ease of reporting.

NEW DRIVERS FOR CHANGE

In our focus on parking, three experts o er advice on providing high-quality parking solutions, the opportunities for FMs in reimagining o ce parking and how organisations can support the electric vehicle transition

BRANNAN COADY, CEO YOURPARKINGSPACE.CO.UK

The parking landscape has battled through tumultuous times over the past five years. The pandemic has resulted in more companies adopting flexible hybrid working options; government vehicle targets mean we now have more electric vehicles (EVs) on our roads, which will only increase as we approach the 2030 ban on sales of conventional petrol and diesel-powered cars; and technological advancements mean traditional methods of managing tra ic flow in car parks are becoming increasingly outdated.

This has caused a dramatic shi in how car parks are managed and what top-rated provision now looks like. Facility managers can rise to these challenges by being

proactive and understanding how carefully considered parking provision can not only improve their reputation but increase their revenue as well. In 2022, we saw gross revenue figures for commercial bookings increase to over £45 million. One leading supermarket chain we work with saw its parking gross revenue hit over £3 million, reinforcing the importance of managing a car park e ectively and the direct impact it can have on increasing revenue.

SAFETY FIRST

One of the first things an FM should consider is how safe their parking is, from both a customer and revenue standpoint. The traditional barrier has an increased probability of malfunctioning, which can

result in having to decide whether to manually manage tra ic flow by increasing authorised persons at the barrier, or leave the barriers up, which reduces the ability to know who is coming in and out of the car park.

Many people are now moving away from barrier-controlled tra ic solutions and opting for advanced Automatic Number Plate Recognition (ANPR) technology.

The switch to ANPR at entrance and exit provides a frictionless alternative to barrier downtime and creates an automated way to control car park occupancy whilst also providing 24/7 surveillance. The use of ANPR increases customer payments through fair and ethical management processes as it captures those who are entering without a paid parking session,

deterring them from future car park misuse.

What’s more, the data collected from the cameras can allow parking managers to create detailed driver profiling which can play a significant part in influencing future decisions for the running of the car park, such as additional autopay services for people who work in the building.

CHANGING WORKER ATTITUDES

There has been a mental shi with an increasing number of employees placing sustainability at the top of their priorities when deciding where to work. Installing electric charging points at a workplace is an obvious incentive which encourages those with an electric car to use available bays. Many FMs are looking to future proof facilities by increasing the amount of charging points above the current levels of demand with the knowledge that the number of EVs on the road is only going to increase.

Further incentives like considering emission-based tari s for private and business drivers allow FMs to promote and encourage customers to make greener choices. And providing pricing schemes and ancillary services that encourage short-term rental car clubs to use the venue can turn the dial for drivers seeking pragmatic mobility solutions. Either way, these can all be monitored through digital systems working alongside ANPR.

Although these solutions may incur up-front costs during an initial installation phase, by diversifying provisions, managers will increase the longevity of their car parks and, more importantly, their appeal.

PARKING SOLUTIONS FOR ALL

While regular o ice workers may be familiar with the site, visitors won’t. Therefore, it is important to implement a clear visitor journey through appropriate signage and lighting in the car park. Highlighting vacant or appropriate bays with lighting systems are a start.

Following this, there are now a host of ways to pay for parking such as

Express Payments (QR codes), Digital Kiosks, Pay by Mobile (App), IVR phone numbers, and Autopay, with each one enhancing customer experiences, as well as streamlining the payment process. Whichever system you choose, the ability to o er variable tari s and simple validation methods is key. Data-led systems are able to monitor tra ic patterns to ensure that appropriate parking is provided for the workplace occupants, while encouraging others to also use the unoccupied spaces. By putting more thought and consideration into car park provisions, the changing landscape doesn’t need to be daunting, in fact, it can be quite an exciting prospect to embrace.

STEVE MURPHY, MANAGING DIRECTOR, APT SKIDATA

Today with the peaks and troughs in workplace attendance, when it comes to the o ice car park, many employees and visitors have become accustomed to not having to rush to get a space in the morning, and even in some shared o ice experiences, not having to stick to their number of allocated bays.

But alongside with an increase in demand for electric vehicle (EV) charging bays many organisations need to determine how many people need them? How many people want them? How many discussions are there in the o ice asking for people to move their car a er four hours so that someone else can charge?

This additional complexity usually falls on the facilities management team to manage. It requires finding new ways of working and using digital platforms to reduce peaks in demand and save time and money. We need to find a di erent way to reduce or better manage the peaks, create the capacity to save a money and, more importantly, save time.

MULTI-TENANT USAGE

A common issue with commercial premises is where there are multiple tenants, each with several paid for spaces in the car park. In many cases, the new EV evolution has complicated this even more because they are not standard spaces allocated to one company, they are available for anyone to use. Working with technology to fully understand what tenants need is critical. Does it matter if there are 20 people registered if only 10 are ever in? Is your goal to generate revenue? Is your goal to reduce cost or improve the service you provide? Is there a way to o er more spaces but have the data to ensure you maximise the usage for the day or even the week ahead?

Is there a world where bays could be reserved for an EV driver by prebooking? Does this stop the phone calls and emails asking who is parked in EV bay three?

IT’S ALL ABOUT EV

The number of electric vehicles is vastly greater than the number of EV chargers. We always need more, and we need more in the places where people go, and available at a time convenient to them. In particular, we see this is towns and cities. However, there is also a huge potential for facilities management teams to utilise the space outside of regular business hours to generate additional revenue.

O ices and schools, for example, are only really utilised during the working day, and generally unoccupied a er 7:00pm until 7:00am the following morning. That leaves 12-hours every day when they are e ectively empty; and 48-hours every weekend.

This provides an opportunity to o er EV charging services to local residents during those hours, or to work with entertainment venues in town centres, guest parking for hotels, or patient and visitor reservations in nearby hospitals. And if you’re near to a football stadium or sports ground, o ice space could also be made available for matchday parking, making better use of land that is otherwise sitting empty.

By understanding customers’ needs,

BRANNAN COADY CEO YOURPARKINGSPACE.CO.UK

STEVE MURPHY MANAGING DIRECTOR, APT SKIDATA

PERRAN MOON INTERIM CEO CHARGE POINT OPERATOR BELIEV

The number of electric vehicles is vastly greater than the number of EV chargers. We always need more, and we need more in the places where people go, and available at a time convenient to them.”

While sustainability quotas and ESG policies have historically driven EV infrastructure investment for many businesses, today there is a greater opportunity to leverage EV charging as a route to enhancing customer loyalty, improving employee satisfaction, and realising additional revenues and greater asset value in parking spaces.”

utilising digital platforms, and exploring new revenue opportunities, facilities management teams can provide better services, save costs, and contribute to a more sustainable future. It is all about your customer, your environment and what opportunities there are around you.

PERRAN MOON, INTERIM CEO OF CHARGE POINT OPERATOR BELIEV

With more than one million plug-in vehicles on UK roads, and numbers rapidly rising, facilities managers face increasing demand for electric vehicle (EV) infrastructure from customers, visitors, and sta . While sustainability quotas and ESG policies have historically driven EV infrastructure investment for many businesses, today there is a greater opportunity to leverage EV charging as a route to enhancing customer loyalty, improving employee satisfaction, and realising additional revenues and greater asset value in parking spaces.

Facilities managers need a multi-faceted approach to their EV infrastructure strategy to accommodate di erent needs. What is consistent, however, is the need for accessible, high quality and convenient charging solutions to realise a return on

investment. It is with these deliverables in mind that progressive charge point operators (CPOs) work with businesses from the outset and throughout the life of a project to assess stakeholder charging needs and advise on current and future solutions.

DESIGNING TAILORED SOLUTIONS

Delivering the correct EV charging infrastructure for sta who have invested in EVs, and customers needing accessible parking, is not an easy task. It is also one of the more recent challenges for a facilities manager to solve, made more complicated by rising labour costs and extended construction and installation timescales. There is also the challenge of determining where a charging point should be installed, what type of technology/speed of charging is required, and how they should be funded.

This is where CPOs can show their value. CPOs exist to provide solutions by means of consultation, design and planning. They work closely with facilities managers to identify profitable, sustainable and secure locations and opportunities to increase business footfall and dwell time for

customers while their services are in use. By placing stakeholder need at the forefront of infrastructure planning, strategy and design, facilities managers benefit from a made-to-measure, endto-end solution that does not require extensive resource or cause them unnecessary hassle. Whether this comes down to planning the number of EV charging parking spaces needed or the type of charging socket or speed, each solution is tailored towards providing an optimised charging experience for customer and sta use, meeting EV demand in a reliable and e ective way.

FUNDING INNOVATION

Widescale implementation of EV infrastructure is hindered by the perceived cost of hosting, commissioning and operating the equipment installed. The right CPO can take concerns over investment out of the equation, providing a privately-funded solution to businesses to promote and support the adoption of EVs. By delivering a competitive host remuneration package, car park revenues can be enhanced, and regular use encouraged by charge points that are reliable and ‘always-on’, with a consistent 99 per cent uptime. Businesses are able to meet ESG targets and environmental obligations whilst also fulfilling increasing demand for EV charging convenience.

MAINTAINING A RESPONSIBLE OPERATION

It is in the best interest of facilities managers and CPOs to provide and maintain responsible operation to deliver a reliable charge point solution. This is why maintenance is a crucial, if sometimes overlooked, element of providing reliable EV charging infrastructure. Charge point availability and uptime are directly linked to profitability, but they are also vital in delivering customer confidence.

CPOs should be taking responsibility for any equipment it has installed, ensuring that charging solutions are always-on, and future-proofed for when upgrades and extensions are required. Annual servicing and a 24-hour emergency response system should come as part of a holistic care package, enhanced by remote diagnostics being communicated to engineers to minimise downtime and protect revenues.

The EV genie is out of the box. As more people begin to own EVs, and as we move closer to the 2030 ban on the sale of new petrol and diesel vehicles, EV infrastructure will no longer be a ‘nice to have’, but rather an essential part of business success.

PURER AIR

As an airborne allergen caused by pollen from trees and plants, the outdoor air is filled with these particles that cause harm to those that su er from the allergy. In addition, 49 per cent of people report experiencing hay fever symptoms - from itching noses and burning eyes, the symptoms are not only uncomfortable but can impact quality of life, a ecting everyday life and lowering quality of sleep. Furthermore, hay fever is not just a once o : hay fever season usually lasts several months starting in March through to September, and this year it started earlier than ever in February.

For those who struggle during this period, simply opening a window to ventilate their indoor spaces is clearly not an adequate solution. The allergens do not just stay outdoors: pollen can be carried on hair and clothes indoors. Keeping the windows and doors closed may seem like the pollution is being shut out – but it is just being trapped in.

AIR PURIFICATION SOLUTION

Removing and destroying the particles themselves to purify the air is one of the most e icient solutions to tackle the problem. Air purifiers are amongst the best ways to trap and destroy the pollutants in indoor spaces we can’t see whilst circulating clean air back out. HEPA filters can capture 99.95 per cent of particles as small as 0.1 microns, preventing them from leaking back into the air and the activated carbon in air purifiers can absorb gases, odours and chemicals.

Conversations

around air pollution and the dangers and health risks attributed to it have been commonplace for several years now, with many regulations already in place to lessen its dangers. In comparison, its counterpart of indoor air quality is a largely under reported and under researched topic –until now.

Most recently, the UK’s Chief Medical O icer’s, Professor Chris Whitty, annual report published in December 2022 highlighted the importance of prioritising indoor air pollution as an obvious next step a er the improvements made to outdoor air pollution. Paired with the fact that people spend 80 per cent of their time indoors, indoor air quality has become a far more prevalent topic in the current news cycle – especially considering that indoor air pollution can be up to five times more polluted than the air outside.

Moreover, the importance of ventilating indoor spaces to prevent the spread of disease has been emphasised over recent years which has led to the general public’s heightened awareness of the air circulating in their indoor spaces, whether communal or private.

With this in mind, keeping windows open to allow natural air flow through an indoor space is o en the most common solution. However, this can come with its own risks and problems as outdoor air is not necessarily cleaner or more hygienic and can carry in allergens, especially as we head into warmer months and pollen begins to be released into the air. The issue therein lies with the particles in the air itself: viruses, pollutants, and allergens being amongst some of the main harmful particles. Simply opening a window and letting the outside air flow through an indoor space is not always the best answer. As we come into the warmer months of the year, airborne allergens are more common and, as summer temperatures rise, so can pollution levels. More action is needed to improve air quality in the spaces we are able to control in order to mitigate the e ects of pollutants.

ALLERGY SEASON

As we get into spring and summer, the weather gets warmer, and of course flowers begin to bloom – a time of year many look forward to. However, for the 26 per cent of adults in the UK who are diagnosed with hay fever, this means the start of allergy season.

Allergens are of course not the only indoor air pollution particles to be worried about - most harmful particles cannot be seen or smelled but can definitely a ect both our physical health and cognitive performance. Alongside pollen and other allergens, particles such as bacteria, industrial emissions, chemical emissions, and other ultrafine particles can all be present in a wide range of indoor spaces; and the smaller the particle, the bigger the problem.

With a large majority of the population spending time in o ice buildings, education settings, care homes, and other shared indoor spaces, it is of vital importance that users of these facilities are not being negatively a ected by the polluted indoor air.

Air purifiers are the most clear-cut way to trap most of these particles and replace them with clean air, ensuring the health and performance of those in the space. It is important for businesses across all sectors to not only be aware of the issue but show that they are doing all they can to provide an adequate solution, signposting to its users that they are putting the health and safety of its customers first.

The experts from Dyson Professional on why air purification in the workplace is important this allergy season and how to achieve it

COOL CHOICE

For cooling fans in air handling units (AHUs), there are two main competing technologies: electronically commutated (EC) fans, and motor + standalone variable speed drive (VSD) arrangements. An EC fan is a self-contained assembly comprised of an electric motor, VSD, and fan, all integrated into one package, while a motor and VSD are installed and maintained as two separate devices.

In this sense, both technologies are arguably very similar, with the drive providing precise control over the motor’s speed based on actual demand. Both can significantly reduce energy usage compared to a fan running without any form of speed control. However, they do have key di erences and to consider only the upfront price, or its theoretical e iciency, misses the bigger picture of how these devices operate in practice.

TWO DEVICES ARE BETTER THAN ONE

In an integrated solution like an EC fan, the proximity of the motor and drive can prevent the assembly from dissipating heat e ectively. While having one self-contained device may seem convenient, this can actually lead to the breakdown of electronic devices within the variable speed drive and the insulation of the motor, which are typically the most common points of failure.

With a motor-drive package, both motor and drive can be situated separately, resulting in less heat accumulation. This lowers the likelihood of the assembly needing premature replacement, and ultimately improves its sustainability.

Failures to EC fans can also be more di icult and expensive to fix. EC fans are o en made to measure and so must be replaced like-for-like. Moreover,

when it comes to replacing an EC fan within an array, you will o en be locked into a particular configuration and a particular manufacturer. This in turn could put you at the mercy of long lead times and supply chain issues. Conversely, if a drive or motor fails, it can typically be replaced o the shelf with a similar product from any major manufacturer, meaning very little downtime and greater flexibility to choose the drive and/or manufacturer that fits best with your system and cooling requirements.

ACTUAL OPERATING CONDITIONS

Another aspect to consider is the load profile, or how the fan is actually run on a day-to-day basis. EC fans can deliver good e iciency levels at peak loads, but in reality 99 per cent of all HVAC fan applications rarely run at peak loads, and only then in worst case scenarios. Conversely, a motor-drive arrangement tends to perform better at partial loads, which is typically how it will operate for the vast majority of the time.

EC fans have a limited power rating and cannot generate anything like as much torque as a standalone drive, therefore a fan array will typically require several of them to reach the required airflow levels. This could mean more potential points of failure. A separate drive and motor on the other hand can go up to 250 kW without breaking a sweat, providing more power with less complexity. EC fans o en have to be over-dimensioned in terms of power to reach the nominal static pressure, and thus run far from their best e iciency point.

HARMONICS

Harmonics are not a widely understood concept outside of electrical engineering, yet they are a growing problem in the building services industry. Harmonics are disruptions

to the voltage and current waveforms caused by introducing non-linear loads to the grid. The majority of electronics that have a power supply will generate harmonics to some extent, but o en only in very small amounts. However, when you have a building full of such devices such as printers, computers, monitors and LED lighting, the level of harmonics on the grid can quickly accumulate. Excessive harmonics results in nuisance trips and malfunctioning equipment, as well as reduced system e iciency. It also generates heat, which can lead to premature equipment failure, as well as creating more work for the cooling system itself.

Like many electronic devices, both EC fans and VSDs generate harmonics. However, while modern VSDs have built-in mitigations, EC fans may not dependent on the o ering. As such, an EC fan installation may also require the use of additional harmonic filters at an additional cost later down the line. ABB’s Ultra-Low Harmonic (ULH)

VSDs on the other hand use active front end (AFE) technology to not only ensure optimal performance where harmonics are present on the grid, but also mitigate them at source, reducing harmonic content by up to 90 per cent compared to conventional VSDs.

IN SUMMARY

EC fans certainly have their place. For small single cell applications operating at peak loads they can provide an e icient cooling solution. However, for applications which require vast amounts of cooling, they may not be able to provide everything you need for an e ective, reliable and sustainable solution. When you consider what you really need from your cooling system, a separate motor-drive package can o en be the more cost-e ective and sustainable option, with reduced whole life cycle costs.

To learn more about EC fans, VSDs and other competing cooling technologies, download ABB’s white paper: https://bit.ly/3IGQM89

There are several competing cooling technologies, but to find the most sustainable solution, you need to look beyond e ciency alone, and consider the asset’s whole life cost, explains Carl Turbitt, HVAC Drives UK Sales Manager, ABB

CLEAN EATING

and served, remains fresh and is of the highest quality. However, food hygiene is reliant on the people working with the food to practice good hygiene too. Even with the technology installed, food businesses need to be doing more to protect people’s safety by ensuring high standards of general hygiene are met.

Firstly, it’s crucial that catering teams ensure no cross-contact or contamination takes place.

Cross-contamination can endanger customers, and it occurs when bacteria or harmful micro-organisms such as E-coli are unintentionally transferred from one food item to another. According to the World Health Organisation, an estimated 600 million people - almost 10 per cent of the global population - fall ill a er eating contaminated food. The health and financial risks are extensive.

TECH SUPPORT

Food hygiene and safety are critical aspects of any catering facilities operations. According to the Food Standards Agency, an estimated 380,000 cases of norovirus is linked to food in the UK per year. Its revised foodborne norovirus estimate, combined with better analysis of how many illnesses of unknown cause are also likely to be caused by food, suggests around 2.4 million estimated UK cases of foodborne illness occur each year.

While it may seem easy to fall into the trap of believing that a low hygiene rating could never happen, recent cases have shown that even the most esteemed establishments are not immune to hygiene-related issues. The Michelinstarred restaurant of Antony Worrall Thompson recently received a twostar hygiene rating, which is likely to have a significant impact on its reputation. Therefore, it is crucial to take food hygiene and safety seriously and invest in the necessary tools and technologies to ensure compliance with hygiene regulations.

Although investing in new technology can be daunting from both a cost and quality perspective, it’s possible to keep food hygiene standards high while keeping costs low. This is not better exemplified than in the food industry’s switch to wireless technology. Wireless data loggers are electronic devices that record temperature over a period of time, producing instant and accurate readings without the need for human input. These devices provide peace of mind by making the process of temperature monitoring more accurate and e icient.

Wireless data loggers work by transmitting data via the cloud which is stored locally on digital devices. The data is then passed through a Wi-Fi router or Bluetooth to a computer regardless of where the user is based at that specific time.

The data then stays locally on a hard drive so employees can quickly access real, live temperature readings. This ensures sta can complete checks correctly, identify issues and take corrective actions to reduce spoilage.

Fortunately, most cloud servers support email and SMS alerts, a very important capability for swi delivery of accurate information. This means data loggers can immediately pick up any abnormalities or readings that warrant further investigation, giving sta the power to act quickly.

This capability is also extremely useful if catering suddenly become overwhelmed with high demand. Storing more of any produce can a ect the temperature and humidity in a food service environment, allowing bacteria to flourish even if you think you have the right temperature set on the dial. By checking wireless data loggers every few hours, you can monitor both the air and core temperature to ensure that critical limits are never breached. Additionally, for fresh food, wireless data loggers provide an accurate record of temperature during the lifecycle of a product, ensuring the very best in quality.

KEEPING PEOPLE SAFE

Wireless data loggers are an excellent way to make sure the food produced

Commercial kitchens must also remain fully aware of refrigeration temperatures and best practice. When it comes to temperature the recommended temperature range for a fridge is between 0°C to 5°C, and for a freezer, it is below -18°C. Maintaining these temperatures will ensure that food stays fresh for as long as possible and prevents the growth of harmful bacteria. If there is a power outage, for example, kitchens should keep the doors of their fridge and freezer closed to maintain the temperature as much as possible. A fully stocked freezer can typically keep food frozen for up to 48 hours, while a fridge can keep food cool for up to four hours. Where a kitchen places their fridge and freezer can also a ect the temperature, so it is important to consider that when designing their facilities.

Food hygiene and safety are critical aspects of any catering facilities operations. With the help of technology, they can ensure compliance with hygiene regulations and build a reputation for maintaining high food hygiene standards. Advanced temperature monitoring systems can help prevent food spoilage and reduce the risk of foodborne illness. Technology can help to maintain the highest of food hygiene standards, gain the trust and loyalty of customers, and protect a reputation. By doing so, they can create a safer and more e icient environment, which ultimately benefits everyone, including the regulatory bodies.

Jason Webb, Managing Director, Electronic

Temperature

Instruments o ers some advice on using technology in food hygiene

JUST LIKE NEW

When we think about sustainable buildings, we tend to picture stateof-the-art new ones replete with all the latest technology and automation. But if those of us invested in creating a greener built environment that plays its part in reducing global CO2 emissions, we’ll need to think a lot more about older buildings too.

The reality is, as JLL has discovered, 80 per cent of buildings standing in the Northern Hemisphere today will still be up in 2050, the year the Paris Agreement marked for its net zero target. According to the United Nation’s Intergovernmental Panel on Climate Change, miss this deadline and environmental disaster is unavoidable.

In this sense, building new is also

counterintuitive. New builds may save significant levels of operational carbon — all the CO2 emitted during the use, management and maintenance of a structure, including all the assets and services within it, but the embodied carbon they produce — all the CO2 used to design, construct, maintain and dispose of the building — dwarfs those savings. Here, it’s important to consider the sourcing, transportation and application of all the materials used across the supply chain to develop a new, “energy-e icient” building. What’s more, it’s estimated that operational carbon currently contributes around 28 per cent of global greenhouse gas emissions. All this means that any e orts to decarbonise the built environment must

prioritise the buildings we already have.

The challenge is that most existing buildings are not “green”. They are carboneating monsters built in a di erent time and would fail to meet the increasingly stringent regulations set with net zero in mind. From 1 April, changes to the Minimum Energy E iciency Standards (MEES) have made it illegal for commercial buildings with an Energy Performance Certificate (EPC) rating under E to be let. The bad news, as business advisory firm RSM UK found in late 2022, is that nearly one-fi h of UK landlords still had commercial properties with an EPC of F or G just months before the new regulations kicked in.

The latest green buildings may be designed for sustainability, but the embodied carbon produced in their construction shouldn’t be overlooked. Shane Betts, Head of Corporate Business, Integral makes the case for retrofitting existing buildings instead

So, how do we bring existing buildings up to standard? The solution is retrofitting, the process of adding new technology and components to older assets or systems. As well as an essential means to decarbonise, retrofitting can help transform buildings into smart spaces that serve multiple purposes in the most e icient way possible. For occupiers, it can help increase comfort, wellbeing and even employee productivity by upgrading systems such as heating and cooling and improving indoor air quality and temperature control, which is increasingly crucial as organisations redesign their workplace models in response to changing demand. For owners, it can increase property value by modernising the asset and all the systems. In JLL’s 2022 Future of Work Survey, nearly two-thirds of organisations said they would be willing to pay a premium for leasing a building with leading sustainability credentials.

Undoubtedly, however, the core benefit of retrofitting for owners, operators and occupiers alike is its ability to make buildings

more sustainable and energy e icient. To understand how it does so, we need to split retrofits into three principal stages.

The first is a “light retrofit” where the focus is on performance optimisation and remodelling, replacing, or adapting existing single building elements, such as LED fittings, BMS, and distribution networks. Secondly, there are “deep retrofits on MEP equipment” where fundamental changes take place to ventilation and heating and cooling systems, such as moving to renewable energy sources. Thirdly, there are “deep retrofits on the whole building” that result in fundamental changes to the building structure or services where there is also a behavioural component in helping tenants reduce their specific carbon emissions.

DATA IS EVERYTHING

Retrofitting must be viewed as a journey. Although the investment needed to perform deep retrofits is high, the initial performance optimisation is not only critical but can also present some quick wins.

Central to this is data. As recent IBM research revealed, more than three-quarters of global business leaders plan to prioritise or invest in technology in 2023. Among the top reasons for this focus included “plans to invest in infrastructure… and make their entire business more sustainable and resilient”.

That sounds promising. However, as an organisation that has performed hundreds of net zero carbon audits, we o en come across the same issue: a lack of data, in terms of both volume and quality, to properly measure building performance and inform strategic decisions on how to better decarbonise.

Once sensors are fitted to assets which feed information to an intelligent analytics platform, facilities managers can review the asset condition and lifecycle data. This can help determine the energy use intensity

— EUI for short — of a building, providing a baseline for future improvements and maximising low-cost or no-cost operational e iciencies. Vibration sensors enable users to look at the system’s health and potentially replace components rather than whole systems.

The first phase of a retrofit should include quick wins such as swapping out halogen lighting for LED. These wins then need constant review and calibration. For example, room occupancy, temperature and lighting data can combine to paint a clear picture of when, where and for how long lighting and heating systems need to be switched on in a particular space or room. This picture is presented via BIM or BMS interfaces to facilities managers, who can use the information to make optimised decisions. Once these datadriven fundamentals are in place, retrofit strategies can start to enter more ambitious phases such as the integration of renewable power sources and more complex building engineering changes.

HOW BIG IS THE CHALLENGE?

Retrofitting is happening but not at the scale needed. According to JLL research, retrofitting rates in the northern hemisphere must triple from one per cent to at least three per cent of existing buildings per year if the built environment is to help meet net zero targets. This will require heavy investment, overcoming the engineering skills shortage, upskilling the workforce, navigating a messy disjointed global regulatory environment, and industry-wide collaboration.

However, the need to retrofit is just too important. The built environment and all its stakeholders, including facilities management companies, have a critical role to play in reducing carbon emissions and helping businesses, governments and regions in reaching net zero. The world depends on it.

MEANS OF ESCAPE

Throughout 2022, there were a number of fire safety developments, including the newly dra ed BS 9991 code of practice for fire safety in the design, management and use of residential buildings. One of the biggest changes proposed in the dra , with regards to the future of smoke control in residential buildings, was the recommendation for two protected staircases in developments over 30m. For those under 30m, single stairs are permitted, but between 18 and 30m, these should be pressurised.

This is because pressurisation systems or stairwell pressurisation systems protect escape routes and fire-fighting sha s against the ingress of smoke by maintaining the

pressure within the escape route higher than that in the adjacent spaces.

In this article, we aim to give you an overview of the latest developments in this ongoing discussion and a basic understanding of how smoke control design could be a ected if the proposed changes come into e ect. This will likely be towards the end of 2023.

THE LATEST DEVELOPMENTS AND DISCUSSIONS

In December 2022, the NFCC (National Fire Chiefs Council) released a new statement outlining their views on single stair residential buildings. One of the key points

they raise is the need for tall residential buildings to have more than one protected staircase.

Repeatedly urging the government to adopt a new recommendation that all buildings above 18m tall (or seven storeys) must have more than one staircase, the report talks about the pitfalls surrounding the current legislation, saying:

“…the current system allows for many designs to rely too heavily on management practices to ensure that they work e ectively in occupation. This means that many buildings are only as safe as their management while, at the same time the speed of change with the way we use buildings, construction methods, and

The latest Government Consultation on fire safety in residential buildings considers whether buildings over 30m in height should be designed and built with two staircases. Conor Logan, Technical Director at Colt, assesses how this could a ect smoke control design

the fire loading within modern homes has outpaced design guidance. Given the known issues with culture and competency that have been identified, the intention of this recommendation is to improve safety by creating additional resilience in new buildings. A minimum of two protected staircases provides additional escape routes for residents and additional access routes for firefighters.”

Almost at the same time, on the last working day in 2022, the DLUHC announced a new consultation looking at introducing a requirement for a second staircase for residential buildings over 30m tall. It mentions that:

“…This new provision would, for the first time in England, set a maximum height for using a single staircase in residential buildings creating clear guidance for designers to make sure that residential buildings achieve an appropriate level of safety.

“Staircases provide an essential means of escape for residents in the event of an emergency and provide the emergency services with a point of access to all floors of the building. It is our view that the provisions of a second staircase can provide some benefits for very tall residential buildings such as added resilience for extreme events and reduced conflicts between emergency responders entering a building and those trying to escape, reducing the risk of the smoke ingress into an ‘escape’ stairwell. In addition, with the provision of a second staircase, residents will have an alternative means of escape in the event one route became filled with smoke.

“As a new threshold is being developed, there is a need to review the evidence base and more fully understand the risks. Concerns have been raised, for example, that the provision of a second staircase could make developments unviable due to a reduction of saleable floor space and increase costs.

“When considering the benefits of an additional staircase, evidence suggests that not all second staircases provide the same level of benefit. For example, the provision of a second staircase, in the form of a scissor or interlocking staircase, does not provide protection against the spread of smoke. The threshold being proposed will also include su icient distance and fire resisting separation between entry points to independent staircases. This approach would reduce the risk of smoke entering both staircases, provides operational support to the fire services and make

sure that buildings benefit fully from the provision of a second staircase...”

staircase...”

It is our view that the combination of sustained pressure from industry bodies

It is our view that the combination of sustained pressure from industry bodies and the fact that the recommendation for the second staircase is already dra ed into the new version of BS 9991 means that it will be introduced into Approved Document B as early as possible following the consultation.

WHAT A SECOND STAIRCASE COULD MEAN FOR SMOKE CONTROL DESIGN

This is a tricky question to answer until more than a few points on the new consultation have been clarified by the government. Prior to the December 2022 announcement, the direction of travel with regards to BS9991 was going to be that for buildings over 30m, building designers were going to be able to choose two staircases or pressurisation systems as a means of smoke control in tall residential buildings.

The new announcement seems to take away the option for building designers to combine a single stair with a pressurisation system for buildings above 30m tall and is seemingly suggesting that all residential buildings above a certain height must have two staircases. This will obviously have big implications for building developers and designers and it will also cause a ripple

e ect for everyone involved in a building’s construction. One big concern is that the new change will a ect the financial viability of any projects currently in development. Adding a second staircase would mean a significant loss of saleable floor space and could potentially (depending on what protection is needed), double a building’s safety system design and maintenance costs. This is further complicated by the increasing demand for evacuation li s to give all building occupants the best possible opportunity to evacuate, regardless of their capability. This could significantly increase waiting time in areas that would previously have been unprotected, placing further emphasis on smoke control design.

It is not currently possible to predict with any accuracy what form smoke control design might take in the future, as we still don’t have definitive answers on what level of protection will be required if the recommendation of a second staircase becomes part of Approved Document B. Certainly, if the government decides that both staircases need to be firefighting stairs, a high level of smoke control protection will need to be considered, whereas if the second stair only needs to be ‘protected’, corridor protection could be deemed su icient. We will continue to monitor developments and keep our new and existing customers informed of any new considerations. If you are still in the early stages of project development and have any questions about how the proposed changes might a ect your smoke control options, get in touch with us and we will be able to advise you.

and reduced conflicts between emergency

When considering the benefits of an additional staircase, evidence suggests that not all second staircases provide the same level of benefit. For example, the provision of a second staircase, in the form of a scissor or interlocking staircase, does not provide protection against the spread of smoke.”

BACKHUG LAUNCHES FIRST ROBOT BACK THERAPIST FOR WORKERS

BackHug launched into the UK market in May with a global health-tech first. UK businesses will now be able to subscribe to a ‘robot back therapist’ that users can control via their smartphone and comes with new proprietary ‘Spinemap’ back tension data technology.

BackHug’s 26 robotic fingers loosen sti joints in the back, neck and shoulder blades. Sti joints are the root cause of most of the pain people experience but cannot be treated by other devices and are too hard for human therapists to treat, making BackHug the first truly e ective solution for joint sti ness and the aches and pains it causes.

BackHug also o ers in-app physio consultations to assess users’ needs, with over 2,000+ personalised treatment programme options.

One BackHug costs just £269 a month for businesses, which o ers unlimited usage, with no need to pay for therapy per visit.

IDEAL HEATING LAUNCHES HEAT PUMP RANGE FOR COMMERCIAL BUILDINGS

Leading heating appliance manufacturer, Ideal Heating, has launched a new range of monobloc air source heat pumps to help improve energy e iciency and reduce reliance on natural gas within commercial buildings.

Available in six outputs and seven models (14kW, 14kW (single phase), 18kW, 26kW, 32kW, 50kW and 70kW), the ECOMOD range provides a minimum A++ Energy related Products (ErP) e iciency rating and high co-e icient of performance (COP) rating of up to 4.85. R32 refrigerant ensures a low global warming potential (GWP).

The heat pumps also include an inverter-controlled compressor that can control the building temperature based on specific requirements of the space, further enhancing the e iciency of a building.

Ideal ECOMOD heat pumps can be used alone or cascaded to meet the heating requirements of larger commercial buildings. They can also be installed alongside other Ideal solutions, such as the EVOMAX 2 and the IMAX XTRA 2 commercial condensing boilers, to build a low carbon hybrid heating system.

The range output models are light and compact units in comparison to similar products, making installation and delivery easy. All products also come with a five-year warranty – when commissioned by Ideal Heating and noise levels as low as 68dB(A) – the equivalent of a quiet refrigerator.

For more information visit: https://idealcommercialboilers.com/products/ ecomod

www.mybackhug.com/business

NORTHWOOD DIRECTORS SHORTLISTED FOR TOP ENTREPRENEUR AWARD

Paul, Adam, and Marc Fecher – Directors of Northwood – have been named as Midlands and South West regional finalists in the EY Entrepreneur of the Year UK programme.

It is the first time that senior figures from Northwood – a leading manufacturer and supplier of away-from-home (AfH) and consumer paper hygiene and wiping products – have been entered into the awards, which honour the achievements of the UK’s top entrepreneurs and family enterprises across many sectors, including technology, consumer and health sciences.

Chairman Paul Fecher said: “It’s fantastic to have our family business and our team recognised as a growing manufacturing business, with sustainability, innovation and a strong entrepreneurial culture. The family is delighted to represent and direct a first-class leadership team and a professional workforce across 11 plants in the UK and Spain.”

Northwood Group services paper tissue and hygiene suppliers of tissue products to retail, professional and industrial markets. Northwood is involved at each point in the supply chain, from raw material supply, tissue and towel manufacturing, end user product converting and transportation.

The UK finalists will be announced in September with the overall winner crowned at the EY Entrepreneur of The Year UK dinner and awards in November. The winner will represent the UK at the ‘EY World Entrepreneur of the Year’ awards, which recognise inspiring entrepreneurs from more than 60 countries.

www.northwood.co.uk

01952 236 930

https://idealcommercialboilers.com

78 ENGINEERING IS THE SOUTHEASTS FASTEST GROWING ENGINEERING SOLUTIONS COMPANY

We pride ourselves on supplying quality products and services to Industry. Accredited to ISO9001 & Safe Contractor Approved.

Our core areas of focus are:

• Bearings and Power transmission (Energy E icient upgrades)

• Condition Monitoring (Thermography & Vibration Analysis)

• Energy E icient Electric Motors, Fans, Inverter Drives & Pumps

• Electro Mechanical Repairs within our own repair facility

• Fabrication

• Filtration

• Hazardous Waste Collection & Processing (All aspects including WEEE Waste and Chemistry)

• Onsite Services include – Electrical / Mechanical Services

For more information please see our website: www.78engineering.co.uk

HEINEKEN IRELAND SAYS CHEERS TO NEW REMOTE MONITORING SOLUTION FROM ADVANCED

Ahistoric brewery is reaping the benefits of remote fire panel monitoring, following a complete system upgrade to Advanced panels.

TEE Fire Safety Solutions were tasked with designing and installing a complete upgrade of Heineken Ireland’s existing fire protection system, which had come to end of life and spare parts were becoming di icult to purchase.

Established in 1856 as Lady’s Well Brewery, the business moved into the New Malt House in Leitrim Street, Cork City in 1889 where it is still headquartered today. It was purchased by Heineken in the 1980s and continues to produce Heineken, Murphy's Irish Stout and other Heineken products for the Irish market.

Seven MxPro 5 panels were installed alongside 1,055 devices, including cutting-edge Hochiki Ekho wireless detectors throughout the Brewery, covering areas which were built in the 1800s.

MxPro 5’s open-protocol nature made it possible for production areas to be fitted with flame detectors and ATEX equipment, while Patol linear heat detection was installed in wash down areas. The system also includes Wagner air sampling equipment with the use of a steam catch.

Selected for its exceptional performance, quality and ease of use, the site also benefits from MxPro 5’s powerful false alarm management and reduction capabilities using the in-built AlarmCalm so ware.

The new panels are monitored remotely using AdvancedLive, alerting maintenance employees to potential fire events via instant text notification and giving them the option to silence false alarms when o site.

Enda Buckley, Commissioning Engineer at TEE Fire Safety Solutions, said: “I’m delighted to have installed a system that meets the modern day needs of this historic brewery. Advanced is our preferred fire protection manufacturer, because quite simply, the panels are bulletproof. Not only are they the easiest I’ve ever installed, but they also come with excellent technical support.”

Advanced Sales Manager for Ireland, Neil Parkin, said: “Heineken Cork is a great example of a business seeing real benefits from remote panel monitoring. Not only have false alarms been reduced thanks to a system upgrade, when they do occur, they can now be dealt with quickly and with minimal disruption, without the expense of keeping a trained individual on site at all times.”

Available on a subscription basis to Advanced

panel users in the UK and Ireland, AdvancedLive provides users with day-to-day reassurance that their fire system is working as intended, with instant notifications to alert them of critical incidents and status changes, and flexible secure access methods to keep their data safe.

The platform can be accessed from any internetenabled device, anywhere in the world, giving users reassurance that they will be the first to know about any problems – no matter where they are. Text alerts notify users of fire events as they occur – and as they evolve – allowing for safer, informed decisionmaking to maximise safety, minimise disruption and ensure the fastest possible response time.

As a world leader in the development and manufacture of intelligent fire systems, Advanced products are specified in locations around the world, from single-panel installations to large, multi-site networks. The Advanced portfolio includes complete fire detection systems, multiprotocol fire panels, extinguishing control, false alarm management and reduction systems as well as emergency lighting.

Advanced is owned by FTSE 100 company Halma PLC – a global group of life-saving technology companies with a clear purpose to grow a safer, cleaner, healthier future for everyone, every day.

Heineken Cork Image credit William Murphy licensed under CC BY-SA 2.0.

STO STRENGTHENS SUSTAINABILITY AND AESTHETICS AT IRELAND’S LARGEST URBAN DEVELOPMENT

More than 20,000m2 of Sto’s external wall insulation system has been specified for two residential schemes at Cherrywood, Ireland’s largest urban development driven forward by real estate group Hines and its joint venture partners, APG Asset Management over the past seven years.

Located on a 360-hectare site to the south of Dublin, Cherrywood is expected to serve a population of 25,000 people, o ering more than 7,700 new homes, six schools, three parks and leisure facilities.

Henry J Lyons Architects selected the StoTherm Mineral insulation system for apartment blocks forming part of the first and second phase of the residential construction. Now complete, the first scheme comprises 431 homes divided into two equally-sized blocks. The second consists of 520 units spread across three blocks and is due to be completed in Summer 2023. Sto installation work was carried out by applicators Platt Reilly.

Consisting of mineral fibre insulation boards, the StoTherm Mineral system provides a high level of thermal performance and fire protection. It has been

installed onto lightweight steel frames using StoRotofix Plus. Thanks to a unique spiral design, these fixings help to create a seamless façade across all the blocks as well as a cavity behind the insulation board allowing any excess moisture to drain.

All the apartment blocks will be finished with the StoSilco silicone resin render to provide high levels of water repellence and resistance to algae and fungus growth.

Stephen Hedderman, Senior Architectural Technologist at Henry J Lyons Architects, said: “Sustainability is at the heart of Cherrywood’s design and this is reflected across the residential developments. The StoTherm Mineral system will help to reduce carbon emissions and energy use by thermally insulating the exterior walls. Combined with the high-performance render, this will ensure the structural fabric is kept warm and dry.

“The large seamless façades also strengthen the aesthetics of each scheme, ensuring a high-quality finish that will last for generations.”

Using the Sto-Rotofix-Plus, any unevenness in the substrate can be easily rectified by adjusting the insulation boards a er they have been installed. This means there is no need for unsightly expansion joints and a smooth surface can be created ready for applying the render.

Cherrywood’s sustainability commitments include a focus on highly e icient buildings with extremely low energy demand. The design and construction teams are targeting BREEAM Excellent Certification, and Cherrywood town centre is set to achieve Ireland’s first Well Community certification from the International WELL Building Institute.

SHINE’S ENHANCED VENTILATION DESIGN OFFERS BENEFITS

Shine Catering Systems has updated its DW/172-compliant ventilation service, with enhanced system design and fabrication to provide additional benefits for contractors, facilities managers and chefs.

The introduction of a more modular system allows greater flexibility in design, which means Shine can get more filters within the filter banks to support compliance with DW/172, which sets the benchmark for safe and e ective ventilation in commercial kitchens.

The new feature-rich design capabilities also allow for the inclusion of cooling spots, induction cooling and entrainment jets where necessary in ventilation canopies, as well as emergency lighting and access hatches for maintenance, which had not been possible with the previous fixed, non-modular designs.

Shine’s systems continue to be fabricated from Grade 304 stainless steel in compliance with DW/172, as opposed to Grade 430 stainless steel

which doesn’t meet requirements of the standard. They also use the highest quality of fabricated grease separators, with or without spark arrest as required, to provide a su icient fire barrier.

Julian Shine, Managing Director at Shine Catering Systems, said: “We’ve listened to feedback from the market and we’re designing enhanced ventilation systems that take into account the comfort of the chef, the maintenance of the system, energy

use and consumables consumption, whilst still complying with planning and kitchen legislation.

“We continue to o er canopy only or full mechanical installation, with canopies fabricated in our state-of-the-art facility here in South Wales. But, by updating the design standards, our ventilation systems now o er a host of additional features and benefits, manufactured bespoke to suit any kitchen layout or building restrictions.”

LIGHTING INDUSTRY GEARS FOR GROWTH IN REMANUFACTURING

More and more lighting manufacturers are adding reconditioning to their business model, and FM companies have an opportunity to get involved. New standards and regulations are coming into force. Now is the time for all to embrace the drive to truly sustainable lighting. Nigel Harvey, Chief Executive of Recolight outlines the growth in remanufacturing in the Lighting Industry, and the challenges they face.

The so ware company will be inviting responses

Reuse is a vital way in which users can reduce the carbon footprint of any lighting upgrades they require. Keeping existing light fittings in service reduces waste, improves material e iciency, and lowers the embedded carbon of new lighting.

One of the biggest barriers to reuse of lighting equipment has been the perception that customer demand is limited. Clients, both corporate and public sector, are however now warming to the concept of reconditioned lighting to achieve both sustainability goals and cost savings. And now tenders are beginning to emerge which specify the reconditioning and reuse of luminaires in a project. The more end users include reused or remanufactured product as an option in specifications, the more we will see producers o ering these solutions.

As the trend gains traction, so facilities management companies will have the opportunity to get involved –either by dealing with a remanufacturer, or by setting up their own remanufacturing/repair/upgrade service.

Standards and regulations for remanufactured products

A BSI committee is working on a lighting version of BS8887, a standard for the remanufacture of luminaires. This standard will help companies remanufacture in a way that applies realistic approaches to product compliance and will give end users the confidence that the product is suitable for use.

Incentivise reuse and remanufacture

Government is already considering amending the WEEE regulations to recognise and reward remanufacture – possibly via a reduction in the WEEE financing obligations.

In situ or o -site

Remanufacture and upgrade can take place either on the owner’s premises, or at a third-party site. Where the work happens on-site, this clearly reduces the carbon footprint of the transport of equipment, and means that work can be scheduled to cause minimal interruption to the client. A number of companies can now provide or design upgrade kits for specific

luminaire types, allowing FMs to provide a service that keeps the original fitting in use.

Output of the UK’s first conference dedicated to lighting equipment remanufacture

At a one-day special conference, hosted by Recolight in April this year, lighting experts discussed the opportunities and the challenges of remanufacturing lighting. With Ray Molony, Editor of Circular Lighting Report, noting that:

“It's increasingly clear that the remanufacturing of luminaires is moving from the fringe of the industry to the mainstream, driven by the environmental priorities of clients and their specifiers. This is already a big, profitable sector, and it can only grow rapidly in the coming years.”

Delegates at the conference shared challenges they face with remanufacturing: Getting the message across about remanufacture, that it is not just about retrofit; that there are sometimes additional costs associated with remanufactured products; and helping end users understand the implications of remanufacturing rather than replacing Lighting.

There were many positives with delegates saying: Remanufacture is not just about cheap retrofits but the more important aspect is to save taking natural resources from the planet and putting them back into landfill at end of life.

This is a developing segment and whilst at source it is about modifying habits for the greater global and environmental good, there are commercial opportunities to be explored. The increase in

attendees demonstrates the significance of sustainability in both cases.

The remanufacturing sector is quickly becoming formal and picking up pace. Leading lighting design professionals are on board with the concepts, message, and key terms. Models are still very much evolving. Remanufacturing is now a defined and suitable alternative to simply purchasing new products. The appetite and will to engage in remanufactured solutions is evident and regulations and standards are in the final phase of development to help deliver the confidence and certainty that a remanufactured product is safe, compliant and credible.

The challenges faced to implement a more sustainable, circular, business model, along with new regulations and standards will be included in the programme for the Circular Lighting Live conference and exhibition on 21 September in London. Booking is now open, and tickets are available from www. circularlighting.live.

TESTO SUMMER OFFER ON DIGITAL MANIFOLDS

Ideal for servicing/installation of both heat pumps and refrigeration – testo digital manifolds o er easy operation and fast measurement, are compact, robust, and reliable (IP54), with wireless measurement for uncomplicated documentation. For a limited time only, Testo are giving away a FREE set of water pump pliers when you purchase any testo 550i, testo 500s, testo 557s or all NEW testo 570s digital manifold.

All-NEW testo 570s

The market leader in measurement technology is launching the world's first smart manifold that independently detects and highlights anomalies. The new testo 570s with a 4-way valve block is o ered both as a single instrument and in three convenient kits, which will be available from May 2023.

New features include:

Reliable diagnoses for long-term measurements thanks to smart error analysis

Extra long battery life of 360 hours via internal Li-ion rechargeable battery and auxiliary 3xAA

Large built-in data memory onboard for on-site logging of key parameters

For more information on the new testo 570s go to www.testo.com/en-UK/ products/570s

Find out more: (https://www.testo.com/en-UK/free-torch) O er available through authorised Testo distributors only. O er ends 31.08.23. T&C's apply.

www.testo.com

01420 358023

LOOK COOL, STAY COOL WITH SNICKERS WORKWEAR SUMMER TOPWEAR

These lightweight, functional tops are designed for work in warmer weather and come in a range of over 50 T- and Polo shirt styles.

From the new Khaki to Class 1,2 and 3 High-Vis options, Snickers Workwear has tops and colour choices for those professional tradesmen and women who want to look and stay cool on site this summer.

Look out for the LiteWork tops, all made from a functional and quick-drying polyester fabric that delivers everyday comfort and UPF40+ protection in sunny weather. They also have a bio based anti-odour finish for cool, ventilating comfort when it’s warm on site.

Whatever style option you choose, every Snickers Workwear summer top has a street-smart body-mapping design for a great fit, outstanding functionality and long-lasting comfort – all day, every day.

www.snickersworkwear.co.uk

sales@hultaforsgroup.co.uk 01484

NEW FRONT DOOR OPENING LITTER BIN

Leafield Environmental, the UK’s leading manufacturer and designer of plastic recycling and litter bins have launched the Consort Oval litter bin to ease manual handling in high footfall areas such as high streets, leisure facilities and retail environments.

The new Consort Oval litter bin has a 85-litre capacity and contemporary style to accompany Leafield’s best-selling Consort litter bin. The easy access diagonal hinged door requires no li ing and has a multipoint lock. It features an enhanced double wall structure for ultimate rigidity and durability and a double aperture for easy ‘walk by’ access. The litter bin can be fixed to the ground using its 4-point moulded fixing holes. The standard black unit is made from up to 100% recycled plastic (subject to availability) and can feature an optional secure A4 poster frame, graphic or company logo. Personalised colours and graphics are available upon request.

Dimensions: H:1150, W:560, D:500mm.

Optional extras include: Stubber plate, ashtray, ash bowl, fire extinguisher, ground fixing kit and filled concrete ballast.

FEATURES OF GOOD CAFM SOFTWARE

Good quality CAFM so ware enables you to manage your Property, Estates and Facilities amazingly, despite increases in demand and challenging budgets. Ensure you are using your CAFM to its full potential with this guide from CAFM experts 3i Studio Ltd, highlighting the features you should have available to you.

KEY CAFM BENEFITS

CAFM, or Computer Aided Facilities

Management so ware, has come on in leaps and bounds in recent years; enabling Estates and Facilities Managers, as well as their teams and contractors, to manage their property and work e iciently and more easily. Key features you should now be benefiting from with your CAFM solutions should include the following:

REACTIVE ESTATES HELPDESK

Managing fault reporting and work requests can be complex, but a good CAFM solution can make this simple. With real time updates, monitor what is happening at every stage of works, including the costs; answering queries as they arise.

SEMI-AUTOMATED HELPDESK

Semi-automated Helpdesks are now standard; with end users logging their faults and issues themselves, freeing up your helpdesk teams to allocate jobs and solve issues rather than simply manning telephones.

STRAIGHTFORWARD PPM

Planned Preventative Maintenance tasks, as well as scheduled testing, can be managed simply and easily from within your CAFM system; ensuring nothing is missed. See clearly what is coming up, schedule in the work and plan accordingly; pro-longing the life of your assets and preventing unplanned failures and unexpected costs arising.

INFORMATION ON THE GO

With secure access to all your information and documentation you, your team and even your contractors, can work from anywhere, with one simple log-in. Live updates and the ability to attach photos and documents to tasks mean you can see

job progression in real time, enabling you to make immediate decisions, and provides a useful record of what has been done.

SIMPLIFIED REPORTING

With saved templates and easy report creation, you won’t need to manipulate your data or spend frustrating hours finding the information you need for your reports. Your CAFM should simply run the reports the reports you need.

USE YOUR EXISTING TECHNOLOGY

Modern CAFM runs securely in the cloud, enabling you, your team, and contractors, to work anywhere, without the cost of new technology.

MANAGED COMPLIANCE

Your CAFM should include a comprehensive Compliance Certificate Register, ensuring everything across your estate complies with relevant legislative requirements. View all your compliance dates and documents for your estates’ assets in once place, and be reminded when renewals are due, so you can plan ahead as well as budget more accurately.

INFORMED SPACE DECISIONS

CAFM makes your space reporting easy and fast. Tracking who is occupying which space, its area, the heated volume of each room, along with the overall usage figures, centrally and in real time, means you can release space for its best use; enabling informed space utilisation decisions to be made.

FREE GUIDE TO CHOOSING CAFM

If your existing CAFM isn’t supporting you the way you need it to, now is the perfect time to consider upgrading it to a solution that does. 3i Studio have written a simple 1-page guide for this, so contact them today to request your copy.

FREE CAFM GUIDE

Selecting the best CAFM for your Estates and Facilities Management

Email: info@3istudio.com for a FREE copy

WATERBLADE COMPLETES GROUND-BREAKING PRODUCT DEVELOPMENT

Waterblade has always pushed the boundaries of innovation and design, and is proud to have successfully completed a six month UKRI funded project to develop a new Waterblade concept. The first of the new products developed shall be available in the next month. We continue to help hundreds of companies reduce their water and energy usage with our existing established product range.

Waterblade is WRAS approved and UK manufactured in premises with ISO 9001 and 14001. We believe it o ers the best low flow handwashing performance there is. Typically giving a payback period of under three months. It can be quickly retro fitted to most mixer taps.

www.thewaterblade.com

nigel@thewaterblade.com

info@thewaterblade.com

2N LAUNCHES 2N® ACCESS UNIT 2.0 TO OFFER CUSTOMERS MULTI-USER FLEXIBILITY

2N, the global market leader in internet-enabled intercoms and access control systems, has launched a new access control reader, the 2N® Access Unit 2.0, which supports three access technologies – multi-frequency RFID cards, PIN via a touch keypad, and Bluetooth-based smartphone credentials – simultaneously. This o ers the flexibility to provide di erent access control options for di erent users, depending on their needs or preferences.

For example, for entry into (and through) an o ice building, some employees may prefer fast, convenient access via their smartphone, whereas others may be more comfortable carrying an RFID card. PIN codes are likely to be the best option for occasional visitors such as cleaning sta . The unit can also allow for two-factor authentication – perhaps smartphone credentials followed by a PIN code – for buildings that require more security.

In residential buildings, the same flexibility is required: younger people o en prefer mobile access – but with a PIN code as a backup option in case, for example, their phone runs out of battery. Elderly residents, on the other hand, sometimes favour a RFID card or PIN as the primary method for accessing their building.

As well as flexibility, the 2N® Access Unit 2.0 avoids wasting space and money by combining multiple devices and modules. This makes installation very straightforward and also streamlines the management of the site’s access control devices.

www.2n.com

sales@2n.com

INTRODUCING OCEAN DRIFT - JHS LAUNCHES NEW PRODUCT RANGE WITH ECONYL YARN

Ocean Dri is the latest carpet range to join the JHS product portfolio. Manufactured using ECONYL® regenerated nylon, the versatile floor covering provides the same great performance as a new nylon carpet, but with improved sustainability credentials.

ECONYL® yarn is a breakthrough material which takes pre- and postconsumer nylon waste – such as discarded fishing nets, fabric scraps, carpet and industrial plastic – and transforms the otherwise polluting nylon back to its original purity through a process of regeneration and purification. The resulting nylon yarn can then be used to create all manner of products and has the potential to be infinitely recycled without ever losing its quality.

The Ocean Dri range is available in 13 unique colours, o ering customers a variety of design options to enhance any internal project or application, whilst making use of an innovative material that reduces the use of finite natural resources.

JHS provides a wide range of bespoke flooring solutions for your every need, whether that is carpet, carpet tile, vinyl flooring, LVT and other specialist floorcoverings. With 50 years in the industry, JHS o ers a wealth of knowledge and expertise across a range of sectors, including healthcare, education, o ices and workspace, and retail.

ALTRO TEGULIS CREATES COLOURFUL, HOMELY FEEL FOR SANCTUARY HOUSING

Altro Tegulis tile-e ect wall panels have added a splash of colour with a luxury feel in Sanctuary Housing’s latest a ordable development.

Sanctuary Housing, a large housing association based in Worcester, wanted to explore wall cladding rather than tiles for the kitchens and bathrooms in their latest a ordable housing complex of 16 flats. This need was driven by the shortage of tiling contractors in the local area and the risk of tiles and grout getting dirty very quickly.

“The look and feel we wanted was a hotel-type design, and we were considering something more colourful and decorative. We have used Altro Whiterock before and have always found it to be a great product in high tra ic areas, giving us a lot of confidence in its performance. We were really pleased to discover Altro Tegulis,” says Neil Ruecro , Head of Construction at Sanctuary Group.

Altro Tegulis™ tile-e ect wall panels o er the ideal alternative to traditional tiles for wet rooms, bathrooms, kitchens, and retail spaces. With a range of tilee ect patterns o ering a grout-free alternative to tiles, Altro Tegulis o ers a more familiar feeling than traditional wall panel sheets.

Ruecro added: “We decided to give it a go and Altro put us in touch with MI Contracts, Altro Whiterock Premier Installers who were highly experienced in using Altro Whiterock.”

Concept 2 – Photon (Design option only, not a Waterblade product)

FM CAREERS - PEOPLE

RICHARD SYKES APPOINTED ABM’S SVP AND PRESIDENT IN UK AND IRELAND

Integrated technical and facilities solutions provider, ABM, has appointed Richard Sykes as SVP and President, for the UK and Ireland.

Sykes joins the business with a proven track record for accelerating growth for global operations, building e ective teams and driving transformation across large, multi-billion-dollar businesses. Most notably, he served as regional CEO at ISS in various capacities over the last decade, where he led a multi-billion-dollar book of business, drove strategic transformation, and built strong leadership teams that increased client and team member retention and satisfaction.

In his new role, Sykes will be responsible for leading ABM’s European business and developing the company’s growth strategy to drive profitability and build upon its capabilities through new services and segments, cross-selling and inorganic growth.

SODEXO NAMES NEW MD FOR THE GOOD EATING COMPANY

Sodexo Corporate Services has appointed Alex Kristall as the new Managing Director of the Good Eating Company in the UK & Ireland, as part of investment plans to grow the business and its footprint globally.

The Good Eating Company was founded in 1999 and over the last two decades has established itself as a distinctive, meaningful and memorable food service organisation with good food, good people and good service at its heart.

In 2017 the Good Eating Company joined Sodexo and has continued to deliver high end quality food in London as well as a number of sites in Ireland.

Kristall will take over full operational and P&L responsibility for the company in UK & Ireland from 1 June while Carlos Mistry, Co-founder, will remain with The Good Eating Company, moving into a global role with a large US presence. Kristall joined Sodexo in March 2022 as MD for Corporate Services and over the last year has successfully developed Sodexo’s presence in London and the southeast retaining key clients and winning exciting new ones.

NEW MD FOR SKANSKA UK’S BUILDING SERVICES DIVISION

Skanska UK has named Dan Williams as the new Managing Director of its building services operating unit, which specialises in facilities management and mechanical, electrical and public health (MEP) engineering.

Williams moves into the MD role from his current position of Operations Director, where his strategic responsibility has included the delivery of FM operations in the healthcare, local authority and commercial o ice sectors.

Prior to that, Williams held a number of senior roles within the MEP side of the business, having joined Skanska in 2001 from college, as part of a student engineer programme. During his career he has worked on a wide variety of projects across the commercial o ice, custodial, defence and residential sectors.

Williams succeeds Adam McDonald, who has been promoted to Executive Vice President and has taken over strategic responsibility for Skanska UK’s building and building services businesses.

We understand the importance of facilities management and those that work within it. That’s why we place such emphasis on connecting leading FM professionals with top employers.

If you are looking to grow your facilities team across soft services, engineering or facilities management, our FM recruitment team have a rapidly expanding network of job seekers available for temporary, permanent or contract vacancies.

ATTENTION TO RETENTION

John Nugent, Chief Executive, Green & Fortune discusses promoting a career in the service sector and why attention to retention matters

The hospitality sector has faced significant challenges in recent years, with up to 200,000 people leaving the industry or migrating away from the UK.

Despite a diminished talent pool, Green & Fortune has persevered in attracting individuals who align with the company's values and visions: “a vision to promote a dynamic and supportive service sector”.

Established in 2008, Green & Fortune has consistently focused on fostering an inclusive community that embraces diversity and values each individual's unique traits. During this time demands from our workplace clients have changed, the needs and purpose of the venues we manage have shi ed and there are new outlooks and expectations from our team who manage and fulfil these client contracts. The entire hospitality industry has had to adapt and re-acclimatise at speed as we can no longer rely on overseas workers and there are now far greater implications around zero-hour workers.

We’ve been very aware that our people bring the Green & Fortune brand to life and for more than 15 years have championed a unique culture where we encourage individuality, celebrate entrepreneurship, and embrace everyone’s voice and input. We’ve recently launched a paper for potential employees who may be considering a move and have outlined the values we put on an individuals’ voice and their learned experience.

LATEST JOBS ON FMJ

FACILITIES COORDINATOR

Salary: £25000 - £28000 per annum

Location: Leicestere https://bit.ly/3WJt7K0

SENIOR FACILITIES MANAGER

Salary: £61.5k - 68.5k per year+

Location: Dublin https://bit.ly/42f4ia1

REGIONAL HEAD OF FM

Salary: £60000 - £75000 per annum + £5k car

Location: City of London, London https://bit.ly/3CaAd0u

BUILDING A STRONG CULTURE

Our culture is built on four key pillars: company growth and expansion, celebrating diversity, personal growth, and prioritising happiness for both guests and team members.

The company actively promotes from within and o ers training and development programmes for employees at all levels, from graduates to leaders. These programmes provide employees with opportunities to grow within the company, whether in the kitchen or front-of-house roles in some of the capital’s landmark locations.

UNDERSTANDING EMPLOYEE NEEDS

Today's employees prioritise purpose, innovation, and security in their workplace. They seek a balance between entrepreneurship and the stability of an established organisation. We acknowledge the transformation of the hospitality sector, which now o ers fast-paced, fun-filled environments with numerous career opportunities. In addition, employees value flexibility, work-life balance, and fair compensation. We’re also a beyond London living wage employer, o ers paid breaks, and provides meals on duty. The company has also eliminated outdated shi patterns and accommodates employees' needs for flexibility.

SUPPORTING EMPLOYEE WELLBEING

Green & Fortune Supports is an initiative that was launched to help employees during the pandemic and has since continued as a pillar for the company. It focuses on mental health, employee benefits, and overall wellbeing. A dedicated People Business Partner oversees this aspect of the business, ensuring that the company attracts, develops, and retains the best talent in the hospitality sector.

ATTRACTING NEW TALENT

Because it’s important to foster a strong community of like-minded individuals passionate about providing great food and drink experiences, the company has a referral scheme that encourages current employees to recommend friends, peers, and family members for new positions, o ering bonuses for successful referrals. The company's numerous awards and leadership team's presence in media and trade events also helps attract fresh talent.

PURPOSE AND ESG

Because we’re committed to reducing our environmental impact and promoting sustainability the company works with partners such as Urban

Partners who create local jobs and contribute to the revitalisation of Kings Cross, as well as providing employees with volunteer opportunities. We also assist clients in achieving sustainability accreditations and measure the environmental impact of large-scale events through event:decision.

NAVIGATING THE COST-OF-LIVING CRISIS

Green & Fortune Supports has also taken steps to help employees navigate the cost-of-living crisis by announcing additional payments of up to £600 per person (pro-rated where appropriate), totalling over £100,000 in November 2022 and February 2023. Hourly employees and those earning less than £30,000 will benefit the most from these payments.

LOOKING AHEAD

Our dedication to promoting a career in the service sector is apparent through a progressive commitment to providing growth opportunities, celebrating diversity, and prioritising sustainability. By understanding and addressing employee needs, o ering comprehensive support, and fostering a positive work environment, the company has successfully attracted and retained top talent in the hospitality industry.

We’ll continue to lead by example, demonstrating the potential of the service sector as a rewarding and fulfilling career choice. We will do so by promoting the sector at every level, from grass roots and collaborations with hospitality focused charities and universities and by continually hiring the best we can. We will maintain our eye on employee wellbeing and sustainable practices and set a standard for excellence within the hospitality sector, inspiring others to follow suit and inevitably redefine the future of the industry. In short, we want to help develop our employees, the wider hospitality and catering community and looking at the bigger picture, the environment too.

THE RIGHT ROUTE

Steve McGregor, Group Managing Director, DMA Group argues why apprenticeships are the best route to upskilling the workforce

As a sector, we are facing a two-pronged human resourcing challenge. First is a matter of raw numbers. The facilities management and hospitality trades face an acute skills shortage that has only been exacerbated by the COVID pandemic. We su ered some of the most prolonged closures during the lockdown periods, which understandably le employees and colleagues questioning the stability and viability of enjoying a long-term career in the sector.

COVID also accelerated another trend – the need for digital skills. FM and building management tech were already steadily maturing prior to 2020. Now, with enterprises increasingly going down the hybrid working route, our service provision must also keep up and provide what is needed to make the workplace function e ectively in the so-called new normal.

Once again, we are not immune in facing a digital skills gap – just 38 per cent of UK employers say they have all the skills they need to meet their business objectives.

DIFFERENT APPROACH

Younger generations of employee are critical to addressing these challenges. Unless this group of people are attracted in volume to FM from schools, colleges and universities we will not see a step change in the quality of what we do, while our ability to provide any level of services could well be hindered into the future.

To encourage more apprentices into our workforce

and best exploit their talents, a fresh approach to the traditional trade apprenticeship model should be considered.

At DMA Group, we’re extremely proud of what we are building with our apprenticeship scheme. We have taken on more trade apprentices, and they will follow the conventional multi-year model that combines onthe-job work experience with our qualified engineers alongside day-release for college-based work.

However, we realise the need to go further and o er more. Currently, we are looking at ways to break the mould by following a newly devised and implemented guided development model. This style of apprenticeship will seek to develop not only chosen trade careers and individual personal development but may also extend apprentices’ exposure to di erent functions within our business, o ering them the opportunities to develop and become multi-skilled.

The idea is to take the best of the trade apprenticeship model and also hone a wider range of skills that can help apprentices to advance their way up through the sector, whether that is within our business or elsewhere.

We can already take inspiration from our current senior leadership team, which is enriched by many people who followed a trade-based apprenticeship. These experiences are deeply embedded with each person because they were very well-structured programmes over three or four years – we will be seeking to develop a skills development programme that creates real life chances for real people.

One of DMA Group’s apprentices won Asian Apprentice of the Year during his training and is still working within the business in a full-time qualified position. Through our guided development approach, we hope to inspire more of these stories and upskill a generation into long-lasting, meaningful employment.

CREATING A TRUE CAREER PATH

Demonstrating that we can provide genuine careerbuilding opportunities is critical to attracting more young people into the FM and FM tech workforce. As well as o ering a more diverse skills development pathway that opens doors into leadership positions, we need to do a much better job of positioning the sector as a forum through which people can become digital pioneers.

How can we bring our industry into the 21st century and make it attractive to the digitally-savvy young engineer just starting out in the working world? While it is widely accepted that, on a broad basis, the industry needs to embrace technology at a much greater rate, new digital frontiers are opening up in this space and we need to push that harder. Buildings and the way they can be managed are becoming smarter all the time, with a clear pathway to a ‘smart building’ via BIM and other technologies already established. There is also a compelling sustainability case we can make to younger generations. Net zero by 2050 will not be achieved unless our current building stock is decarbonised – the facilities management sector has an enormous role to play in this journey by embracing smarter ways of operating buildings that will drive the required energy and resource e iciencies.

Another key factor on which our ability to solve the skills shortage problem hinges is attracting more women into facilities management. We recently took on our first female engineering apprentice – the more role models we can nurture and send into schools, the greater our chance of closing the gender gap and bolstering the skills base.

The sector appears to be trending in the right direction. According to a survey conducted by the Institute of Workplace and Facilities Management (IWFM), the male-to-female ratio in FM careers in the UK shi ed from 68-32 per cent split in 2020 to 66-34 per cent in 2021.

However, the gap is still far too wide, and we must do more to build a more gender-balanced workforce which will not only help address our skills shortage, but also create a more diverse and equitable workplace.

Sodexo welcomes 24 interns as part of 10,000 Black Interns programme

Sodexo is welcoming 24 interns across its UK business as part of the 10,000 Black Interns Programme; a paid opportunity that provides valuable experience to an o en underrepresented group of talent. Over a six-week period, the interns will be given the opportunity to gain valuable insight into the Sodexo workplace by working with teams from HR, technology, and finance, as well as di erent areas of Sodexo, including its corporate services and schools & universities businesses.

Fi een of the 24 interns begin the programme in May and June, while the remaining interns will join the organisation throughout the year. Interns will be encouraged to document their experiences on social media and through Sodexo's internal communication networks throughout the programme, enabling Sodexo colleagues to follow their progress.

Impact of labour shortages worsen for engineering services

The latest engineering services industry survey, backed by leading trade bodies ECA, BESA, SELECT and SNIPEF, shows the growing impact rising labour shortages are having on business owners in the sector, which is having a clear knock-on e ect on their business performance.

Almost half (42 per cent) of respondents said labour shortages were the biggest concern for their businesses –up from a quarter (26 per cent) in Q3 2022 and a third (32 per cent) in Q4 2022. Over half (54 per cent) of sector businesses reported vacancies in their organisations. When asked why they had trouble filling these vacancies, most businesses (54 per cent) cited an insu icient supply of applicants, followed by a lack of appropriate skills (48 per cent) and una ordable pay expectations (43 per cent).

Develop opens state-of-the-art training centre

Develop, an accredited provider of compliance, technical and safety training, has o icially reopened its York training centre alongside its new fully to-scale artificial JETSET street, (Joint Emergency Training Set).

The centre, which has undergone a £400,000 full refurbishment, is now set to provide training in tandem with the purpose-built street, named Training Terrace in a recent public competition, that Develop has recently constructed next-door.

Lack of flexibility at work led to a change of careers for millions of UK employees

An estimated four million people have changed careers due to a lack of flexibility at work, while an estimated two million have le a job in the last year for the same reason, according to the CIPD’s latest report. Flexible and hybrid working practices in 2023 highlights that o ering flexible working is key to retaining and attracting sta , addressing the current skills shortage and fostering inclusive workplaces. A growing number of organisations o er flexible working from day one of employment (39 per cent in

2023 vs 36 per cent in 2021) and 14 per cent of those without this in place intend to do so before Government legislation, announced in December 2022, takes e ect. However, almost half (49 per cent) of employers still aren’t aware of the pending legislation, which will make flexible working requests a day one right, highlighting the need for more education and action amongst employers.

Claire McCartney, Senior Resourcing and Inclusion Adviser at the CIPD, says: “Many organisations are

facing the dual challenges of skills shortages and talent retention issues, particularly in sectors such as healthcare, education, and hospitality. Our latest research reinforces that o ering flexible working can go a long way towards tackling these problems, even in roles that are traditionally seen as nonflexible.”

The report which can be viewed at www.cipd.org/en/ knowledge/reports/flexiblehybrid-working-2023/ outlines recommendations for employers to adopt flexible and hybrid working.

Parents and carers to be given new protections at work

Parents and unpaid carers are set to receive new employment protections, as three Government backed Private Members Bills receive royal assent. When in force, these new laws will help to increase workforce participation, protect vulnerable workers, and level the playing field by ensuring unscrupulous businesses don’t have a competitive advantage and delivering on Government priority to grow the economy.

The new protections will include:

• Up to 12 weeks of paid neonatal care leave for employed parents whose children are admitted to neonatal care, so that they can spend more time with their baby at what is a hugely stressful time. This is in addition to other leave and pay entitlements such as maternity and paternity.

• Redundancy protection for pregnant women and new parents with the extension of existing redundancy protections to cover pregnancy and a period of time a er parents return to work.

• A new entitlement for unpaid carers to a week of flexible unpaid leave a year, for employees who are caring for a dependant with a long-term care need. This will enable carers to better balance their caring and work responsibilities, supporting them to remain in employment.

Business Minister Kevin Hollinrake said: "We know how stressful it can be for parents caring for a new-born in neonatal care, or someone who is trying to juggle work with caring responsibilities, and these additional protections will ensure they get the support they need.”

Dreaming of taking a dip this Summer? It might still be too cold to dust your sunglasses off, but it’s never too early to check your pool for leaks.

We know that English weather can be unpredictable at the best of times, so whether you’re still putting your heating on or have a high water bill, LDS are on hand to pinpoint your leak within 0.75 metres, without causing any damage in the process.

LDS are the leading leak detection company in the UK and trusted by homeowners, insurance companies and facility properties alike because we find leaks that other companies can’t.

Using years of expertise and experience, state of the art equipment, and perseverance, our engineers have a 99% success rate and won’t rest until they’ve got to the crux of the issue.

From arranging access with multiple tenants, to accurately pinpointing leaks on commercial roofs, nothing is too much trouble – and we strive to ensure we take the stress away from the first moment of contact.

We know what our customers need, and aim to deliver every time. That’s why we attend the site, locate the leak and provide a comprehensive report with recommendations and findings within a matter of days.

LDS have engineers on call 24/7 to address any and every need, wherever you are and no matter the leak.

Meet high hygiene expectations, in any setting

Quality and effective soap and sanitiser solutions

Elevate your sustainable hygiene management with our high quality, effective hand hygiene solutions. Depend on our broad, proven assortment of effective soaps, sanitisers and dispensers to meet the new hygiene expectations. Our specially formulated products and award-winning dispensers pair with industry-leading Tork paper products to promote hand hygiene.

Learn mor e at:

tork.co.uk/skincare

tork.ie/skincare