During a recent catch up with our Editorial Steering Committee, (see panel opposite) our members commented on the power of networking. As many people working within the sector would agree, being an FM, especially on the client side often means working alongside people from outside the discipline, so sharing experiences with other FMs can be a precious experience.
We also reflected on the fact that FM is a very broad church, with people drawn from a range of backgrounds, from chartered surveying to hospitality and admin support.
But what typifies FMs is the ability and vision to deliver workplaces, whether o ices, factories, healthcare, retail or education that enhance the occupant experience.
As a journalist who has been covering FM for 20 plus years, I’ve also attended numerous exhibitions and formed strong opinions of what does and doesn’t work. Although there have been many excellent exhibitions on the circuit, what the sector truly lacks is a show dedicated to facilities and estates professionals. This means not being collocated with other more commercial industries, such as high-tech security.
What is also desirable is the opportunity to attend seminar sessions which are not predicated on the highest spending exhibitor but reflect the areas of greatest interest to FM and estates management professionals. Editing this magazine gives me access to some of the major issues dominating the FM remit; whether it’s meeting net zero targets, investing in technology or solving the recruitment and retention crisis.
I’m very pleased to say we’re bringing all this learning together and launching the inaugural Facilities & Estates Management Live exhibition next October 7th and 8th at the Business Design Centre in London. More details will follow throughout the coming year and we do hope you can join us for valuable learning, collaborative and social opportunities.
As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.
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THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
The October Workplace Trends conference focused on ‘Workplace; the user experience’.
Olivia Matei, Procurement and Framework Coordinator at Lexica, explains the procurement challenges estates and facilities teams in the NHS and public sector are facing.
Eur ling Prof David Cooper MBE, CEO of LECS UK looks at the causes of runaway escalators and questions whether current standards are su icient.
James Massey, Managing Director of FM, Energy and Retail Intelligence at MRI So ware explains why data-driven innovations are transforming the built environment.
18 Marcus Herbert, Head of Wellbeing from the British Safety Council, presents recommendations to ensure that worker wellbeing is better supported.
20 The number of postgraduate level qualifications on o er has shrunk over the last decade. What can the sector do to support the next generation of FM leaders?
CASE STUDY
The experts at Dawnvale outline the key elements of elevating stadium hospitality areas that create a seamless fit-out.
SUSTAINABILITY
28 James Patterson, CEO of Biological Preparations, outlines the sustainability priorities and challenges for FM leaders and provides key steps for improvement.
ROUNDTABLE
FMJ brought together Indeed Flex, client side FMs and a legal expert to discuss the challenges of recruiting and deploying frontline sta .
WASTE & RECYCLING
Tim Duret, Director of Sustainable Technology, Veolia on using advanced technology to deliver the circular economy.
38 David Llewellyn, Chief Executive of AVA, says the new Extended Product Responsibility (EPR) for packaging could impact the sector.
COMMUNICATIONS
40
The way businesses handle calls has changed finds Helen Strother.
EMERGENCY LIGHTING
42 Chris Anderson of Ansell Lighting, on the latest regulations and technologies for emergency lighting.
LIGHTING
44
The Caleido Tower in Madrid has been recognised for the excellence of its sustainable lighting design, reports Paul Jones of B.E.G.
HEALTH & SAFETY
46
Technology is the key to ensuring lone worker safety says Jon Woodforth, Chief Technology O icer at Totalmobile.
PEST CONTROL
48
David Cain, MD of Bed Bugs Ltd, provides a guide to beating the bugs.
Find out who’s moving where in the facilities management profession.
Rachel Houghton of Business Moves Group digs into some of the factors at play when creating a hybrid work policy.
Panos Balalas, Communications Manager of CIBSE, says the launch of the CIBSE Education Guild is shaping the future of engineering education.
A brief roundup of the latest careers news in the facilities management sector.
Next Edition
In the case study, a leading catering supplier reveals how creating dishes at its own site ensures the delivery of food services to clients without a dedicated kitchen space. We discover ways of bringing people and tech together to enhance security services by connecting live footage feeds with analytics so ware and reveal the top cyber-fraud trends impacting the FM sector. We delve into the benefits of remote monitoring to pinpoint hard services issues before there’s a fault and discuss how air to water inverter heat pumps can o er greater e iciencies for hot water provision in large buildings. And with gender neutral washrooms provoking huge debate, a washroom expert explores the pros and cons of o ering unisex facilities.
LEGAL VIEW OVER 10 MILLION WORKERS IN THE UK LACK ACCESS TO WORKPLACE HEALTH SUPPORT
EMPLOYMENT RIGHTS BILL
Sara
Bean rounds up the expert views for the proposed rights
bill
In October the government unveiled the Employment Rights Bill which is set to bring forward 28 individual employment reforms, from ending zero-hour contracts and fire and rehire practices to establishing day one rights for paternity, parental and bereavement leave. Statutory sick pay will also be strengthened, removing the lower earnings limit for all workers and cutting out the waiting period before sick pay kicks in.
Workplace expert Acas welcomed the government’s focus on improving workforce relations. Acas Interim Chief Executive Dan Ellis said: “It is good to see workplace relations taking centre stage today. Well-managed workplaces with good relations are more productive, more profitable, more resilient, and more likely to contribute to economic growth.
“We have already been engaging with the government and listening to employers and employees, drawing on our unique expertise and experience to inform thinking on the legislative programme. We will continue to work with the government and key stakeholders to support businesses and their staff to prepare for new regulations.”
Peter McGettrick, Chairman of The British Safety Council, said the reforms: “Are a major step forwards in ensuring all workers benefit from a more certain and consistent floor of standards and protections in work. Like other successful employment reforms that came before them, if done right, this set of measures can be a win-win for businesses, employees, and the economy.
“We would like to see them being part of a new approach to growth and productivity which recognises that people’s wellbeing, health and safety are fundamental to our wider prosperity.”
Sarah Peck, UK Country Manager of Indeed Flex, said: “As the UK moves towards banning zero-hour contracts, businesses must rethink their staffing strategies to remain compliant while maintaining flexibility.
“Our research shows that while 54 per cent of hiring managers support the ban, 68 per cent are concerned about the potential impact on flexibility for both employers and workers.
“The new laws will also give workers the right to launch unfair dismissal claims from their first day and greater flexible working. While these changes will inevitably take some time for employers to adapt, it’s an opportunity for businesses to reassess working patterns and hiring strategies.”
Rufus Hood, Country Manager UK at digital staffing Coople advises that some parts of the Bill are highly likely to be amended. He said: “Employers will need to be aware of the changes to employment legislation that are on the horizon, to make sure that they remain compliant with the law. They might also need to be aware of any increased costs they might incur. For instance, it has been proposed that employers will pay a set charge to zero-hour and irregular hour workers if a shift is cancelled at short notice. Costs to pay staff who are on leave will also increase, as employees will now be entitled to more types of leave from day one of their employment.
“The government has provided more details about the proposed new restrictions on zero-hour contracts. Workers on zero-hour contracts, or very low contracted hours, will be given the right to move to a new contract that more accurately reflects the hours they work. Employers will offer the set hours contract periodically, calculated by looking back over how many hours the employee recently worked on average. Some aspects of this legislation are yet to be determined through a consultation process, including what this will mean for agency workers – consultation is expected to begin soon.
“Several new rights for workers have been proposed that would begin from day one of employment, including paternity leave and unpaid parental leave, as well as the right to request flexible working. Statutory Sick Pay will be available from day one, and it will also now be available to workers on lower earnings as the previous Lower Earnings Limit will be scrapped.”
A new report published by the Royal Society for Public Health has revealed that nearly half (47 per cent) of the UK workforce is without access to essential health support, such as routine health checks or flu vaccinations, and is calling for a universal “right to a healthy workplace” for all employees.
It found that people working in lower paid industries such as agriculture and hospitality are disproportionately represented in the figures and most likely to miss out on support. This is despite working in sectors that are shown to be least healthy for workers.
The publication of the report comes against the backdrop of the Government’s Employments Right Bill. The Bill is proposing a number of changes to employment law such as the universal introduction of sick pay from day one and making flexible working the default.
Headline recommendations that the report argues would help enshrine the right to a healthy workplace include:
• The Government to set a mandatory national Health and Work Standard, setting a minimum level of support which employees should be entitled to.
• Sick pay being available from day one of a person’s employment, with pay from the first day they are o sick, and businesses incentivised to pay a living wage to employees while they are o work.
• HR professionals should be upskilled, with support from occupational health specialists, to ensure that they are able to embed health improvement across their organisations.
• Government should explore ways to incentivise employers, particularly small and medium-sized enterprises (SMEs), to invest in their workforce in the short term, enabling them to reap the long-term rewards of higher productivity.
• Government should work with the ONS and business to create standardised data collections on workforce health, allowing the impact of interventions to be properly monitored and evaluated.
The report argues that putting an emphasis on building healthier workplaces will help reduce the economic cost of ill health which is estimated to stand at around £100 billion every year. To read the report visit https://bit.ly/4e9ltj1
VINCI EXPANDS UK PRESENCE WITH FM CONWAY ACQUISITION
VINCI Construction has announced an agreement to acquire UK public works company, FM Conway Limited.
Based in Sevenoaks, Kent, FM Conway was founded in 1961 by Francis Michael Conway, and is owned by the Conway family. The company’s expertise encompasses roadworks, civil engineering, asphalt and binders’ production as well as a range of specialist businesses (water and drainage management, lighting, cabling and tra ic management).
FM Conway operates across England, with a particular focus on the south-east of the country. The business’ annual revenue for 2024 is reported to be about €690 million (£580 million), generated by 2,000 employees.
The completion of the transaction is subject to any necessary regulatory approvals and is expected early 2025. The integration of FM Conway will strengthen VINCI Construction’s position in the very dynamic south-east England market.
Sodexo delivers a ‘strong set of numbers’ for FY24
Sodexo’s Full Year Group Results for Fiscal 2024 report a strong financial delivery in a year of structural transformation for the food services and FM company.
Group revenues increased +5.1% year-on-year driven by organic growth of +7.9%. Sean Haley, Sodexo CEO for the UK & Ireland said: “Our commitment to partnership working and delivering excellent food and FM services has led to the successful retention of many large complex contracts with longstanding clients this year, as well as an increasing portfolio of new business wins across our selected market sectors.
“We continue to transform our food and FM services to ensure we deliver valued experiences whatever the environment – whether at a large, acute NHS Trust, corporate workplace or a school – we are deploying technology enabling the delivery of these services ever more effectively and efficiently with our team’s dedication to great service at its core.
“We remain focused on evolving our food offers in line with consumer trends. Our portfolio of food brands – including Modern Recipe, Kitchen Works, Fooditude and the Good Eating Company – ensures that no matter which Sodexo restaurant you eat in, you can be assured that our highly-skilled culinary teams have created healthy, nutritious, tasty and sustainable food options for all to enjoy.
“While we continue to grow and develop the business in line with our ambitions, our primary goals remain the same. We remain fully focused on the safety of our people, on delivering service excellence, working towards net zero and making a positive social impact in all we do, every day.”
AI POISED TO TRANSFORM THE FM LANDSCAPE
rtificial intelligence (AI) is set to transform the future landscape of facilities management, according to global real estate advisor, CBRE, who says early adopters of this evolving technology can expect to enhance e iciency, reduce operational costs and improve the overall occupant experience.
In its AI series, CBRE uncovers the ways in which FMs can use AI to streamline processes and ultimately deliver greater value to clients and occupants. One key use of the technology is data analysis. AI can streamline workflows and reduce errors, leading to higher quality outcomes and better overall performance. Machine learning AI algorithms can analyse and interpret vast amounts of data quickly, providing valuable insights that can help in decision-making and strategic planning for FM.
CBRE says by linking datasets from many di erent sources, such as asset optimisation, risk and energy performance, AI gives a simultaneous and holistic view of a building or estate’s performance. Looking at many datasets at the same time, rather than viewing them in silos, enables FMs to improve service across a range of indicators – such as optimising performance, reducing cost or reducing carbon emissions. This 360-degree estate analysis enables FMs to work more collaboratively with their clients and colleagues to deliver an enhanced service.
In addition, CBRE states AI has the power to significantly transform the workload of FMs by undertaking repetitive tasks, like reviewing occupancy data for workplace comfort and adjusting building maintenance systems.
With net zero deadlines approaching, there is increased focus on what AI and emerging technologies can do to accelerate progress. Smart systems that use AI can study patterns in a building’s energy usage and suggest tactics for decreasing consumption. By optimising lighting schedules, heating, ventilation and air conditioning according to occupancy and other external factors, machine learning algorithms can result in substantial energy savings.
If you have any knowledge of FM news from across the world, please feel free to get in touch with our assistant editor Sarah O’Beirne email sarah.obeirne@kpmmedia.co.uk
CIWM OUTLINES OPPORTUNITIES FOR UK GREEN SKILLS GROWTH
CIWM (The Chartered Institution of Wastes Management) has set out its proposition for government in response to the formation of Skills England, including advocating to expand green skills development beyond the energy sector, thereby creating a comprehensive skills pipeline essential for supporting a robust green economy.
Recently, CIWM representatives met with Mary Creagh CBE MP to pledge its support for green skills creation and to share three key areas that it believes must be prioritised to help address the UK’s green skills gap and further the ambitions outlined in the ‘Industrial Strategy and Green Prosperity Plan’. Outlined in CIWM’s Skills Position Paper, which has already garnered support from over 28 organisations, the three proposed areas capable of delivering swi and impactful change are:
Diversifying the Apprenticeship Levy to Create a Green Skills Fund –This ring-fenced fund would act as a catalyst for transitioning to a more circular economy, allowing flexible use for approved qualifications, training, career advice, and regional excellence hubs to ensure the development of the right technical skills and innovation for complex change.
Developing the UK Green Skills Roadmap – A green skills roadmap is essential for UK industry, detailing the skills needed to close the current job gap in the short and medium term. This roadmap will provide
CIPD WARNS EMPLOYMENT COSTS IN BUDGET REQUIRE BROADER PLAN FOR GROWTH
Commenting on the Chancellor’s Budget on 30th October, Ben Willmott, Head of Public Policy at the CIPD (The Chartered Institute of Personnel and Development), said:
“The budget will provide welcome support for some working people and for hard-pressed public services. However, the increased business costs announced in the Budget, alongside the ra of changes planned to employment regulation, are bound to act as a headwind to growth. There are real risks that together these measures could disrupt many employers’ recruitment and skills investment plans.
clarity for professional bodies, training and education institutions, and businesses, enabling them to invest in developing courses, workforce, and infrastructure to meet future demands.
Investment in Career Attractiveness – The government has a significant opportunity to stimulate the development of skills alongside complementary infrastructure, policy, and behavioural changes. Specific investment in training and retraining programmes for green skills must be integrated into policy, along with enhanced career support and promotion within the education system.
CIWM also welcomed the establishment of the Circular Economy Taskforce, believing that this body could take the lead on skills planning for the circular economy. To demonstrate its support, CIWM has pledged the resources of its Skills for the Future Working Group—a coalition of over 70 dedicated professionals across the sector who have previously aided the government in delivering evidence-based insights, a sector skills matrix, learning and development content, and policy influence, as well as the expertise of the CIWM Group’s 18,000 individual members and 300 corporate members.
CIRIA
TO CREATE FIRST CONSTRUCTION SECTOR CLIMATE CHANGE
GUIDE
“Consequently, it’s crucial the Government sets out its plan to work with business to support growth across the economy. It’s essential the forthcoming Spending Review and Industrial Strategy set out how the Government will work with employers to raise productivity in ‘everyday economy’ sectors and not just in a limited number of ‘high growth sectors’ at the sharp edge of innovation and R&D.
“Increasing productivity will require changes to key areas of policy such as skills, innovation and business support to boost business investment in people management and technology adoption.”
CIRIA, (the Construction Industry Research and Information Association) an independent and not-for-profit body that exists to drive collaboration across the built environment and construction sectors, is creating a firstof-its-kind good practice guide designed to help manage climate change geo-related impacts and liabilities for land development.
Geotechnical and geoenvironmental specialists RSK Geosciences have been appointed by CIRIA to prepare the guide and will draw on the wider skills of RSK Group companies Nature Positive, ADAS Climate and Sustainability and the Water Research Centre (WRc). The integrated RSK approach will contribute to comprehensive good practice guidance, building on RSK’s multi-sector knowledge across climate change, adaptation, resilience and mitigation.
CIRIA Senior Research Manager and Sustainable Land Reuse Programme Lead Joanne Kwan said: “There is no doubt that our climate is changing at a speed that is a ecting our built environment. Extreme weather events may necessitate modifications to design to mitigate impact on the long-term suitability and function of the development of both brownfield and greenfield sites. Getting it wrong could be costly.
“CIRIA’s new project 3266, ‘A good practice guide for managing climate change geo impacts and liabilities for land developments’, will produce the first UK comprehensive guide to manage climate change risk in land development projects in a balanced and sustainable manner. The guidance also aims to reduce delays in the programme and additional costs in land development projects caused by changing climate and extreme weather events.”
Entrust Colt with your smoke control servicing.
Colt’s technical directors have long been involved in the development of fire and smoke control standards and guidance. Our team of expert engineers receive regular training from these same technical directors so you can rest assured that they know exactly how to keep your buildings safe.
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Each one of our expertly trained engineers has one aim in mind – to keep your buildings safe and legal, whether your system was designed and installed by Colt or not.
Smoke is different to fire.
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.
To find out more, visit us at: coltinfo.co.uk/service-maintenance calls us on 02392 491735 or email service@uk.coltgroup.com
WORKPLACE TRENDS
MAKING WORK, WORK
The October Workplace Trends conference focused on ‘Workplace; the user experience’, an apt choice given the ongoing debates on whether employers should mandate, encourage or entice workers into the o ce. Sara Bean reports from the British Library
Inan inspiring introduction to the broader themes of the day, Dr Nicola Millard, Principal Innovation Partner, BT Business Chief Technology O icer (CTO) considered the reinvention of work in the digital age and how do we make work, work? We must recognise we’re operating in a digital age, where the workplace is not the o ice or even home, but the digital space she said. Workplace leaders’ challenge is to blend these physical and digital realms together.
Creating a space where employees feel they belong were the objectives of Tom Helliwell of BDG Architecture + Design and David Laver, Global Head of Facilities Management for creative agency WPP. They described the creation of WPP’s new London o ice which aims to encourage knowledge workers to feel like members of a campus community.
One of their key remits was to attract and retain a multigenerational workforce, which according to Iain Shorthose of Paragon Workplace Solutions means accommodating no less than five generations. In a panel discussion on the expectations of Boomers to Zoomers, it was revealed that as Gen Z are 17 per cent less likely to have a dedicated space at home – it’s not surprising that they are the only generation to select individual focused
work as one of the three main reasons to go into the o ice.
However, they’re also a lonely community, so there’s a need to create environments which o er a feeling of belonging and flexible spaces that suit a variety of work activities.
Paragon’s latest research illustrates the importance of creating a workspace that supports multigeneration needs, but where to start? Workplace expert and author Neil Usher was on hand to introduce his new book, co-authored with Kursty Grove on ‘Workspace Made Easy: A clear and practical guide on how to create a fantastic work environment’.
SEEING THE LIGHT
The most thought-provoking topic of the day was the impact of workplace lighting on health and wellbeing, co-presented by Ulysse Dormoy of Atrium, with Bob Fosbury and Glen Je ery of University College London. The research was illuminating. While the uptake of LED lighting in buildings has increased to help improve energy e iciency, a resulting deficiency of ‘healthy lighting’ is having a detrimental impact on our health.
According to the research, mitochondria, the battery of the body, found in our cells, is super sensitive to light. Mitochondria needs sugar to function, and when the body is exposed
to infra-red light it uses more sugar, but blue light it consumes less, so blood sugars increase. As a result, studies have found that astronauts become pre-diabetic and age faster a er being exposed exclusively to LED light. With LEDs dominating the built environment, aside from being outdoors as much as possible to replenish your infra-red ‘battery’, the researchers recommended the introduction of infra-red lighting in workplaces to help address the shortfall.
WOMEN’S TALK
Moving from light to sound, o ice acoustics specialist Paige Hodsman and workplace psychologist and author Nigel Oseland explored the cultural, psychological and physiological reasons why women o en struggle to make themselves heard at work.
This is due, they explained, to a combination of cultural bias towards deeper voices, women having higher pitched voices that don’t travel as far, and the fact that men and women use di erent parts of the brain to process language and communicate. They also coined the phrase ‘Bropriation’ which describes the experience of women who find their ideas explained back to them by a man, presenting them as their own. Acknowledging the issue is a good start but the longer-term goal of the researchers is to provide
guidance and training to help improve communications between the sexes.
GREAT EXPECTATIONS
Data is a powerful tool in meeting the challenges of managing the hybrid workplace, said Hodan Aden of Empire AI. In her analysis of o ice space utilisation, she demonstrated how machine learning models combined with an analysis of employee activities can help produce workplaces well equipped to meet hybrid workers’ needs.
Mark Catchlove of MillerKnoll Global Insight Group wound up the day with insights on ‘relationship-based work’. As focus-based work can be performed anywhere, the importance of creating community spaces in the workplace is more important than ever he explained. When you feel you belong at work you work harder, which is why the future of work is about developing and growing relationships.
The creation of shared spaces such as workplace cafes is no longer just about the food or drink, he added, but to provide a variety of spaces which help reduce any sense of isolation. It also fosters chance encounters or that phrase so loved of workplace designers, serendipity. Catchlove revealed we’re also seeing the growth of workplace neighbourhoods which o er occupants who are no longer o ered a fixed working area, spaces which help foster a sense of belonging.
As Catchlove concluded, while supporting work activities remains important, supporting the social relationships that enable collaboration and productivity is crucial. It’s all about making work, work.
FURTHER INFORMATION
https://workplaceevents.co/
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STRATEGIC FM PROCUREMENT
Estates and facilities teams working in the NHS and the public sector face a complex array of procurement challenges, from capability and capacity constraints to financial e ciency and achieving net zero. Olivia Matei, Procurement and Framework Coordinator at Lexica says need routes are needed
The UK public health decarbonisation market has been sized in the billions. However, the potential procurement benefits will remain unrealised without a step change in the support o ered to public sector organisations to make successful funding applications or find private sector funding alternatives. The public sector needs more than just a route to market - it needs new ways of financing and delivering on net zero.
This means engaging more deeply in procuring clean technology; for instance, finding sustainable and energy-e icient solutions such as LED lighting and solar PV and going beyond mere target setting to meet climate targets that e ectively serve the NHS and the public sector.
Over £100 million of green technology transactions have been processed for UK public bodies since 2021 and procurement frameworks have enabled access to fundamental clean technology upgrades. These include implementing smart LED lighting systems that adjust brightness based on the time of the day and occupancy levels,
as well as the installation of building upgrades for energy e iciency. Engaging early with procurement frameworks is a key action for estates and facilities teams in which to focus, as this will significantly reduce the time and e ort required to identify, evaluate, and implement green technologies.
COMPLEX PROJECTS
The public sector and the NHS deal with increasingly complex projects. Whether £20 million solar farm installations through to national LED deployments, these are complex projects that require specialised skills and funding. This is where procurement frameworks can provide much needed structure for sourcing green technologies and act as a springboard to accelerate delivery. In one example, public bodies could move from piloting LED rollout to scaling-up through a direct award.
Estate and facilities managers can also seek support with contract development and agreement to ensure the project meets the requirements
set within the direct award parameters which are defined as part of the framework. This will help a project to be processed promptly as well as deliver savings. According to the London Borough of Waltham Forest for instance, “the energy saving LED lightbulbs use less electricity than traditional incandescent light bulbs, with the improvements expected to shave o around seven per cent o the Council’s annual energy bills”.
CAPABILITY, CAPACITY AND EFFICIENCY
Looking beyond strategic procurement, addressing the current challenges of capability, capacity and e iciency will require workforce development, skills building and careful fiscal management. For example, through framework procurement we can unite supply chain experts with NHS client teams to jointly execute clean technology projects. Only through a well thought-out and collaborative approach can we ensure the continued delivery of high-quality healthcare services while advancing sustainability objectives.
Clean technology procurement is di erent from procuring stationery or purchasing digital and telecoms solutions. With informed procurement support from clean technology experts, our public health system can be focused on doing what it does best - delivering high-quality healthcare services. Working together in this way, we can procure e ectively for net zero.
NET ZERO
The transition to net zero in the public sector also presents an opportunity for innovation and collaboration between various stakeholders. By fostering partnerships between public bodies, private sector companies, and research institutions, we can accelerate the development and implementation of novel clean technologies. These collaborations could lead to the creation of pilot projects that test cutting-edge solutions in real world settings, such as energy-positive buildings or advanced waste-to-energy systems. Moreover, such initiatives could serve as valuable case studies, providing insights and best practices that can be scaled across the entire public sector. This approach not only supports the UK's decarbonisation goals but also positions the country as a global leader in sustainable public infrastructure, potentially opening new export opportunities for UK green tech firms.
Following the Budget on October 30th and the new Procurement Act, which is set to come into force in February 2025, it is a time of change for the public sector, its capital works programme and procurement processes. Amid the change, we must not take our eye o the prize. Namely that in the UK, the public sector provides the size and scale of energy and climate projects that are needed to boost British supply chains to make every UK home net zero. Better hospital, school and local authority buildings will mean better outcomes for us all.
A Kingspan Light + Air maintenance schedule makes it easy.
While the Regulatory Reform (Fire Safety) Order 2005 dictates that smoke control systems must be maintained in good working order, the responsibility of ensuring this is effectively achieved can be daunting. Partnering with Kingspan Light + Air will bring you peace of mind and prove your best choice.
Regular fi re damper and smoke control damper maintenance is extremely important to ensuring building safety. BS 9999 states that all fi re dampers should be inspected and performance tested by a competent person at regular intervals not exceeding one year, and to be repaired or replaced immediately if found to be faulty.
Smoke control systems, including smoke control dampers, should be tested weekly, with a full quarterly system test and an annual service and performance test. Kingspan Light + Air can help you stay safe and compliant.
One call to Kingspan Light + Air will spare you all this We will look over existing damper maintenance provisions and review all your maintenance processes.
Proper, preventative, pre-emptive service work, undertaken by our qualifi ed specialists, will not only ensure that BS 9999 standards are met in full but can offer considerable savings in time and money. We will conduct the following procedures to ensure that successful and legally compliant damper maintenance is carried out.
Our engineers will survey the site, locating and verifying your dampers, to get a clear picture of the scale of the operation and an idea of the existing maintenance schedule.
Service and Report
We will check each damper individually, ascertaining the current operational status of your systems and all the HVAC controls on-site.
Repair and Replace
We will consider which dampers to repair and which to replace, creating a cost-effective strategy for moving forward, without obstructing your day-today operations.
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.
COMPLIANCE
RUNAWAY ESCALATORS – ARE THE STANDARDS SUFFICIENT?
Eur Ing Prof David Cooper MBE, CIBSE Vice President and CEO of independent lift and escalator consulting engineers LECS UK, looks at the causes of runaway escalators and questions whether current standards are su cient
Arunaway situation can occur when the escalator is running in ascent and descent modes, ultimately causing the escalator to roll backwards uncontrollably. In the up direction, this is known as a runback or unintended reversal; in down mode, it’s an uncontrolled descent starting from the rated speed of the escalator and increasing. Passengers o en pile up at the bottom due to the high speed involved and sometimes clamber over the handrail to avoid collisions. This can lead to a fall from height.
There have been several incidents of uncontrolled movement (i.e. rolling backwards out of control) of escalator step bands, such as:
1994 Camden Yards, USA (43 injured)
2014 Cutty Sark station, London
2017 Mong Kok shopping mall, Hong Kong (17 injured)
2018 Piazza Della Republica, Rome (24 injured)
2023 Argyle Street station, Glasgow (5 injured)
The high-speed that the escalator step band achieves means there is no method of arresting the situation.
HOW CAN IT HAPPEN?
Investigations into the causes of such accidents have revealed several causes of uncontrolled movement, including auxiliary brake failure, drive unit fixing failure rendering the drive chain, brake, and gearbox ine ective, and other less common reasons. Research indicates that passenger behaviour is a minor factor in runaways, such as pressing an emergency stop button leading to a primary cause such as brake failure. During an accelerating runaway, passengers o en continue to board the down-running escalator, unaware of the issue. This leads us to considering the design and maintenance of the escalators. Including an auxiliary brake is a design consideration, although not all escalators need one according to the EN115 standard. The location of the operational brake is also crucial; if it’s inboard of the gearbox, it won’t provide protection in the event of an internal gearbox failure.
Maintenance is also key in escalator runaway situations, especially regarding brake failures due to lubrication getting onto braking surfaces, poor adjustment, or worn pads. This can happen if the brake is frequently used to stop the escalator daily, causing regular wear.
CCTV of an incident in Rome shows the escalator slowing then speeding up, suggesting an emergency stop button was pressed but the operational brake failed to hold, causing a downward acceleration and passenger crushing. In my opinion, an auxiliary brake should be a device to prevent step band (the part that carries passengers up or down the escalator) runaway. For sound design, it must operate on the final mechanical component, likely to be the head sha , to protect against failures.
ARE STANDARDS SUFFICIENT?
The 2017 EN115 standard (5.4.2.2) almost mirrors the 2008 and 1995 standard regarding the requirement for an auxiliary brake. It states:
5.4.2.2.1 Escalators and inclined moving walkways shall be equipped with auxiliary brake(s) if:
a) The connection between the operational brake and the driving sprockets of the steps/pallets or the drum of the belt is not accomplished by sha s, gear wheels, multiplex chains, or more than one single chain, or
b) The operational brake has not an electricalmechanical brake according to 5.4.2.1.2, or c) The rise exceeds 6 m
The problem is that an escalator/inclined walk with a rise of less than 6 m can still fail and runaway due to brake failure, gearbox failure or drive chain failure. This is because the main drive chain is a vital part of an escalator’s power transmission system so when it breaks, the escalator loses its connection to the brake and drive device, and the steps can become uncontrollable.
CIBSE Guide D defines an auxiliary brake as: A fail safe brake… used to stop an escalator under all normal conditions or under certain fault conditions only. It is typically situated on one side of the main drive sha .
The 2017 EN115 standard also calls for detection of unintentional reversal of the direction of travel and states: A device shall be provided for escalators and inclined (α = ≥6°) moving walks to detect the unintentional reversal of direction of travel.
The problem with this is that it could use the operational or auxiliary brake, if fitted, to prevent the reversal and these components are known to have failed in the past. 5.12.2.7.2 also calls for the detection of excessive speed before the speed exceeds a value of 1.2 times the nominal speed.
Perhaps the standards provide su icient protection, however I contend that an auxiliary brake should be on all escalators/ inclined walks.
In addition, the auxiliary brake needs to be located in a position where compliance with 5.12.2.7.2 can be achieved. It is clear that the intent of the standard is to prevent uncontrolled movement of the step band and yet several escalator designs do not meet this requirement.
CONCLUSION
Runaway escalators still occur despite the EN115 standard acknowledging them as foreseeable events. Auxiliary brakes may not always o er full protection. Nonetheless, I suggest that all escalators and moving walks should be equipped with an auxiliary brake, properly positioned to prevent uncontrolled movement.
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PROPTECH MEETS FM
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
James Massey, Managing Director of FM, Energy and Retail Intelligence at MRI Software explains why data-driven innovations are transforming the built environment
Online portals simplify repair or maintenance requests, with customised forms and triage processes that ensure that the right support is dispatched first time. Booking platforms can leverage footfall and access pass data to give a real-time view of how busy a building is, or a data-driven prediction of how busy it is likely to be, allowing flexible workers to plan their time as e ectively as possible. These systems can also be used to o er a range of value-added services, from meeting room facilities to car valet services, with requests scheduled automatically via integration with a CAFM system, o ering not only an elevated experience for users but potential new revenue streams too.
LEADING THE PUSH TO NET ZERO
A real-time view of energy, water and waste usage, empowers facilities teams to identify the crucial changes that will fuel their progress towards net zero and other ESG targets.
The facilities management industry is undergoing a technology-driven renaissance. As facilities teams integrate a range of innovative new technologies into their operations, they’re able to deliver elevated performance across a broad range of metrics, boosting operational performance along with occupant experience.
While the benefits available are wideranging, the technological foundations are largely unchanging; to drive the performance improvements they’re looking for, facilities teams must first invest in comprehensive data collection, as well as robust so ware with which to centralise and analyse that data.
PUTTING DATA TO WORK
Internet of Things (IoT) sensors are giving FMs more comprehensive views of building and occupant activity. With millions of data points fed into a CAFM or energy management system, it’s possible to build a picture of building usage right down to an asset level.
With this highly granular view, teams can not only optimise their operations to suit the unique features of a particular building but can also benchmark across multiple sites to identify outliers and spot opportunities to make savings.
Once a strong foundation is in place,
artificial intelligence can revolutionise the process of data analysis, spotting trends that are invisible to the human eye and automatically flagging anomalies or recommending adjustments in real time, fixing potential issues before they a ect operations.
REVOLUTIONISING ASSET MANAGEMENT
With a stream of performance data enabling a real-time view of asset usage and condition, end-to-end asset management is easier than ever before.
With IoT sensors it’s possible to view the status of all assets within a CAFM system in real time, without the need for in-person inspections.
With a comprehensive view of asset usage over time, it’s straightforward for teams to schedule maintenance when required and understand when assets are nearing the end of their lives, allowing for strategic management of repairs and replacements.
Automated booking systems reduce the need for teams to manage the scheduling, issuing and return of portable items. Sensors can track the location of equipment automatically, raising alerts if bookings overrun or if items are removed from a building.
O ice space and equipment usage patterns can be used to inform layout and space usage strategies, optimising
buildings for how they’re being used and increasing e iciency.
STREAMLINING OPERATIONS AND MAINTENANCE
Powerful data insights and real-time metrics give FM teams the ability to move from traditional maintenance approaches to reactive maintenance that’s based on actual need rather than a predefined schedule.
Sensors on waste bins or soap dispensers can automatically trigger an alarm which schedules a maintenance visit when they hit a defined capacity. Air temperature and quality can be monitored, and HVAC equipment automatically adjusted to maintain a comfortable environment, while occupancy monitoring can automatically shut o lighting and temperature control devices when buildings are empty.
Teams can monitor the performance of equipment to spot the early signs of degradation, reducing the risk of equipment failure with proactive maintenance, while reducing the costs associated with unnecessary servicing.
ENHANCING OCCUPANT EXPERIENCE
PropTech also o ers a wide variety of connected experiences that further benefit tenants and building users.
Combining meter, submeter and IoT sensor data into a specialised energy management platform, breaks down energy usage to accurately measure the carbon footprint, identify points of wastage, and o er opportunities to make savings, by upgrading equipment or optimising usage schedules. With all relevant data stored in a fully integrated system, the resource demands of meeting regulatory reporting demands are lessened. Transparent reporting and live dashboards make it easy to communicate ESG figures with the wider business too, demonstrating progress to stakeholders and providing the “nudge” required to drive behavioural change within buildings.
PREPARED FOR THE FUTURE
By providing a dizzying array of data points and the analytical tools to understand the underlying trends hidden within them, modern PropTech gives FM teams the tools needed to develop innovative new approaches to everything from maintenance schedules to carbon reduction.
As the industry continues to evolve, the revolutionary changes we’re seeing right now will shi from the cutting-edge to accepted best practice. However, with the same strong data strategy and integrated so ware tools to analyse and manage it, facilities teams will have all they need to identify and capture the next generation of performance improvements.
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BEING WELL IN A CHANGING WORLD
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he world is changing at an unprecedented pace, from the return of war in Europe and armed conflict in the Middle East, the challenges are immense. In the UK, health outcomes lag similar developed nations, economic growth has been largely stagnant, and levels of economic inactivity continue to rise.
Amid this social, political and economic context, how employers approach worker wellbeing has grown in importance. We spend an estimated one-third of our lives at work, and more and more we recognise the potential that the working environment can impact upon our wider physical, psychological and emotional health.
From June 2023 to September 2024, the British Safety Council and the Institute of Occupational Medicine (IOM) undertook a joint research project
- Being Well in a Changing World - which set out to understand what employers were doing to support worker wellbeing, what is guiding and driving wellbeing support, and whether needs di er for di erent worker groups/ demographics.
Our research identified several key takeaways:
• A lack of agreed definition: there is no universally accepted definition of wellbeing, which leads to inconsistencies in research and practice.
• Measurement challenges: the absence of a standardised metric for measuring wellbeing complicates the assessment and comparison of wellbeing across di erent organisations and sectors.
• Diverse perspectives: wellbeing priorities di er among various demographics and subgroups, highlighting the need for a more inclusive and targeted approach.
• Impact of change: rapid technological, environmental and social changes will define the next century, leading to uncertainty and anxiety for employers and employees alike.
• Policy and practice gaps: there is a disconnect between academic wellbeing research and its practical application, necessitating further research and integration.
Our report goes on to make five principal recommendations to ensure that worker wellbeing is better supported. These are:
• Create and adopt standardised metrics for assessing wellbeing. Better measurement will lead to better understanding. Creating and adopting measures of wellbeing, through a set of standardised metrics by which wellbeing can be assessed, will facilitate consistency and comparability.
• Align workplace wellbeing o erings with wider occupational health and safety strategies. Understanding that healthier and happier workers are also safer workers will, in turn, create a virtuous circle.
• Foster an industry wide culture that encourages organisations to learn from each other. Growing the good practice evidence-base, through the sharing of wellbeing data and resources, will collectively raise wellbeing standards.
• Ground wellbeing strategies in a holistic approach, integrating physical, financial, emotional, psychological needs to improve overall health and wellbeing, inside and outside of the workplace.
• Ensure wellbeing strategies work at an organisation, person-by-person, and group level. Wellbeing priorities di er amongst di ering groups. Most commonly these di erences are driven by demographic characteristics such as age, gender and religion. Recognise that wellbeing needs di er between di erent people and groups, and design for a diverse workforce. Ensure that interventions are provided which cover all of your specific groups.
It is equally important for legislators and policymakers to understand that wellbeing – particularly the improvement of such, will remain a complex issue alongside the rapid social, ecological, technological and economic change that will continue to define the future. But improvements in wellbeing will bring real benefits to employers and employees alike. By addressing the identified gaps and implementing these recommendations within our report, employers can better support and enhance worker wellbeing to keep their employees well in a changing world.
Download the report here: https://bit.ly/40qJqzc
Marcus Herbert, Head Of Wellbeing, British Safety Council
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FM CLINIC
With the number of universities o ering postgraduate degree level qualifications having shrunk over the last decade, what more can the sector do to support and encourage the next generation of FM leaders? What opportunities are available for FMs to increase their learning and gain meaningful qualifications?
to value above training is knowledge gained from experience. I hear this a lot. It echoes the shi in approach adopted by governments throughout the world to invest in lifelong learning. The challenge is: how can knowledge or competency gained from experience have the same level of recognition as that of a formal qualification?
One approach is the use of so-called microcredentials, which allow granular learning outcomes from an individual’s study or experience to be documented in a way that allows someone to gain a formal credit for everything they’ve learned. Like a living curriculum vitae, micro-learning
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE L&D EXPERT’S VIEW
DAVID SHARP, CEO, INTERNATIONAL
WORKPLACE
The qualifications landscape in the UK has experienced rapid and disruptive change. The previous government announced plans to scrap more than 200 vocational qualifications for 16–19-year-olds – is now under review. Universities are struggling to survive in the post-pandemic financial landscape, with undergraduate tuition fees all-but frozen since 2012. Teaching sta are being cut. Postgraduate course tuition fees (not capped by government) are going up to compensate, with preference given to higher paying international students.
It's a good time to ask:
credits can be conferred to populate a learning record for life.
Imagine you’ve spent half a day at a mentoring programme, or half an hour reading an article. By documenting your knowledge gained against credentialled micro-learning outcomes, you’ll gain credit for competency or knowledge that is likely previously to have gone undocumented.
David Sharp
what are the alternatives to a formal post-19 education? I was reminded of the importance of so skills to facilities managers when interviewing finalists for this year’s Pattenmakers’ Future FM Leader Award.
It’s not that technical skills are unimportant. There was a feeling that they could be gained on the job, or through studying recognised industry qualifications such as those accredited by IOSH, NEBOSH or IWFM. The time and cost involved in these is significantly lower than an MSc, and the knowledge gained likely to be more widely applicable to someone relatively early in their career in facilities management.
When it comes to so er skills though, what people seem
This new way of promoting and recognising learning will be extremely valuable for anyone working in FM – and for their employers too. It’s being adopted in the UK, EU, and further afield.
The UK’s 2021 white paper, ‘Skills for Jobs’, promotes this approach: "To enable greater flexibility, we must ensure that high-quality provision is normally credit-bearing, thereby enabling learners to accumulate and transfer credit where appropriate between institutions and to build up to meaningful qualifications over time fitting in with their personal and work circumstances.”
The EU has set a target of 60 per cent of adults participating in training every year by 2030 and has approved measures to help make micro-credentials work across institutions, businesses, sectors and borders within the European Education Area.
The US federal government has also supported initiatives aimed at expanding access to short-term, industry-recognised credentials, for example through the Workforce Innovation and Opportunity Act (WIOA).
At International Workplace, we’ve been developing a system of micro-learning credentials since 2018, which form the heart of the new International Workplace Academy. It promises a new way for employers to upskill workers in health, safety and wellbeing; give them credit for the knowledge they’ve gained; and demonstrate corporate compliance. It shows that, properly implemented, micro-credentials can provide a cost-e ective alternative to formal qualifications for workers and employers, and at a fraction of the cost.
THE FM LECTURER’S VIEW
LUCY HIND, SENIOR FM LECTURER, LEEDS BECKETT UNIVERSITY & MEMBER OF FMJ ED STEERING COMMITTEE
The facilities management sector plays a critical role in ensuring the smooth operation of buildings, infrastructure, and services, making it an essential component of the modern built environment. However, over the past decade, the number of universities and colleges o ering postgraduate qualifications in FM has decreased.
This contraction is a cause for concern, as it potentially limits opportunities for developing future FM leaders to access the knowledge, skills, and professional certifications needed to excel in an increasingly complex and evolving field.
short courses, that can help FM professionals stay current with the latest industry trends and innovations. These events also provide critical networking opportunities that can enhance learning through peer engagement and mentorship. The FM sector increasingly involves strategic decision-making, sustainability leadership, and technology integration, with a demand for FM leaders with robust so skills.
The sector can support this shi by focusing not only on technical competencies but also on developing leadership, communication, and problem-solving abilities. To encourage the next generation of FM leaders, mentorship programmes, leadership training workshops, and executive coaching should become an integral part of the career development pathway to enhance these roles and continue development.
Despite these challenges, there are several opportunities that the sector can take to support the next generation of FM leaders, while providing meaningful avenues for continuous learning and qualification attainment.
One of the most e ective ways to address the shrinking availability of formal postgraduate FM programmes is through stronger partnerships between industry and academic institutions. It is possible for FM providers to collaborate with universities to co-create tailored, industry-relevant postgraduate programmes. By involving industry experts in curriculum development, educational o erings can be then better aligned with real-world needs, addressing skill gaps that are most relevant to the profession today.
A further key opportunity lies in leveraging technology to enhance learning opportunities for FM professionals. Online learning platforms, virtual classrooms, and webinars make education more accessible. Universities and professional associations can embrace online education formats to provide more flexible, accessible, and a ordable ways for FM professionals to advance their learning and continued development. Additionally, the rise of FM-specific so ware tools and technologies—such as Computerised Maintenance Management Systems (CMMS), Building Information Modelling (BIM), and the Internet of Things (IoT) platforms—can be integrated into training programmes to provide hands-on experience with the tools that are shaping the future of FM and prepare our FMs for future industry demands.
LucyHind
These programmes can o er flexible study options, such as online learning and part-time courses, making them accessible to working professionals who need to balance education with their job responsibilities.
Aligned to university learning, FM professionals can turn to industry-recognised professional certifications as a credible alternative. Certifications from bodies such as the IWFM, IFMA and other global FM institutions o er structured, accredited learning pathways that focus on essential FM skills, including leadership, ESG, and operations management. These certifications are widely recognised and o en carry significant weight with employers, making them a valuable credential for career progression.
These professional bodies frequently o er continuing education opportunities, such as workshops, conferences, and
One of the most effective ways to address the shrinking availability of formal postgraduate FM programmes is through stronger partnerships between industry and academic institutions. It is possible for FM providers to collaborate with universities to co-create tailored, industry-relevant postgraduate programmes.”
THE FM RECRUITER’S VIEW
COLEEN CLOHERTY, DIRECTOR, CPC CONSULTING
Facilities Management is and remains one of the largest sectors in the UK that not many people know about or even recognise. This is despite the fact there are over one million people in the UK who currently work in FM. For the last three decades the FM sector has struggled to find people to fulfil vacancies from a shrinking pool of people. Now with the number of universities o ering courses falling it’s hard to see how this trend will do anything but continue.
I have recruited within the facilities management sector for 25 Years, and while this has been a constant issue, it is also a big reason why I focus on supporting the profession. I believe FM isn’t represented or catered for anywhere near enough by the education and training sector. One of the reasons is that it is o en the case that people fall into FM or evolve into it when roles and responsibilities
Lucy Hind
Coleen Cloherty
develop. Starting salaries within FM aren’t enough to justify the outlay required to join an academic programme, so many of those who study or have studied are o en part of fully funded by their employer. For those who want to study FM and don’t have funding, the Sector needs to do more.
The big supply side companies who employ large numbers of FM people need to put more back into the sector by investing the development of their workforce to grow and maintain the pool of qualified professionals. These companies need to attend trade shows and make vacancies more visible to prospective candidates. Trade bodies need to do more to encourage the supply side, end users and public sector to get more involved.
Covid and its a ermath has depleted the talent pool further with many experienced and qualified people leaving the sector. And while apprenticeships are used by some companies, this could be expanded massively. Discounts should be made readily available and government subsidies improved and o ered for Vocational Courses. While facilities management recruitment and selection require both a person fit and experience fit, other additional core skills are increasingly in demand. These include communication skills, stakeholder engagement, people skills, innovation and technology savviness, sustainable focus and budget management, multi-site experience and contract management.
In this way employers are looking at ever wider skills and experience sets when selecting candidates. Alongside the wider sector, individual FMs, particularly those in management roles must also invest in personal training and development throughout their careers. If unsure about which training courses are available or what is the best fit, I always recommend speaking to FM employers, industry peers or the training providers directly.
THE INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT’S VIEW
LINDA HAUSMANIS, CEO, IWFM
It is a key part of the Institute’s mission to promote workplace and facilities management (WFM) as a career of choice for all individuals looking for a rich, rewarding and impactful profession. Professionals returning to work a er a break, veterans, school leavers and graduates are some talent pools the Institute has identified as benefitting from WFM and enhancing the sector with their attributes. As such, organisations in the sector can take several key steps to support and encourage the next generation of WFM leaders.
For instance, individuals can meaningfully progress from the
frontline to the C-suite. I highlight Deborah Rowland, Director of Public A airs at Sodexo UK and Ireland; Debi has spent several decades blazing a trail in WFM and has recently given back to the community through a scholarship launched in tandem with IWFM, which announced its inaugural winners at the recent 2024 IWFM Impact Awards. In WFM, through competence and work ethic, gaining skills and experience, individuals can prosper and make an impact in areas like digital innovation, sustainability and equity, diversity and inclusion.
These themes resonate with the concerns of modern workers, as well as their expectations. For instance, organisations can promote flexible working, the ability to pursue specialisms and competitive remuneration as solutions to attracting, recruiting and retaining talent into WFM. If organisations seek to truly boost WFM workers into leaders, they can signpost their teams to the resources o ered by the Institute.
For instance, as the continuing skills shortage remains a key concern, professionals can access the Institute’s accessible, innovative and industryrecognised training and qualifications. These range from bitesize e-learning courses to comprehensives programmes on topics ranging from building safety to contract management, digital innovation to people management. The courses are delivered by industry experts with years of experience and have been tailored to WFM professionals at all levels, from introductory to management and strategic courses.
Additionally, organisations can point professionals towards IWFM Mentoring, a one-to-one, personalised career support service. Professionals can be paired with a mentor who has the knowledge, experience and skills to enable mentees to learn, develop skills and fulfil career goals. As a benefit of IWFM membership, we’re delighted to see the array of professionals that’ve taken part as mentees, exchanging learnings, perspectives and ultimately building a more supportive, collaborative sector.
The person-to-person nature of mentorship is important, as is the chance for professionals to network. Through community, regional, specialist or industry events, the Institute enables professionals to learn from their peers, discover new opportunities and feel a sense of engagement with the community. In new ways of working post-COVID, this last aspect could be particularly important for professionals who are looking for purpose and value in their work.
In summary, there are a multitude of ways to support and encourage the next generation of WFM leaders, and to encourage a culture of continual learning. O en the key is to be proactive and express the many benefits of this lynchpin profession in a holistic manner. With an organisation like IWFM, you can rely on us to make this a reality.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Linda Hausmanis
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ELEVATING STADIUM SPACES
The fit-out experts at Dawnvale outline the key elements of elevating stadium hospitality areas that create a seamless fit-out that aligns with both operational needs and guest expectations
Stadium hospitality areas have evolved beyond simple functional spaces into dynamic environments where the customer experience is as valuable as the game itself. Modern stadium fit-outs now cater to the diverse needs of spectators, o ering a range of dining, entertainment and relaxation areas to enhance the overall matchday experience.
A successful renovation requires careful consideration of operational e iciency, guest comfort and aesthetic appeal. A well-executed operational design is central to the success of any stadium hospitality fit-out. From the kitchen to the bar, these areas should be designed to operate at peak e iciency while maintaining an inviting atmosphere for guests.
KITCHEN SUPPORT
The kitchen is the heart of any hospitality space, and in a stadium environment, it must meet the demands of high-volume service.
To keep operations flowing smoothly, placing kitchens in strategic locations will allow sta to work quickly and minimise disruptions to guest areas. Well-designed kitchen spaces that provide easy access to dining and bar areas can enhance the speed of service, which is particularly important during highpressure events.
Equipping kitchens with modern appliances that o er both speed and quality will further improve service levels. Stadiums with diverse hospitality o erings, such as restaurants, private suites and casual food stands, may
also benefit from centralised kitchen hubs that serve multiple outlets. This arrangement reduces redundancy, saves space and helps manage the flow of sta .
BAR SUPPORT
Bars are focal points in many hospitality areas, and a well-thought-out layout can help reduce crowding and enhance the guest experience. Dividing the bar into multiple service points or self-dispense stations will enable a smooth service even during peak times. Additionally, by strategically placing bars throughout the stadium, you can avoid congestion and maintain the overall atmosphere of the space.
Modern stadium bars can be designed to
o er more than just drinks. Incorporating cocktail stations, beer taps or local cra brews can help di erentiate your venue from others, giving it a unique selling point while catering to a variety of guest preferences.
SUFFICIENT SPACE PLANNING
Space is a premium in stadiums, and making the most of it can improve both guest experience and operational e iciency. Hospitality spaces must o er enough room for guests to move freely while also allowing sta to work without interruption. Pathways should be clearly defined, and crowd flow must be carefully managed to prevent bottlenecks.
Each space should be designed with its specific purpose in mind. Dining areas need space for seated service, while bars require ample room for people to gather. If a stadium features private suites or lounges, plan for both communal spaces and areas where guests can enjoy privacy.
PREPARATION AND STORAGE
E icient preparation and storage areas will prevent delays and support a smooth flow of service. Designated storage spaces for food, beverages and equipment should be placed close to the service areas for easy access. This reduces downtime for sta and positions supplies to be readily available during peak times.
For larger stadiums, this could mean creating separate storage areas for di erent hospitality outlets or suites to avoid overstocking one area while leaving another underprepared. The goal is to support sta by providing them with everything they need within arm’s reach.
UTILISING TECHNOLOGY
Modern technology has a substantial impact on the guest experience and operational success in stadium hospitality. Integrating technological solutions into a fit-out can boost service speed, improve guest engagement and create memorable experiences.
Self-dispense stations: these stations allow guests to serve themselves, reducing wait times and freeing up sta to focus on other areas. For stadiums with large crowds, this is a highly e icient way to manage demand during peak times, while also o ering a novelty that guests appreciate.
Interactive displays: incorporating interactive displays into stadium hospitality areas can create engaging experiences for guests. Whether it’s live updates, social media feeds or gamified
content, these displays can keep guests entertained during quieter moments. Some stadiums also use interactive screens to display real-time statistics, which could be particularly appealing to sports enthusiasts.
Hero walls: these are large display areas designed to captivate attention, o en showcasing key moments from past games or featuring a mix of live event footage and promotional content. These feature walls not only engage guests but also help create a sense of identity and history for the stadium. They can be strategically placed in entry areas, bars or suites to add a focal point that elevates the overall experience.
Speed of service: implementing technologies like QR codes for ordering and paying can streamline processes
for guests, particularly in seated areas. Guests can scan a code to order food or drinks directly to their seats, bypassing the need to queue. This method also provides an opportunity to o er personalisation, allowing repeat guests to store preferences for future visits.
TICKET-TO-SEAT CUSTOMER EXPERIENCE
A well-thought-out customer experience integrates both physical and digital elements which streamline the customer’s journey. The guest journey: this begins the moment guests enter the stadium. Clear and intuitive wayfinding systems will guide them to their seats or hospitality areas without confusion. Digital signage, interactive maps and mobile apps can all be used to enhance the guest experience, so they spend less time finding their way and more time enjoying the event.
Clear guidance: signage plays a role in ensuring guests can easily navigate the stadium. Signs should be large, visible and placed at all key decision points, including entrances, bars, restrooms and seating areas. Consistent branding and colour schemes help guide guests e ortlessly, reducing stress.
First impressions: the entrance to a hospitality space sets the tone for the guest experience. Whether it’s a private suite or a communal bar area, design a welcoming entrance that reflects the quality of the space inside. Use design elements such as lighting, artwork and furniture to create an inviting atmosphere from the start.
Stress-free journey: a stress-free journey is about more than just clear signage; it’s about anticipating guest needs. O ering
PROFILE STADIUM HOSPITALITY
adequate seating in waiting areas, clear directions to restrooms and a seamless queuing system for food and drink all contribute to an enjoyable experience. These touches show attention to detail and can be the di erence between a satisfied and a frustrated guest.
SPECIFICATIONS OF FINISHES
When designing or renovating a stadium hospitality area, the finishes used throughout the space can greatly impact the guest experience. Finishes should not only be aesthetically pleasing but also durable, safe and practical.
Longevity: flooring, seating, and countertops must be able to withstand frequent use without showing signs of wear. Choosing materials known for their
or using wipeable surfaces in high-tra ic areas results in spaces that can be quickly refreshed when needed.
Aesthetic: a visually striking stadium hospitality area can elevate the guest experience and strengthen your brand identity. Consider how the finishes you choose reflect the overall design theme and atmosphere you wish to create. Whether you’re aiming for a sleek, modern look or a warm, inviting feel, the materials, colours and textures you select will play a big role in shaping that environment.
UNDERSTANDING THE TARGET DEMOGRAPHIC
Ultimately, all the decisions you make when planning a stadium fit-out must be based on the needs and expectations of your target audience. Di erent types of guests will have di erent requirements, so it’s important to tailor your hospitality areas to suit their preferences.
longevity reduces the need for constant repairs or replacements, saving time and money in the long term.
Safety: finishes such as slip-resistant flooring and fire-resistant materials should be prioritised to minimise risks. Additionally, when planning for safety, consider the flow of people and make sure the design avoids sharp edges or hazardous layouts that could lead to accidents.
Comfort: chairs should be comfortable for extended periods, particularly in VIP or dining areas. Cushioned seating, armrests and thoughtful ergonomics can contribute to a more relaxed and enjoyable experience.
Practicality: stadiums are fast-paced environments, and finishes must be practical for both guests and sta . Surfaces that are easy to clean and maintain will save time during turnover periods, especially between events. For example, choosing stain-resistant fabrics
Some guests may be looking for a luxurious experience in private suites, while others may prefer a more casual atmosphere in a bar or restaurant setting. A well-designed stadium will o er a variety of hospitality options without creating conflict between spaces. The layout, pricing, and o erings in each area should be distinct enough to cater to di erent ticket levels while maintaining an overall sense of cohesion.
Stadium hospitality is about more than just providing food and drink; it’s about creating an experience that complements the event and leaves a lasting impression. By focusing on operational e iciency, incorporating modern technology and tailoring the design to meet the needs of the audience, stadium spaces can provide guests with a seamless, memorable experience.
A stadium fit-out provider can take the complexity out of renovating and expanding hospitality areas by o ering tailored solutions for each aspect of the project. From optimising operational design to integrating the latest technology, they work closely with stadium owners to create spaces that boost guest experience and streamline service.
Whether it’s designing kitchens that support high-volume service, planning bar layouts that reduce crowding, or choosing durable, stylish finishes, a specialist provider will guide every stage of the fit-out. Their expertise in space planning and guest flow management helps owners achieve a practical, comfortable and visually striking hospitality environment that meets the demands of diverse audiences.
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STEPPING UP SUSTAINABILITY
Earlier this year, Biological Preparations and FMJ conducted a survey on the sustainability priorities and challenges for FM leaders. James Patterson CEO of Biological Preparations outlines the findings and key steps for improvement
The FM industry is inherently agile, adapting to the evolving needs and demands of society to attract and retain a solid customer base. As societal and governmental pressures around sustainability intensify, FMs must strategise, to not only comply with these demands but to also exceed stakeholder expectations.
Traditionally associated with high waste and chemical usage, the sector o en struggles with a less-than-ideal sustainability image. However, many FMs and FM providers are actively working to change this perception.
Our recent industry-wide survey explored how FMs are approaching sustainability, examining their key objectives, challenges, and motivators to gauge the current state of the industry and identify the next steps for improvement. This study aims to shed light on where the sector stands in
its sustainability journey and provide actionable advice for those looking to advance their environmental practices.
SECTION ONE: MISSION, TARGETS, AND CONSUMER DEMANDS
FM providers play a crucial role in maintaining the wellbeing of their customers’ spaces, which extends to their environmental footprint. Our research shows that many have good intentions regarding sustainability, with 30 per cent citing sustainability targets as their primary driver, closely followed by 29 per cent aligning with company missions.
However, while FM providers focus on direct impacts, they o en overlook the larger aspect of their environmental footprint, specifically, indirect emissions like Scope 3, which account for over 70 per cent of
a business’s carbon footprint. Without a broader approach to sustainability, the FM industry risks falling behind in sustainability achievements compared to other sectors, which may hinder both business progression and the environmental movement.
When asked about their top three sustainability priorities, respondents said:
41 per cent aimed to reduce direct CO2e emissions,
20 per cent focused on reducing plastic waste,
19 per cent wanted to explore clean energy options.
These targets largely relate to Scope 1 and 2 emissions, indicating an inward focus influenced by UK legislation, such as the SECR framework (The Streamlined Energy and Carbon Reporting Regulation) that make it mandatory for large businesses in the UK to annually report on their energy and carbon emissions, as well as any e iciency measures, and the Environmental Act 2021. Survey results further highlight this trend in emissions reporting:
51 per cent reported on Scope 1 and 2 emissions,
Only 24 per cent included Scope 3 emissions,
29 per cent did not engage in carbon reporting at all.
To lead in sustainability, FMs must look beyond immediate targets and consider the entire lifecycle of their operations. This broader perspective will not only enhance their sustainability credentials but also strengthen relationships with clients and stakeholders, who increasingly seek environmentally responsible partners.
PRACTICAL STEPS
The complexity of Scope 3 emissions makes them challenging to address, which may explain why many FMs are hesitant to tackle them. However, there are practical steps that can be taken:
Sustainable Procurement: Prioritise technologies, products, and materials with a lower carbon footprint by selecting manufacturers who consider the entire lifecycle of their products.
Waste Reduction: Focus on reducing the volume of waste generated, opting for products available in higher concentrations to reduce not only waste, but lower carbon emissions associated with transportation.
Simplify Reporting: Identify key suppliers and inquire about their sustainability practices, ensuring these are verified through certifications or ScienceBased Targets. Setting clear expectations with suppliers helps incorporate sustainability into their processes and simplifies data collection and reporting.
SECTION TWO: THE FM SUPPLY CHAIN
A resilient supply chain is fundamental to a business’s long-term success. With the right supply partners, a business can not only ensure operational stability but also enhance its brand value by aligning with suppliers that share its values. Modern consumers are increasingly value-driven, favouring companies that demonstrate sustainability in both their internal practices and their external partnerships. However, as our research shows, the FM sector has yet to fully integrate sustainability criteria into supplier selection, particularly around Scope 3 emissions. The data suggests that organisations are largely focused on their own direct environmental impact, with less attention given to the sustainability of their entire value chain. Several key factors contribute to this, as outlined in our research:
Cost, Compliance, and Credibility: The most prevalent theme identified is the strong link between cost, compliance, and the reputation of suppliers.
Unsurprisingly, cost remains the primary driver in supplier selection, as FMs continue to manage tight budgets. This cost-focus, while important, o en overshadows the potential longterm benefits of sustainable supplier partnerships.
Sustainability Standards with Suppliers: Although cost and legislation dominate decision-making, there is still an expectation for some level of sustainability from suppliers. The qualitative data reveals that while respondents acknowledge the importance of sustainability, it ranks low in priority, with only six per cent of participants citing it as a main priority in supplier selection.
Supply Chain Complexities: Evaluating a supplier’s environmental credentials remains a challenge. Many rely on eco-certifications as a quick solution, but respondents expressed frustration at the complexity of gathering detailed sustainability information from suppliers.
Lack of Communication with Suppliers: E ective communication is vital for fostering sustainability within the supply chain, yet only one per cent of respondents engage with their suppliers on this issue. This lack of dialogue represents a missed opportunity for businesses to build stronger relationships.
ECO-PREMIUMS
While inflation rates have stabilised, the FM sector still faces higher procurement costs, particularly for petrochemical products. The war in Ukraine has driven significant increases in production costs, a ecting regional competitiveness and sourcing. Compounding these issues are supply chain disruptions, labour shortages, and rising wage costs.
Despite projected growth there are struggles with rising costs and competition, o en trading o long-term sustainability goals for immediate financial concerns. Our survey found that 38 per cent of respondents cited cost as the primary barrier to sustainability—more than double the next biggest challenge, accurate tracking (15 per cent).
Manufacturers o en attach “ecopremiums” to sustainable products, creating financial burdens, especially for Small and Medium Enterprises (SMEs). While some manufacturers are starting to o er more a ordable options, sustainability is still associated with higher costs.
FMs are advised to adopt a broader perspective, recognising that sustainable products can yield long-term savings and e iciencies. They can still pursue sustainability within tight budgets by considering strategic approaches.
HOW TO NO LONGER TRADE OFF COST OVER SUSTAINABILITY?
Think Long-Term: Sustainable
FOCUS SUSTAINABILITY
technologies, like Biotechnology, may have higher upfront costs but often lead to significant long-term savings. Investing now can help avoid future regulatory costs and business disruptions.
Wider Savings: Look beyond the initial price and consider operating, maintenance, and disposal costs. Sustainable options can offer better Return on Investment (ROI) and productivity gains when viewed holistically. For instance, eco-products that utilise residual cleaning can improve productivity, and less harsh chemicals can better protect assets.
Local and Naturally Derived: FMs should prioritise products made from locally sourced and naturally derived feedstocks. This approach reduces dependency on global supply chains, mitigates disruptions, and supports sustainability efforts, all while enhancing procurement reliability and aligning with long-term sustainability goals.
SECTION 3: COMMUNICATION
Communication is fundamental to achieving sustainability goals, particularly in facilities management. Our research shows there is heavy reliance on e ective communication for sustainability e orts, but there are di erences in approach and focus.
Our study revealed that:
63 per cent prioritise internal communications (employees/ management),
19 per cent communicate with customers, Only 1 per cent engage with suppliers.
External communication around sustainability is crucial for building strong supply chains and enhancing business relationships with customers, ultimately elevating brand value. Yet, alarmingly, our survey reveals that only one per cent of respondents currently engage with their suppliers on sustainability issues. This highlights a significant gap in proactive collaboration on sustainability throughout their value chain. As discussed regarding Scope emissions, it is important to open channels of communication with the supply chain to lead the industry toward true sustainability. By fostering open dialogue with suppliers, you can drive meaningful change, align sustainability e orts, and better meet the growing expectations of environmentally conscious clients.
To start being proactive, FMs should initiate conversations with suppliers about their environmental impact. Starting points include:
Asking suppliers about their sustainability mission and objectives.
Verifying their claims through certifications or Science-Based Targets. Understanding whether the supplier tracks the full lifecycle of their products. Discussing how the supplier can support FM services in achieving better sustainability goals.
SUMMARY
Our survey shows that many FMs are primarily driven by sustainability legislation, focusing on internal targets like Scope 1 and 2 emissions and plastic waste reduction. While this is a positive step, a broader approach—particularly addressing Scope 3 emissions is essential to achieve genuine sustainability. Scope 3, which accounts for over 70 per cent of an organisation’s carbon footprint, is o en overlooked despite its significant impact.
Cost remains a key challenge, especially for SMEs, as sustainable products o en come with a higher “eco-premium”. However, the long-term benefits, such as operational e iciencies and savings, should not be ignored.
Another crucial factor is communication. FMs tend to focus on internal sustainability messaging but lack a proactive strategy to engage suppliers and stakeholders. Clear communication of sustainability goals across the supply chain is vital for aligning e orts and driving real progress.
Though progress has been made, a more proactive, comprehensive, and collaborative approach to sustainability is needed.
For a deeper dive into FM sustainability trends and actionable advice, download your free copy of our full report https://biologicalpreparations.com/ sustainability-fm-report.
FLEXIBLE ARRANGEMENTS
A survey by Indeed Flex found a third of UK businesses find themselves short-sta ed at least once a week due to worker illness. FMJ brought together Indeed Flex, client side FMs and a legal expert to discuss the challenges of recruiting and deploying frontline sta PARTICIPANTS
• Sara Bean, Editor, FMJ
• Michael Farrier, Solutions Director, Indeed Flex
• Nick Clement, Business Development Director, Indeed Flex
• Jenni Gallop, Director of Estates & Facilities /H&S Provide Community (NHS)
• Adam Fahn, Assistant Director of Estates & FM, East London NHS Foundation Trust
• Alan Hutchinson, Facilities Director Howard Kennedy LLP
• Alastair Bishop, Head of Estates and FM, Kings College School
• Alexandra Mizzi, Legal Director, Howard Kennedy LLP
• Luke Lester, Head of Workplace, Southwark Council
• Russell Burnaby, Head of Facilities Management, Brent Council
• Stephen Bott, HR & Facilities Manager, Charterhouse Holdings PLC
• Tony Cook, Head of Property and Facilities, Clarion Housing Group
Beginning the discussion, Michael Farrier, Solutions Director at Indeed Flex outlined the report’s main findings. He revealed that 24 per cent (two in five) companies are using more temporary sta to plug gaps since a year ago. The reasons for this are manifold.
Organisations aren’t necessarily investing in the current workforce, are not leveraging necessary technologies, have problems with sickness, issues with quality and may struggle with seasonal shortages. “It’s a sta ing paradox that everybody’s trying to solve,” he said.
These issues resonated with our panel. A participant remarked: “With what’s happening to the economy and particularly inflation, it is o en the highest bidder that gets that individual, so you want to find ways to keep them.”
In many sectors, for instance healthcare and education, sta must also be vetted before being allowed to do the job. A panelist explained: “We’ve got bank sta , a pool of people that are pre-approved and pre-vetted. That includes our outsourced cleaning contract, so we’ve got a list of pre-approved people who we know can cover gaps.”
It was agreed that for many low paid workers, it’s the money, not the brand
that attracts them, and why stay loyal to one hirer when they can potentially earn 50p an hour more elsewhere? This, it was agreed, is just one more reason why employers must strive to treat cleaners and other frontline sta as part of their team, not as an adjunct to the organisation.
Although one panelist lauded the convenience of outsourcing their cleaning contract where any absences or performance issues are “the agency’s problem”, he has nonetheless worked hard to make the cleaners feel a part of the company culture. “They are treated as if they are my sta ,” he explained, taking part in team building days, Christmas parties and even receiving gi vouchers for good work done.
This approach was wholehearted endorsed by Farrier, who argued organisations need to consider why people should want to work in an o ice, a school, local government or in healthcare. “Look at what makes your work culture di erent, what makes it special and a great place to work. Find those things and lean into them.”
RETURN ON INVESTMENT
The survey found that too many organisations are unwilling to invest in sta . Nick Clement, Business Development Director, Indeed Flex explained: “Many employers just invest what they need to invest and that’s it, which is short term thinking.”
There were some interesting approaches to this conundrum with one participant being forced to take on a less qualified candidate which requires “investing more over a longer period of time and hoping that that person stays for between three and five years to pay back the return”.
When it comes to relatively unskilled roles, another panelist passionately believes in taking on people without the requisite background but with the right attitude, as “the rest will follow”. Participants noted that they do struggle to find the right people. Said one: Maybe taking a punt is an unfair expression, but since the pandemic we’re not seeing the level of interest or skills that we were previously, so you’ve got to broaden your scope to find the right attributes to do the job, as the number of quality candidates has seemed to drop.”
A er bringing their cleaning contract in-house, another FM found that despite the fact some had been working for the organisation for 20 plus years “they hadn’t really been looked a er.” Improvements to their conditions like more generous sick pay, additional remuneration for out of hours working and access to training, including English language lessons have resulted in a much more motivated team.
However, perhaps because it was hitherto not paid for, sick leave at that organisation has increased. The reality is that sickness levels are a challenge among frontline workers, which is not surprising in roles which are traditionally low paid with long unsociable hours. Despite this,
may assume a certain
one of the FMs who manages two cleaning teams with the healthcare sector revealed their sickness levels were low, due in no small part to what was described as “a community vibe” where members of the team have the attitude that if they go o sick it’s “putting it onto” other colleagues. Another major issue is in budgeting for absences. Finance departments may assume a certain level of absences and generally take what is the best possible outcome out of those assumptions.
describes as “exploitative zero hours contracts”. The Government wants to require employers to provide people with contracts that reflect the number of hours they work, the suggestion being that it will be reflect their average hours over a 12-week period.
Explained a participant: “The finance department assume the best-case scenario, but it’s your job to plan for the worstcase scenario and the truth normally lies somewhere in the middle. I always strive to persuade them to accept that middle ground.”
LEGISLATION
“It raises the question of whether employers will want to try and rely on outsourcing instead,” suggests Mizzi, “but I think it’s likely to encourage the use of technological solutions to try and predict the actual need - so that you have a better idea of what hours you can o er.”
After bringing their cleaning contract in-house, another FM found that despite the fact some had been working for the organisation for 20 plus years “they hadn’t really been looked after.”
Improvements to their conditions like more generous sick pay, additional remuneration for out of hours working and access to training, including English language lessons have resulted in a much more motivated team.”
the truth normally lies said Farrier where
With FMs o en relying on agency sta to fill sta ing gaps, Alexandra Mizzi, Legal Director, Howard Kennedy LLP outlined the employment ramifications of proposed changes to legislation. She explained that the King’s speech included references to tackling what the Government
This illustrates the value of using the flex approach, said Farrier where everything you do is based on an app and a platform. “It gives employers or service providers access to an app, which the worker can access as well,” he explained, “giving all parties visibility and control and instant access. It’s all pre-verified and pre-qualified, so you’re not going to get a chef asked to do a cleaning job.”
and a platform. “It providers
From a legal standpoint, compliance is vital, and the question was put to Mizzi on the duties of employers to ensure temporary workers have the requisite competence to meet compliance regulations.
She explained that employers are required
ROUNDTABLE
to carry out a risk assessment and part of this would be the fact that temporary sta may be at additional risk, because they may be working outside of o ice hours and are less likely to be supervised.
panellist, sta o en request to work extra hours and explained: “Where there are absences, we will always try and o er it to our own sta first, before backfilling.
“Alongside this where there’s an opportunity to get sta in to do periodic cleans or deep cleans. I’d much rather us use our own sta and find a date that works for them, as opposed to saying, ‘this is the date we’re going to do it’, because otherwise we’ve got to backfill with an agency.”
Long and unsociable hours may put sta more at risk of ill health or injuries, so we asked, where does employment law stand regarding risks to workers?
“An employer has a duty to monitor and keep records of working time,” said Mizzi, “and there are working time regulations about how long people are supposed to work, particularly regarding night work. This means there is a whole host of obligations with which employers should comply. The other aspect is when people have multiple jobs. In an ideal world you’d have some sort of mechanism in place so that you know how many hours they’re working elsewhere.
“The main consideration is that apart from the work and time regulations, you have a general duty to provide a safe system of work, and if you’re requiring somebody to work excessive hours, then that’s more likely to cause breaches of safety.”
FUTURE PLANNING
“In most cases, checking qualifications and references would be the responsibility of the direct employer or the supplier, but obviously there are ramifications for you too as an end user, client. It’s important to make sure that you consult with the contractor to stipulate who is responsible.”
determine how sound is the pool of workers? Are there enough people trained up within certain areas, are there enough people on the books to cover? He also pointed out the importance of o ering the right basic training, whether it’s in person, micro learning, or other platformbased skills. “Ultimately, investment should be holistic, it can be in technology, or it can be in processes, but pre-empting these issues is crucial.”
The Indeed research also found that employers who only react to sta ing gaps as they arise are more likely to experience short notice sta ing issues, so how can organisations take a more proactive approach?
According to Clement you can put contingencies in place, but ultimately, organisations must
According to Clement, if you do use a separate kind of model, you should push that accountability to the supplier. “It goes back to whatever contingency you’ve got in place and whether it is the right one for you or your business. Challenge the process, because even if it’s the one you’re using now, it doesn’t mean that it can’t be improved, can’t change and can’t be done di erently to get the best out of your teams.”
An employer has a duty to monitor and keep records of working time,” said Mizzi, “and there are working time regulations about how long people are supposed to work, particularly regarding night work. This means there is a whole host of obligations with which employers should comply”
SUPPORTING STAFF
investment including operative
Our panel has already deployed a range of technologies, including operative sensors, unity sensors, noise sensors and QR codes to chart cleaning schedules. One participant also cited the use of a type of geofence, which tracks people entering and leaving the building to help monitor workers’ safety out of hours.
But cleaning and other essential frontline services, such as reception and security, rely ultimately on people, and all our FMs reported asking sta to fill in for absentees. According to a
We concluded the discussion on the benefits to the sector, the wider business community and society of better supporting frontline workers. Ensuring these sta feel supported was the most practical approach, as a panellist said, whether they’re outsourced or not, “if they can’t get hold of their supervisors, they can always come to me”.
Reflecting on the British Cleaning Council’s campaign to recognise the important role of cleaning operatives, a panellist voiced their frustration that cleaners and security sta are not given the respect they deserve. This is why investing in a flexible solution is worth considering argued Farrier: “If a person wants access to flexible work because that suits their lifestyle our aim is to get them to that work as quickly as possible, so we look at things like journey time and how easy is it for somebody to access the site.”
As the panel concluded, whether frontline sta are outsourced, in-house or hired via a flexible app, it’s all about taking the time to support and recognise their contribution to society.
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ADVANCED APPROACH
Tim Duret, Director of Sustainable Technology, Veolia on using advanced technology to deliver the circular economy
Advancedtechnology and process innovation
is now transforming the recycling sector, providing a vital contribution to save the planet’s resources and move towards a circular economy.
According to government statistics - commercial and industrial waste amounts to 37 million tonnes per year, with over two-thirds generated by the commercial sector. Capturing the waste that is not currently recycled has the real potential of avoiding millions of tonnes of carbon emissions compared to extracting and processing virgin resources with carbon savings typically 50-85 per cent or more depending on the material.
Good recycling is about pushing the boundaries, and our successes so far give an indication of what can be achieved in the future. Backing this is the recycling industry’s ambition and willingness to invest in new infrastructure that can make this happen on an industrial scale.
What can be recycled spans a diverse range, from everyday items such as packaging, to solvents, paints, vapes, EV batteries, North Sea rigs and even the Wembley Stadium scoreboard.
TECHNOLOGY SOLUTIONS
Advancements such as Artificial Intelligence (AI) and machine learning are now part of Veolia’s GreenUp strategy. These use the forces of technology to reduce waste, enabling businesses to track the endto-end impact of their operations throughout the value chain and contribute to meeting sustainability targets.
Waste collection is now set to gain from AI, we are trialing the digital scanning of waste and
recycling entering collection vehicles to reduce contamination by utilising unique data and detailed flow analysis in real time.
Supporting this is the growth of equipment such as solar auto-compacting bins, which send notifications to collection crews when full, guided by route optimisation systems which will enable more waste to be collected more e iciently.
ENERGY SAVING AND COMPLIANCE
Electrified mobile plant and vehicles, supported by a charging network, will further change collections. Equipping vehicles with on-board weighing equipment to digitally record bin weights at premises boost performance and hand-held devices can provide on-the-go reporting by using digital tracking to monitor and auto-allocate tasks dependent on geographical location and capacity.
With a focus on air quality, electrified mobile plant and vehicles now operating across the waste handling process allow an 89 per cent reduction of CO2e emissions compared to a traditional dieselpowered fleet.
Ensuring compliance and traceability for hazardous and non-hazardous wastes is essential for businesses as non-compliance can bring the real risks of environmental impact and legal and financial penalties. By using the first endto-end cloud-based system for complex wastes the complete cycle from enquiry through to collection, treatment and disposal can be e ectively managed across more than 100,000 di erent waste streams. This enables customers to access waste management services quickly and generates all
the necessary data to ensure correct classification, storage, o -site transportation, treatment and disposal.
AFTER COLLECTION
The next stage of the recycling operation is also gaining the benefit of technologies that can identify, sort and process materials.
At Veolia’s Southwark Integrated Waste Management Facility an AI backed robotic arm, that’s as accurate as the human eye, is being used to pick out paper, card, mixed plastics and beverage cartons containing some aluminium layers, leaving just pure aluminium items for e ective recycling. This streamlines the aluminium picking process, removing contamination from the final recyclate.
LCD screens using versions of the robots originally used on the assembly line, return the metals, including gold, silver, palladium, copper, and other valuable materials back to manufacturing processes.
Plastic recycling processes can now treat over 100 di erent grades of plastic and greater automation can be achieved by doing things as simple as changing the pigment in black plastic packaging. Even precious metals such as platinum can be extracted from pharmaceuticals which are past their use-by date, and liquid solvents can be recovered and transformed into new industrial products and secondary liquid fuels used in the manufacture of cement.
CONCLUSION
Sustainability isn’t just environmental. It has real long term economic and societal benefits as we strive to reach net zero targets. By developing and using advances in technology materials once thought of as non-recyclable can be retrieved and used in new applications. To take the next step forward, organisations need to see what is possible on their site and turn these ideas into a sustainable recycling reality. Only by doing this can we achieve the goal of a circular economy, and a sustainable future for our planet.
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UNPACKING EPR
David Llewellyn, Chief Executive, The Vending & Automated Retail Association (AVA) explains the areas where the new Extended Product Responsibility (EPR) for packaging could impact the facilities management sector
Extended Product Responsibility (EPR) for packaging was launched in a phased approach starting in 2023, with new legislation set to take e ect at the beginning of 2025. Any business that handles, uses, imports, or produces packaging is likely to be a ected by the EPR legislation, because it makes organisations considerably more responsible for the recovery and recycling costs of their packaging.
The new proposed EPR law is transforming how packaging waste is managed, pushing the responsibility up the supply chain to those who introduce it into a country’s market. It a ects how companies handle its packaging materials including recycling.
For facilities managers in the UK, adapting to this shi is crucial following the release by the Department for Environment, Food and Rural A airs (DEFRA) of initial (indicative) packaging base fees beginning in 2025. It is estimated that revenue from the fees will generate over £1 billion each year to support local collection and disposal services, including recycling services, to benefit UK
households.
While fees have been deferred until next year, firms need to report data from 2023 and 2024. This data will serve as the foundation for calculating payments to local authorities, which will cover packaging waste management from April 2025 to March 2026. The new costs aim to transfer a greater share of waste management expenses onto producers, providing them with a financial incentive to reduce the amount of packaging waste.
HOW DOES EPR IMPACT FACILITIES MANAGERS?
Providers of products in vending machines, micro-markets, and smart fridges are increasingly interested in data from facilities managers regarding waste management. They want to know where the waste from their products ends up, including information such as the percentage of waste being recycled and the frequency of recycling.
Facilities managers can extract this data from customer purchasing information and their existing waste and collection contractor, allowing them to determine how much of the packaging being
purchased is recyclable. Additionally, they can track the weight of recycled materials collected from the waste generated by the packaging.
While these processes may seem laborious, they are indeed essential. As reporting guidelines become more stringent, contracts with suppliers will start to include these metrics as standard.
Facilities managers need to be informed on these changes and begin implementing the necessary agreements with building managers to support waste protocols.
WHAT FACILITIES MANAGERS CAN DO
EPR regulations require businesses to take responsibility for the environmental impact of their packaging. Here are four practical steps facilities managers can take to help their companies comply with EPR rules:
Familiarise yourself with the EPR regulations, which apply to all UK organisations that import or supply packaging. Stay up-to-date with new laws being introduced, from DEFRA, on the implementation of EPR and when organisations need to be ready for the changes by.
Establish and maintain an e ective recycling process at your managed workplace. If one doesn’t exist, create one; if it does, ensure it’s functioning as intended. If people aren’t using recycling bins properly, conduct a survey to understand why and address any issues.
Communicate e ectively with building occupants about the importance of recycling. While they don’t need to know the technical details of EPR, they should be aware that recycling is more crucial than ever. Create informative posters detailing any upcoming changes to rubbish collection and ensure all relevant teams are informed. Additionally, send email updates to all occupants regarding these changes; clear and simple communication on these steps is the surefire way to ensure the message is received by all.
Work with your existing waste and collection contractor to ensure all bins are clearly labelled, going beyond simple colour coding like green and black. As new processes may require more specific separation of materials than before, provide clear and visible signage for all bins. This will help users to be confident in recycling the right materials in the correct bins. Ensure these bins are available across your building and are regularly checked and emptied. Simply having one set of separatable bins on the ground floor will not serve those working on the fourth.
By taking these steps, facilities managers can ensure their organisations comply with EPR regulations and manage the associated costs e ectively without creating disruption or confusion to occupants.
As fees increase for the use of packaging and the handling of waste discarded by consumers, FMs need to strategise e ectively to accommodate these financial and environmental responsibilities. Adaptation and forward-thinking planning will be crucial to navigating this new landscape e ectively.
HOLDING THE LINE
With employees working a much broader range of hours, in di erent ways and increasingly from di erent work settings and locations, the way businesses handle calls has changed finds Helen Strother
Call-handling can present various operational challenges. They need the technology and tools to support hybrid working and systems that ensure frictionless, e icient, and fast communication with others. On the most fundamental level, organisations must ensure they can quickly transfer calls, irrespective of their colleague’s location, and provide a professional and fast response.
To do this, some organisations have dedicated in-house call handlers, while others use outsourced support or a blend to help them respond to hybrid behaviours.
For Andrew Ellis at outsourced FM business TCFM, changes to call-handling practices stem from a greater choice over how, when and where we work. He says, “Some colleagues like to be in the o ice, while others prefer to be hybrid. We must be very supportive and accommodate both options, which means we need the right tools to ensure communication is seamless.”
Jess Pritchard from Moneypenny says this mixture of in- and out-of-o ice working has created pain points for many companies.
She says, “We know some businesses are still trying to cope with legacy phone systems that aren’t set up for hybrid working. Agile systems and access to shared diaries are necessary so those answering the phone know how to route calls and where people are, especially as hybrid working means most organisations don’t have a line of sight with their team anymore. Scalable communications tools that support agile working and ensure calls are directed, answered and handled e iciently are necessary. The location of your people should not compromise the caller’s experience. It’s one of the reasons why we invested in our Teams integration – so that keeping track of remote workers’ availability and transferring calls is an easy task.”
ANALOGUE TO DIGITAL
With the forthcoming analogue phone switch-o , traditional phone lines will no longer be available, and all calls will be transmitted over the Internet using Voice over Internet Protocol (VoIP) technology. For those trying to embrace hybrid behaviours, this should be welcome news, as it will make it easier to transfer calls regardless of your team’s location. Cashless payment and Electronic Point of Sales Systems (EPOS) business VMC is one business that has recently moved to a VoIP phone system. However, VMC’s Laura Barwell finds having callhandling teams in the o ice hugely beneficial to their work. She says, “Our call-handling team is 100 per cent o ice-based with flexibility as required. The o ice environment seems to help our helpdesk team as there is an easy and clear line of communication. They can overhear conversations and work as a team to resolve the call. While it is possible to mimic this with call notes or communication via Teams, we find it’s not the same as sitting together.”
phone ring in our organisation, so we must be ready and responsive when they call.”
It is no surprise that in-house dedicated callhandling teams are still in demand. Dan Thompson from recruitment agency Randstad, specialises in FM and call handler recruitment. He says, “Businesses are investing more in their people, including their call-handling teams. In a competitive market, candidates are aware of what’s on o er. Better laptops, so ware, headsets, and great working environments are all key to attracting and retaining the best call-handling talent.”
But he also stresses it’s about having the right people. “So skills are the most important thing when hiring call handlers. A person’s telephone manner is important as they are the voice of your business. Attention to detail and working multiple systems is important too.”
Moneypenny’s Pritchard advises: “Outsourced solutions –fully outsourced or overflow support generally o er the flexibility and resources to adapt as call demand changes – whether for a busy time of year or to pick up extra calls when your in-house team is at lunch.”
Scalable communications tools that support agile working and ensure calls are directed, answered and handled e ciently are necessary. The location of your people should not compromise the caller’s experience.”
Call volumes have declined in some sectors in the last few years, but call durations are increasing, as people pick up the phone when they have more complex or sensitive needs. Becky Cli on, Head of FM at construction and refurbishment business Cubicworks, says, “It is urgency that makes the
Moneypenny is well known
Moneypenny is well known for its high standards of customer care and its approach to call-hander training. Says Prichard, “We combine brilliant people with powerful technology to answer calls for clients as if we were in their o ice and part of their core team.
part of their core team.
A culture of fun, support
A culture of fun, support and career development has been instrumental in attracting the best talent. When people are passionate about customer care, it comes across – whether over the phone, via Teams or other tools like live chat.”
been instrumental in attracting
Looking ahead and considering how call handling might change, Dan Thompson expects AI to change the requirements and role of call handlers. He says, “Over the next few years, AI will allow call handlers to become more specialised, reducing the amount of data input needed and o ering a much smoother customer experience.”
MEANS OF ESCAPE
Chris Anderson, Technical Manager at Ansell Lighting, on the latest rules and regulations, essential products and technologies available for emergency lighting
Something we o en hear from facilities managers is that emergency lighting takes up a significant amount of their time, particularly when balancing ongoing testing with maintenance and compliance checks. The laws and standards relating to emergency lighting in the UK include: The Regulatory Reform (Fire Safety) Order 2005, The Health and Safety at Work Act, Building Regulations, The EU Workplace Directive and Fire Safety Regulations.
The most recent changes to regulations
include updates to BS EN 50172:2004; the British Standard which applies to illumination specification and system testing. The revised recommendations advise that an additional bi-annual test of emergency luminaires and externally illuminated escape route safety signs should now be implemented on top of pre-existing monthly and annual tests. This revision is to ensure that luminaires are undamaged and that their intended function is not impaired due to the presence of dirt, dust or visible material degradation.
The British Standard BS EN 1838:2013 has also been revised, recommending that Adaptive Emergency Escape Lighting Systems (AEELS) should now be used in all types of buildings. AEELS are highly intuitive, advanced lighting systems that help guide building occupants to safety. Using sensors and monitoring devices they can detect changes in the environment, harnessing intelligent control technology to automatically modify factors such as escape route
direction, the visibility of emergency signage and lighting levels on escape routes dependent on changing conditions.
Adhering to these regulatory changes is essential for ensuring the safety and wellbeing of building users. Non-compliance could lead to severe consequences, both legally and in terms of safety. Up-to-date emergency lighting systems are not just a legal requirement; they are a critical factor in preventing injuries and fatalities in emergency situations.
LIGHT AREAS
Emergency lighting is typically split into three distinct areas: open area lighting (or anti-panic lighting), high-risk task lighting and escape route lighting. For escape routes, emergency exit signs combine cutting-edge design with high functionality to guide occupants to safety.
When it comes to open and high-risk task areas, emergency configured downlights, twin spots, and bulkheads are reliable lighting options that o er powerful, versatile illumination.
Something many organisations fail to overlook is the installation of fire-rated downlights (FRDs). Slowing the spread of fire, FRDs restore the fire integrity of a ceiling where a hole for recessed lighting has been cut into it. Fitted with an intumescent pad which swells up when it reaches a certain temperature, FRDs seal the hole in the ceiling in the event of a fire, providing a protective barrier to give occupants more time to escape the building.
TESTING TIME
When choosing emergency lighting products, also consider testing functions. The huge emphasis placed on testing emergency lighting has meant that in recent years manufacturers – us included - have developed intelligent self-test technologies to make the testing process much quicker and easier for users. These products perform tests automatically on a selected date each month and year as required and in compliance with legal regulations. They feature a small LED button on each fitting which indicates regular function or signals a fault, leading to quicker and more coste ective testing and maintenance process. Of course, products that require more traditional manual testing are still available but are much more labour intensive. Here, once all lighting circuits and luminaires have been isolated, a tester must pass through the whole building or circuit, checking that each emergency luminaire is operating correctly. Once the mains supply is restored, the whole building or circuit must then be walked again
to check that the emergency lights have returned to being operational.
As you can appreciate, the growing trend towards intelligent self-testing products and adaptive systems is transformational in reducing time-consuming manual maintenance checks.
POWER SOURCES
When it comes to power source, fittings are either ‘self-contained’ or require a ‘central battery source’ such as a generator. Each option o ers di erent pros and cons. Self-contained systems operate independently of each other, which means that if one unit fails, it does not a ect the operation of other luminaires. Maintenance and testing of such fittings can o en be more straightforward as can installation which is usually quicker and easier.
Emergency lighting systems operated from a central battery source o er more e icient battery management and can o en provide power for longer durations. They are also much less susceptible to ambient temperature and air conditions as the battery supply is housed in a protective environment. A combination of both selfcontained and central battery source systems may be necessary to ensure comprehensive protection during power failures.
Something many organisations fail to overlook is the installation of fire-rated downlights (FRDs). Slowing the spread of fire, FRDs restore the fire integrity of a ceiling where a hole for recessed lighting has been cut into it. Fitted with an intumescent pad which swells up when it reaches a certain temperature, FRDs seal the hole in the ceiling in the event of a fire...”
Emergency lighting is much more than just a box to tick, it is a matter of life and death. As regulations continue to evolve, staying informed and adaptable will be key to maintaining high safety standards and protecting lives in the built environment. By embracing the latest technologies, such as intelligent self-testing and adaptive lighting solutions, FMs will be able to ensure they maintain the highest standards while simplifying compliance procedure. self-
is a matter of life and death. As regulations informed and adaptable will
TOWER OF LIGHT
ONE of the tallest skyscrapers in Spain has been recognised for the excellence of its sustainable design after installing a globally proven KNX building automation system reports Paul Jones, B.E.G. Sales Director of UK & Ireland
Caleido
Tower is a 181-metre (594 ) high, 36-storey tower in Madrid, and the seventh tallest building in Spain. The building has met GOLD LEED certification, which means it ‘serves as an exemplary model of sustainability, showcasing the potential for significant environmental impact reduction through thoughtful design and operation’.
The building achieved this by using natural light with the help of an advanced lighting control system by German manufacturer B.E.G. – whose UK headquarters is based in Surrey. Caleido Tower also has facial recognition, intelligently controlled li s and air filtration and ventilation systems are incorporated.
The project, in the shape of an inverted T, has been divided into four areas: an educational area with 35 floors used by a business school, a wellness clinic, an underground car park, and restaurants and shops.
TECHNOLOGY PROTOCOL
The technology protocol used in the Caleido Tower was KNX, which brings together multiple systems enabling the uniform networking and visualisation of intelligent devices.
to be ensured that the respective panel would not sag over time due to the weight of a detector.
Weighing only 14g, the B.E.G. PICO proved ideal and was integrated in all rooms where detectors were planned.
With the help of Building Information Modelling (BIM), the building was digitally modelled in advance meaning all alphanumeric properties of the planned building are represented, the data is automatically kept up-to-date, and all parties have access to the status of the project to ensure the di erent services combine e ectively.
The combination of bus systems can help to save energy costs. In the Caleido Tower, over 15,000 DALI (Digital Addressable Lighting Interface) luminaires were installed.
In the corridors of the tower, the light is controlled by the B.E.G. PICO depending on daylight and presence. If no more movement is detected, the orientation light switches on. The lighting is dimmed down to a value of 10 per cent as soon as the room is no longer occupied.
the desired brightness depending on the natural daylight.
The o ices and meeting rooms were also equipped with KNX versions of the B.E.G. PICO with pushbutton interfaces. The detector can be operated in fully automatic or semi-automatic mode. In the fully automatic mode, the light switches on when there is movement, and the brightness falls below the desired value.
For the IE Business School, it was decided to use a semi-automatic mode and a regular mode so that the lighting was regulated to the desired brightness value depending on the daylight. If the amount of daylight increases, the amount of artificial light decreases accordingly and vice versa. If there is enough daylight, the artificial light is switched o despite movement and possibly switched on again later if the level falls below the set value. In addition, the airconditioning systems are also controlled according to movement to save more energy.
B.E.G. predominately used the PICO sensor - one of the smallest KNX detectors in the world for this project. Despite its diameter of only 33 mm, it has a range for motion detection of 10m transversely, 6m frontally and 4m for seated activities. This means that it detects even the smallest movements, such as the operation of a computer mouse.
In addition to a light output (controllable or switchable) and a slave output for extending the detection range, the B.E.G. PICO also has three Heating, Ventilation and Air Conditioning (HVAC) outputs with which energy-intensive systems such as air-conditioning units can be controlled. The light output can be used both as an occupancy detector and as a twilight detector (motion-independent control/switching).
Since very large ceiling panels were used, it had
This state remains permanently until the next movement, or the light is switched o a er a preset time without detecting movement again. A calendar function can also be used to implement a night mode.
An orientation light is used to visually illuminate the building. The lighting of the IE logo on the façade is automatically switched on in the evening by the B.E.G. KNX switching actuator with a calendar function. Individual luminaires are also switched on and o with switching actuators. This is achieved for example, when illuminating screens for presentations.
With the calendar function, the light is automatically switched o at a preset time in the evenings when there are no more classes and, in addition, no movement is detected in the surrounding areas. This a ects the refectory, for example, where the B.E.G. PICO only functions as a twilight detector and only regulates the light to
In October 2021, the IE Business School was opened in the Caleido Tower in the presence of Felipe VI, King of Spain, and António Guterres, Secretary General of the United Nations who said the IE Tower is “a symbol of the importance of education, a place of learning, knowledge generation and answers to the challenges of humanity”. That sums up the Caleido Tower and this project perfectly.
Dedicated specialist zones for 2024:
The dedicated Facilities Management Theatre covering updates to Guide M: Maintenance and Engineering, NABERS UK for FM and Operations managers, healthcare maintenance, and more.
Lighting for All. The inclusive lighting show features content looking at lighting and inclusivity, the circular economy, and what we can learn from post-occupancy evaluation.
Influence Theatre sponsor
Drinks Reception sponsor VIP Area Sponsor
GOING IT ALONE
Technology
is the key to ensuring lone worker safety says Jon Woodforth, Chief Technology O cer at Totalmobile
Asthe clocks turn back and the nights draw in, the challenges faced by lone workers across the FM sector become even more pronounced. In the darker, colder months, ensuring the safety of those who work alone should be a top priority for employers. As more businesses rely on lone workers to keep essential operations running smoothly, the need for enhanced safety measures becomes even more critical.
Our own analytics at Totalmobile highlight that incidents involving lone workers have surged over the last 12 months. This raises the question: Why do lone workers, many of whom operate in facilities management, require special protection and can technology be the solution that safeguards them?
THE UNIQUE RISKS FACING LONE WORKERS
Lone workers o en operate without direct supervision, in isolated or potentially hazardous environments. In FM, these workers may be responsible for maintenance, cleaning, or emergency repairs during night shi s, weekends, or in remote locations. Such roles expose them to a higher risk of accidents, incidents, or medical emergencies, without the immediate support that teams or co-workers can provide.
For instance, consider a lone security guard patrolling a large facility late at night or a
maintenance worker dealing with a malfunctioning piece of equipment in a remote part of a building. In both cases, the lack of immediate assistance means that, should an emergency occur, they are at risk of delayed response, which could escalate into a more serious incident.
UK employers are legally obligated to ensure the health, safety, and welfare of all employees, including lone workers. Failure to safeguard lone workers can result in legal penalties, reputational damage, and, most importantly, severe consequences for the workers themselves. Organisations must go beyond basic safety procedures and adopt more sophisticated approaches to ensure their teams’ wellbeing.
HOW TECHNOLOGY IS TRANSFORMING LONE WORKER SAFETY
Advancements in technology are providing employers with the tools they need to safeguard lone workers, with solutions designed to monitor, alert, and protect lone workers in real time.
Real-time Monitoring and Alerts: Modern lone worker protection systems provide real-time monitoring, allowing supervisors to track their workers’ locations and wellbeing throughout their shi s. These systems o en include wearable devices or mobile applications that
alert management or can send out notifications to emergency support, ensuring that help is dispatched without delay if a worker is in distress, whether due to a fall, accident, or other emergency.
Emergency Communication: One of the primary concerns for lone workers is the inability to quickly communicate in an emergency. Tech solutions now o er ‘panic buttons’ or voiceactivated systems that workers can use to signal distress. Whether integrated into smartphones or wearables, these devices ensure that workers have an easy and accessible way to call for help when they need it most.
Geofencing and GPS Tracking: Geofencing technologies allow employers to set virtual boundaries for lone workers, alerting them when a worker leaves a designated area or enters a potentially dangerous zone. This is particularly useful in large facilities or remote sites where certain areas may present higher risks. GPS tracking further ensures that if a lone worker becomes incapacitated or goes missing, their exact location can be pinpointed and help can be sent immediately.
Incident Reporting and Data Analytics: Another advantage of technological solutions is their ability to track, report, and analyse incidents. Through mobile apps and so ware, workers can easily log incidents, near misses, or hazards encountered during their shi s. This not only ensures that issues are addressed promptly but also allows employers to gather data and identify trends, enabling more informed decision-making when it comes to workplace safety.
TECHNOLOGY AS A SAFETY STANDARD
While the human element of oversight will always play an essential role in worker safety, technology is fast becoming the gold standard for protecting lone workers. It allows employers to go beyond compliance, o ering a proactive approach to safety that is scalable and adaptable. This is particularly relevant for the facilities management industry, where workers o en operate across multiple sites, in challenging conditions, and at unsociable hours. Moreover, these technological solutions o er peace of mind, not only for the workers themselves but also for employers who can rest assured that their teams are safeguarded even when they’re out of sight. By integrating advanced lone worker protection technology, employers demonstrate their commitment to their workforce’s wellbeing, helping to foster a culture of safety and responsibility across the board.
For facilities management, lone worker safety is not just about compliance, it’s about demonstrating a genuine commitment to the safety and wellbeing of the workforce. By embracing modern safety technologies, employers can ensure that they are not only meeting legal obligations but also setting a new standard for lone worker protection. Ultimately, investing in technology to safeguard lone workers is an investment in the future of the business and its people—a future where safety is at the heart of every operation.
WHERE DO YOU WANT TO SLEEP TONIGHT?
When you go to work, it’s easy to take for granted that you’ll go back home again. But, when you work at height, you’re putting yourself in danger. Even a low-level fall can be devastating. Mixing tower components compromises performance, invalidates the tower’s safety certificate and could lead to unthinkable consequences - and we don’t mean eating hospital food.
So when you use BoSS®, only use genuine BoSS® components. Anything else is just not worth the risk.
FOCUS PEST CONTROL
BEATING THE BUGS
According to David Cain, MD of Bed Bugs Ltd, as well as having a negative impact on public health, an infestation of bed bugs can be a huge problem for FMs in a range of sites, from hotels to o ces. Here is his guide to beating the bugs
Youmay have seen recent news stories about the plague of bed bugs and, if you are in the hospitality or facilities sector, been thoroughly alarmed by what has been made to sound like an unstoppable menace.
It is certainly true that a bed bug infestation can cause substantial harm to any hotel, both regarding the expense of eradicating the pests and making good any damage to the interior décor and so furnishings and the impact of complaints and negative reviews - or indeed lawsuits - that may follow from customers who have su ered the consequences of contact with bed bugs.
As always, prevention is the more desirable option than reacting to an infestation which has become established, but preventing a single bug from crossing the threshold of a hotel or business would be an extremely challenging task.
Few guests or sta would, for instance, agree to being strip-searched or having their belongings fumigated on arrival, even if they are aware that bed bugs o en arrive on visitors’ clothing or luggage.
It’s probably fair to say that you will not be able to deter every single bed bug from making its way into your business, but good hygiene procedures and thorough sta training will go a long way towards preventing the intrusion of one or two bugs becoming a full-blown and profoundly damaging infestation.
EARLY DETECTION
Early detection of bed bugs is the best way to prevent a small problem from becoming a much bigger one. This is why regular inspections are crucial. Monitoring devices are o en helpful in alerting sta to the presence of bugs, but some of these are more discreet than others: monitors which are obvious to
visitors may give the impression that the business su ers frequent bed bug issues or at least plant the unwelcome idea of bed bugs in their minds. However, if you wait till the first complaint from a visitor – or the first alert from a member of sta , the problem will have become established. Some people transmit bed bugs and show no signs themselves, acting like Typhoid Mary and wreaking havoc.
In 2016, having proved our approach to the academic community, I wrote the first chapter on managing bed bugs in hotels published in Advanced in the Biology and Management of the Modern Bed Bugs (Wiley Press) .
If a bed bug problem is caught early, dealing with the bugs can be done swi ly, and it may be possible to avoid closing rooms to guests for any length of time. It is not good for hotels to have any rooms out of commission, but if there is a serious issue, it must be dealt with thoroughly and fast.
A partial eradication of the bugs will rapidly repopulate leading to further problems in the future. If you’re not working at 100 per cent e iciency or they ingress into the fabric of the building, only a full refit will resolve the problem.
BED BUG PREVENTION
It is, therefore, best practice for any hotel or business
where people sit to have robust bed bug policies even if, so far, there have been no reports of bed bug activity on the premises.
The first step would be a thorough inspection of the entire building to ensure that no bugs are present or, should some have gained entry, that they are eliminated before they can reproduce in quantity.
Subsequently, sta should be trained to spot indicators of bug activity. Those who deal with cleaning, laundry and resetting the rooms should be given full training in this area.
Bed Bugs Limited o ers a passive monitor technology which is unobtrusive, can be checked by sta on a weekly basis and will indicate the presence of even a few bugs at an early enough stage for eradication to be done by those sta who have been trained in the correct methods.
A mild infestation, e ectively treated, should not become a severe infestation, and modern treatments done swi ly enough can return a room to service without too much inconvenience.
The reward for diligence is lower guest and sta complaints which rapidly translates to higher operation e iciency.
Bed bugs may evolve and adapt as they are resilient as a species… but the technology and expertise to deal with them is also adapting and evolving.
DIGITAL TRANSFORMATION AT GROUND CONTROL
External maintenance provider and landscaping expert Ground Control, continuously improves data and technology led transformation to adapt to changing legislation, macro-economic and environmental forces..
50 years of experience, combined with continuous investment in people, data and technology has built an insight-rich-database, enabling innovations that improve service e iciencies and make it easy for facilities managers and suppliers to meet their own ESG goals.
Such innovations include: the Queens Awardwinning live-to-site viewing portal TotalView and winter gritting service trigger detector Blade, both of which have been continuously developed and are still used successfully in 2024, having been in-use for over a decade.
Ground Control was also one of the first companies in the external maintenance industry to transition from carbon paper slips for proof of delivery onto tablets, photographs, and an online portal.
Since 2020, the company has invested in digital transformation that adapts to changing client and market needs. Examples include:
AUTOMATED CARBON SAVING REPORTS
Ground Control generates automated carbon saving reports for its FM clients at a market-leading level of accuracy, based on each unit of carbon saved per pound spent. This inspired partnerships with other innovators, including waste management entrepreneur Reconomy, trailing a mobile app to help Ground Control teams identify and document
the closest, most sustainable waste disposal sites.
COMPLIANCE REPORTING
EXAMPLES OF THE TRANSFORMATION IN ACTION
GC Go- the ‘go to’ mobile app for quick quotes
GC Go is a ‘first of its kind,’ mobile app that can produce multiple biodiversity assessments for a facilities manager’s site portfolio and identify quick wins. It’s continuously evolving with new features and services to ease decision-making and compliance. From biodiversity self-assessments to requesting an instant quote for a pothole, remedial tree works or gritting, GC Go will allow it all to be done on a smart device.
Ground Control won a Queen’s Award for Innovation in 2021 for developing a compliance matrix resource management system that targets new business opportunities and accurately assesses and manages risk. The matrix e ectively illustrates to customers how complex compliance records are managed safely and e iciently at scale. More recently, Ground Control partnered with real-time compliance automation provider Skillko, to enable teams and suppliers to demonstrate compliance using their own smart devices. This streamlines process, saves time, minimises paperwork and increases the quality of the data captured.
Committed to achieving NetZero targets by 2038, as certified by the Science Based Targets Initiative (SBTi), Ground Control has developed a system to help reduce teams’ and clients’ carbon footprint too. In partnership with Hubscape, the creator of digital management systems for maintenance and landscaping operators, Ground Control has developed a bespoke platform to help operators and teams schedule their days and routes more e iciently. This improves the ability to respond to the needs of the facilities manager or end-user client, and reduces carbon footprint.
Computer vision and AI generated drone surveys
Ground Control partners with Skyports Drone Services to leverage AI for interpreting images. Using drones and cameras on dashboards, they survey hundreds of miles of road and railway to identify assets, defects, hazards and species in hard-to-reach locations and generate compelling quality footage and insight.
Howard, the client integration robot
Demand for data and the speed at which facilities managers expect it, is forever increasing, to update their own FM so ware. Ground Control is very in tune with this and has created a client integration robot named Howard that operates alongside the client services team, aiding them in updating and providing information as accurately and as quickly as possible. Howard has enabled Ground Control to make significant investments, meeting ever-increasing demands for data and information, without passing costs onto customers.
FBS HÖRMANN PERIMETER PROTECTION SECURES BUSINESS PARK
The specialist Perimeter Protection division of FBS Hörmann have recently completed a project to help secure a business park in Guildford, fitting a range of high security gates and fencing.
The business park, which is home to various businesses and warehousing facilities, had been su ering from anti-social behaviour and increasing criminal activity during out of hours and were looking for a more robust and long-lasting solution to their problems. FBS Hörmann were able to provide a fullservice solution from initial consultation, surveying, product specification and installation through to the final sign o , together with coordinating with other security contractors working on the project. The project also fell under Construction Design Management where FBSH Hormann acted as principal contractor for the whole project, managing other security contractors throughout the project.
Existing security at the site was fairly light, with very little fencing. Replacing rising bollards, the primary entrance to the site has now been fitted with two automated FBS6000 high security swing gates, GMS intercom entry for out of hours access, auto exit, and a new pedestrian gate. The secondary entrance has
seen the existing rising barrier replaced with a robust cantilevered sliding gate and a pedestrian gate. A total of 86m of security fencing has also secured the perimeter. The gates and fencing have all been finished in RAL 6005 Moss green to blend with the semi-rural location of the site.
situated throughout the site.
Commenting on the installation, Thomas Kirk, Head of Perimeter Protection at FBS Hörmann said:
“The owners and facilities management of this site asked us to look at upgrading security during a preplanned maintenance visit made by one of our service engineers. Our technical sales team then attended to discuss the site’s requirements and problems they were having with the current equipment in place, we then specified the exact products needed to meet the site’s requirements.
The FBS Hormann team completed the installation in under 4 weeks, with the project including all of the necessary civil works for the gate and fencing installation. The company also worked with a specialist security CCTV company to provide civil engineering needs for a number of CCTV towers
“Having access to a wide range of Perimeter systems, including bollards, barriers, gates, and fencing, meant we were able to specify a solution to meet their very specific requirements. We were also able to o er the assurance that all of the installation team were fully trained and qualified, and employed by FBS Hörmann.”
MAKITA LAUNCHES NEW 40VMAX BRUSHLESS MULTI-TOOL
Makita has added a new highperformance cordless multi-tool to its powerful 40VMax XGT platform. The TM001G XGT MultiTool is compact and lightweight making it convenient and flexible to use whilst still delivering on all aspects of performance.
The TM001G is compatible with STARLOCK MAX accessories, a tight-lock interface system with tool-less blade change for fast installation and removal. Users can set the blade at any angle for easy access and the quick release feature allows the user to switch between accessories in a matter of seconds to ensure workflow is not disrupted.
Weighing just 2.1kg, and with a height of 332mm, the TM001G XGT is lightweight and easy to manoeuvre whilst still ensuring impressive results. The multi-tool’s brushless motor delivers higher cutting and sanding e iciency. Combined with the power of Makita’s XGT battery platform, the TM001G o ers powerful, versatile performance.
Designed with Anti-Vibration Technology (AVT) to ensure low vibration performance, users can comfortably use the multi-tool for long periods of time. The TM001G is also designed with an LED light and a erglow function to illuminate the area, a so -start feature, a constant and variable speed control and an anti-restart function to prevent accidental start-ups.
PEARL NITRILE GLOVE RANGE SHOWING ITS TRUE COLOURS
Hand protection specialist Unigloves has brightened up its most popular range of disposable nitrile gloves - Pearl – now available in a variety of colours.
The highly flexible, multi-coloured glove range – which has grown to become Unigloves’ best-selling gloves, now boasts 16 di erent colour choices, ranging from the more traditional colours of black, blue, green, yellow and orange through to more unusual choices of opal, magenta, sapphire, violet and cobalt .
The result is a range that not only delivers chemical protection, comfort and performance but an array of colour choices to meet corporate colours, colour coding, cross contamination guidelines or simply wearer preference.
All Pearl gloves are manufactured from high quality, medical grade, powderfree nitrile, certified to EN374 and EN455 parts 1-4 for rigorous safety and quality standards, including an AQL of 1.5 and tested to EN1186 for food safety, enabling them to be used across a variety of environments.
Resistant to a range of workplace chemicals thanks to the nitrile formulation, Pearl gloves are highly comfortable, flexible and feature a beaded cu for added strength. The textured finish on the Pearl gloves also delivers improved grip, whilst o ering touchscreen compatibility for modern convenience.
MRI So ware is inviting all facilities professionals to share their opinions on the industry challenges and common FM practices at this year’s Anticipate London Show, whilst showcasing a host of hyperconnected technologies designed to help FM professionals to make data-driven, smart decisions.
The so ware company will be conducting its Voice of the Facilities Manager survey at its stand at Anticipate London, gathering insights and opinions on a range of topics from the challenges FM professionals face to the approaches and technologies they rely on to achieve their goals and objectives. The participants of the survey will also have the opportunity to qualify for a prize draw where they will have the chance to win the latest model Apple Watch - Series 10.
“We always keep a close eye on the challenges the FM industry faces and our customers' specific needs. This is exactly how we develop our products and come up with innovative solutions that fill the gaps and add value to our clients’ day-to-day practices. Our ultimate job is to help them achieve more,” explained James Massey, Managing Director for Facilities Management at MRI So ware.
“We o en hear clients talking about data and how much of a struggle it is to make sense of their day-to-day data that is presented to them in siloed systems. A single source of data is becoming more critical than ever to make better decisions and improve e iciencies. Our recent investment in AIdriven, hyperconnected technology is designed to enable FM professionals to see the bigger picture and make smarter decisions with fewer clicks, so they can spend less time looking for data and more time acting on it.”
As well as gathering insights from FM professionals, MRI So ware will be showcasing its MRI Evolution facilities management solution, o ering visitors the opportunity to demo newly launched FM technology features designed to help facilities teams thrive in the face of a changing industry landscape.
With over five decades of experience in the real estate industry, MRI So ware’s innovative solutions are leading the way in the industry through its open and connected platform and helping FM professionals to future-proof their operations and stay ahead of the curve.
“We are here to demonstrate the last 12 months of development since the last show - known as The Facilities Show”, explained James Massey. In addition to our AI-driven, smart data solutions, we’re
also excited to showcase MRI’s IoT hub, enabling FMs to transform their operations to a sensor-based, digitally driven maintenance regime. Integrated with our energy management and footfall analytics solutions, MRI’s IoT hub is a real game-changer for organisations to adopt a usage-based maintenance regime to extend their asset lifecycle, avoid unnecessary costs and o er enhanced facilities to the building users.”
At Anticipate London, visitors will be able to see MRI Evolution’s latest innovations in action and speak with MRI So ware’s team of industry experts about building an open and connected technology stack that is tailored to their industry vertical and individual requirements. On the 3rd of December, day two of the exhibition, MRI So ware will also be hosting a drinks reception on their stand FM 2640 between the hours of 15:00 and 17:00.
MRI So ware’s Voice of the Facilities Manager report will be published in early 2025 and will hold
a mirror up to the industry’s top challenges, current trends, and future predictions.
To find out more about MRI’s So ware’s open and connected technology solutions, visit them on stand FM 2640 or contact their team to book a meeting today.
KNIGHTSBRIDGE LED BATTENS PUT FLUORESCENTS IN THE SHADE
E icient and a ordable, Knightsbridge's range of interior LED battens are the ideal upgrade for obsolete fluorescent lights, bringing up-to-the-minute performance to industrial, commercial and o ice premises.
Available in three sizes (4’, 5’, and 6’ lengths), the interior LED batten range has three variants: standard; microwave presence sensor; and Digital Addressable Interface (DALI), a feature that enables it to be connected to networked building control systems.
The standard model, BATSCW, has a range of wattage from 18W to 52W according to length: 4’ –18/32W, 5’ – 22/41W and 6’ – 27/52W. The emergency versions have a self-test feature.
O ering the same features as the BATSCW, the BATSCWM model incorporates a microwave presence sensor that detects movement within a 150o angle when wall-mounted and 360o degrees if ceiling-mounted. Its range is up to 6m when mounted at a height of 3m.
The BATSCDA option incorporates both a microwave sensor for presence detection and a Digital Addressable Interface (DALI) for connection to building control systems. Its wattages are fixed at 32, 40 and 48W in the 4’, 5’ and 6’ lengths respectively.
Made from steel and polycarbonate, they are durable, low maintenance, last nearly seven years or 60,000 hours with continuous use. They are also IP20 rated and come with a five-year warranty.
www.mlaccessories.co.uk
01582 887760
"WE ARE FITTING WATERBLADE BECAUSE ENERGY IS OUR COMPANIES THIRD BIGGEST COST, AND WATERBLADE IS A QUICK WIN WITH A FAST PAYBACK AND A LONG-TERM RETURN."
Is what we were told by a client recently.
We think that Waterblade o ers the best low-flow washing and rinsing performance there is. It is easily fitted to your existing washroom taps and can help you make a dent in your third biggest expense, energy. Our trials indicate that you can reduce your whole building water by around 5%. That also reduces your whole building energy consumption by around 1.5%, by using less hot water.
JOBMATE BRINGS SAFETY SUPPORT, COMPLIANCE AND TRAINING TO FORS CONFERENCE ’24
jobmate, operational so ware providers to the transport, construction and service management industries, presented its latest native-cloud solutions at this year’s FORS (Fleet Operator Recognition Scheme) Conference, which took place at the ICC in Birmingham on 15th October.
Based in Wolverhampton, jobmate design bespoke ERP (enterprise resource planning) systems which manage jobs and tasks - from customer enquiry to completion – while ensuring complete operational compliance control across key business activities.
“We understand the importance of providing managers with easy-to-use systems which enable ongoing decision making, monitoring and control at each stage of the supply and delivery process,” says CEO, Chris Dalton. jobmate’s transport and logistics so ware, provides fleet operators with a clear picture of all costs and activities; from stock and supplier management, subcontracting, quotations and planning, to routing, asset control, expense capture, HR, reporting and invoicing. The so ware comes in three distinct modules – jobmate Lite, PRO and Enterprise.
“Furthermore,” says Chris “as a Sage global partner, jobmate’s secure native cloud so ware is easily integrated with existing so ware systems. Each of our modules provides a broad ERP functionality with embedded AI optimisation – enabling automated decision making, reduced costs and operational compliance control.” https://jobmate.cloud support@jobmate.cloud
FORMER RAF FIREFIGHTER AND LAB ANALYST JOIN H&S FIRM
For a measure that takes minutes to implement and has a Return on Investment measured in Months, it has to be worth considering!
Waterblade has been fitted to 10,000+ hotel bathrooms in the last year, as well as 1,000’s of washroom basins. It is WRAS approved and UK manufactured in premises with ISO 9001 and ISO 14001. Contact us and we can discuss which Waterblade best suits your taps, and set you up with a sample to try for yourselves.
A former RAF Firefighter and a former Laboratory Analyst are among two new recruits set to strengthen the team at a Northamptonbased health and safety consultancy.
Acorn Safety Services has appointed former Laboratory Analyst Caitlyn Merrick as a Legionella Consultant and Darren Manning as a Trainee Fire and Legionella Consultant following his successful years working in the RAF and in the Ambulance Service.
Operations Manager, Zeynep Guzelkasap, said: “We’ve seen phenomenal growth in the demand for our fire and legionella services this year. I’m proud that this had led to us strengthening our team here at Acorn Safety Services. Darren and Caitlyn bring with them some fantastic skills and experience that will help us in our mission to maintaining safer environments for everyone.”
https://acornhealthandsafety.co.uk
info@acornhealthandsafety.co.uk
KÄRCHER UK ANNOUNCES MANCHESTER AS LOCATION FOR GROUND-BREAKING NEW KÄRCHER CENTRE
Set to open in October 2024, this location will be the new headquarters for Kärcher Hire.
• The Chadderton site will also be the cleaning providers first Kärcher Owned Kärcher Operated centre in the North West and its largest regional centre in the UK, o ering a range of best-in-class services for businesses in the region
• The new site continues an exciting period of growth for the cleaning solutions provider
Kärcher UK, a leading provider of cleaning solutions, is thrilled to unveil it has selected Manchester for its newest and largest Kärcher centre, which will open in October 2024. Building on the established Manchester-based Kärcher Hire business, the 18,122 square foot, two-acre site, will house a new Kärcher centre, as well as Kärcher Hire’s new headquarters.
Kärcher Hire rents an extensive range of the latest Kärcher equipment and has grown to become one of the largest cleaning equipment hire companies in the UK. Building on its reputation for providing customers with best in class, fast and reliable service
throughout the UK, they have outgrown their current base in Droylsden, Manchester. Kärcher Hire is set to supercharge its operations, continuing to expand their client base across the UK.
The Kärcher centre will be run by centre Manager Simon Barlow and will include a superb showroom that businesses and consumers alike are welcome to visit to discuss their cleaning headaches. A major focus will be servicing professional businesses needs across the North West, including Greater Manchester, Merseyside and Cheshire.
With a distinctly Mancunian feel, the centre is set to o er unparalleled services to local businesses. The centre will provide full sales, lease, hire, maintenance, service and repair solutions, training facilities, showrooms with a variety of di erent floor types, and meeting rooms for businesses needing to discuss their cleaning needs.
The Kärcher team is also happy to visit business premises to complete site surveys, conduct product demonstrations and provide training – all designed to support companies in finding the right solutions to increase their operating e iciency. With an unrivalled range of products available for purchase, lease and hire, the Kärcher team will provide the best solution o ering the best fit for any business,
commercially, practically and financially.
The announcement of the new Kärcher centre comes as the cleaning solutions provider continues to evolve and grow its o ering, in the face of a business landscape in which cleaning and hygiene is more important than ever before.
Matthew Gellie, Head of Rental at Kärcher UK, commented: “Kärcher Hire has been working out of four depots across the UK for the last eight years, so we are thrilled to retain the dedicated sta from our Droylsden depot and to announce our headquarters in Chadderton. This expansion will undoubtedly supercharge our growth, doubling the size of our workshop and o ice space – giving us the ability to scale our operations.”
Simon Barlow, centre Manager of the Manchester Kärcher centre, added: “We can’t wait to assist businesses across the North West in finding the right tools for their cleaning requirements. Here at Kärcher we are armed with the expertise and an impressive range of products and are well equipped to support you in improving your operational e iciencies.”
The new site will be located at: Unit 4, Oldham Broadway Business Park, Chadderton OL9 9XA
FRANCHISE BRANDS PROMOTES PETER MOLLOY TO GROUP CEO TO ACCELERATE GROWTH AMBITIONS
Franchise Brands announces that it has promoted Peter Molloy to Group CEO, a new role, and to the Group’s Board, with immediate e ect.
Peter initially joined Metro Rod over 20 years ago and has been an integral part of the Franchise Brands team since it acquired Metro Rod in 2017. He was previously CEO of the Group’s Water & Waste Services division which includes Metro Rod, Metro Plumb, Willow Pumps, Filta UK and Kemac.
Having started his career as an apprentice, Peter’s commitment, drive and passion for customer service have seen him rise through successive sales and leadership roles, making him a natural choice for Franchise Brands to appoint its first Group CEO from within the business.
Franchise Brands has grown rapidly over the past two years following the acquisitions of Filta and Pirtek, with annualised system sales now of approximately £400m and businesses in ten countries across the UK, North America and Europe. As Group CEO, Peter will take a customer-centric approach to driving the implementation of the growth strategy, business performance and accelerating integration. With responsibility for the day-to-day leadership
of the Group across its four principal divisions and shared central functions, Peter will play a key role in accelerating the company's growth ambitions, as it also considers a move from AIM to the Main Market of the London Stock Exchange.
Stephen Hemsley will remain Executive Chairman
NORTHWOOD CELEBRATES 50TH ANNIVERSARY
Northwood – a leading manufacturer of professional paper hygiene and wiping products – is celebrating its 50th year in business with record growth and a £750,000 investment into a new o ice space at its headquarters in Telford.
Northwood, which employs 1,100 people across 10 UK sites, has seen its gross sales turnover increase from £236 million to £493 million in the last five years, with external sales growing by 86% from 14 million to 26 million cases per year. Now, the family-run business has expanded its operation as it eyes further growth.
To mark its 50th anniversary, Northwood purchased a 16,850 square foot building, which has been converted into its new corporate head o ice. Named Northwood House, the new building was o icially opened on 15 October by Paul Fecher, Chairman of Northwood.
He said: “We are tremendously proud to be celebrating 50 years in business this year. When I established Northwood way back in 1974, we had just one site and a few sta . Over the past five decades we have grown rapidly to become an industry leader that now employs 1,100 people. As we expand further, we have a firm commitment to recruit locally and continue to support schools and colleges, as well as local and national community initiatives.” www.northwood.co.uk
and focus on the strategic and corporate development of the Company, including future acquisitions.
Peter Molloy, Group CEO, said: “I am honoured to be chosen as the first Group CEO. Since joining Metro Rod over 20 years ago and having worked closely with Stephen and the Franchise Brands team since 2017, I am so proud of what we have achieved together.
“I am excited to lead the further development of the business and to realise our strategic ambitions. This will be achieved in part by accelerating the pace of integration of the Group’s businesses into 'One Franchise Brands' and by supporting the entrepreneurial spirit of our franchisees, who are the backbone of our business together with our dedicated Support Centre teams.”
Stephen Hemsley, Executive Chairman, said:
“The Group has reached a scale where the timing is right for the appointment of a Group CEO at Board level. Peter has strong commercial acumen, and the Board is confident that he will successfully drive the implementation of our strategic priorities, which includes an increased focus on digitallyenabled integration, enabling the Group to realise its significant growth potential.”
PRINCIPLE SHORLISTED FOR EMPLOYEE OWNERSHIP AWARD
Principle Cleaning Services has been shortlisted for ‘Employee Owned Rising Star of the Year’ in the UK Employee Ownership Awards, 2024.
The awards are organised by the Employee Ownership Association (EOA). The Rising Star award recognises the success of an organisation that has become employee owned in the last three years and is already demonstrating and evidencing an advantage through its approach to engagement, culture and representation.
Principle, which was founded by Douglas Cooke, Executive Chairman, in 1989, created an Employee Ownership Trust in 2023, giving its employees the majority of its shares and putting the future of the business in the hands of its 2,800+ sta .
Commenting on the awards, Tom Lloyd, Principle’s CEO, said: “We are delighted to have been shortlisted for this award and recognised for our move to employee ownership, which was designed to preserve the legacy of the company and ensure its future stability and prosperity. I firmly believe we have embedded an employee ownership ethos and culture, with our sta becoming life-long partners of the business.”
Winners of the awards, which are sponsored by Howden, will be revealed at a gala dinner celebration on Tuesday 26th November at the Telford International Centre as part of the EOA Annual Conference. https://principleclean.com info@principleclean.com
BM CREATES NEW DEDICATED ESG PROJECT MANAGER ROLE
PROMOTION FOR RECONOMY’S DENNING
BM Caterers has appointed Elisabeth Ortiz Kuefler to the newly created role of ESG Project Manager.
Kuefler will take on a key leadership role in driving BM’s sustainability and social impact initiatives and support the company on its journey to becoming B Corp Certified. She will focus on further embedding charitable and social enterprise e orts into the fabric of the organisation, enhancing a culture of engagement and participation across teams.
In addition, Kuefler will lead on key ESG events, including charitable initiatives and internal events aimed at educating and inspiring employees. A core aspect of her work will involve collaborating with various stakeholders to promote sustainable practices, both within the company and in its relationships with clients.
Kuefler will also work on developing new, forwardthinking sustainability initiatives that further distinguish BM in the marketplace.
Lyndsey Denning has been appointed to the role of Chief People O icer at international circular economy specialist, Reconomy.
Denning joined Reconomy 11 years ago, starting her career as a HR & Training Manager based in its Telford o ice. Since then, she has played an instrumental role in developing Reconomy’s ‘People First’ strategy and contributing to the success of the People Team.
Denning and the People Team will focus on enhancing Reconomy’s HR o ering, developing the Colleague Value Proposition and providing a consistent employee experience across the entire organisation. Denning will oversee the Centre of Excellence, encompassing Colleague Experience, HR Systems & Data, Reward & Recognition, Learning & Development and Internal Communications. She will also continue to champion diversity and inclusion initiatives, which are central to Reconomy’s values.
CHIEF GROWTH OFFICER HIRE AT CHURCHILL
Eddie Fairish has been appointed to the role of Chief Growth O icer at Churchill Group. He joins the business from ISS UK&I and has worked for major brands including Aramark, Britvic and Mars.
In his new role at Churchill, Fairish will be responsible for developing, implementing and driving the company’s growth strategy. This will include identifying and pursuing new business opportunities, retaining and growing existing client partnerships, and highlighting opportunities for market expansion.
Sustainable growth through market penetration will be a key consideration for Fairish, as well as thinking innovatively to drive specialist services and keeping ESG front of mind. He will also lead and develop a team responsible for growth initiatives.
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BACK AND FORTH
More companies are mandating o ce days or even tracking the working locations of their employees. Rachel Houghton of Business Moves Group digs into some of the factors at play when creating a hybrid work policy
It seems that the hybrid work pendulum is swinging back towards the workplace. Amazon has mandated five days a week in the o ice from January, while PwC has started tracking the working locations of its employees.
Perhaps they feel compelled to do so because Londoners are spending just 2.7 days per week in the o ice, less than many global cities.
This comes against a backdrop of a Labour Government strengthening support for flexible work, with the Prime Minister stating that a “culture of presenteeism” is bad for productivity.
While the benefits of working from home (WFH), such as improved work-life balance and potential productivity gains—may help with recruitment and retention, there are many factors to consider when adapting your hybrid work policy.
DOES REMOTE WORK KILL CULTURE?
One of the key reasons that Amazon gave for its new policy is that employees being together will strengthen its culture. This is backed up by a recent study in which 78 per cent of respondents believe that remote working has damaged the social aspects of working that mean so much.
However, the same study found that most people were most productive either when fully remote or in a hybrid arrangement, and just 26 per cent said
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they were most productive working exclusively in the o ice. Finding a balance between productivity and culture is a tricky one, not least because they are both hard to measure.
BLURRED WORKING HOURS
Starmer raises a crucial issue about the culture of constant connectivity—employees being contacted outside of working hours. While the intention to protect workers’ personal time is commendable, enforcing such boundaries in a truly flexible work environment is complex.
of working from home.
This also necessitates important internal discussions about how you treat employees equally. If o ice-based workers can work with flexibility, what can you o er to frontline workers? If we want to make FM a career of choice, then we must make it an attractive proposition.
LONG-TERM IMPACT
The rise of WFH could result in a hollowing out of city centres, with empty o ice spaces and deserted streets becoming the norm. This could impact the long-term sustainability of urban economies which thrive on the daily buzz of human activity.
of constant connectivity—employees of evening. What constitutes
Real estate has traditionally been a cornerstone of many pension portfolios, o ering reliable yields that support the retirement plans of millions. However, with the potential decline in demand for o ice space due to WFH, the value of these investments could decrease.
Consider a scenario where an employee works from a di erent time zone or prefers to start their day later in the evening. What constitutes “out-of-hours” in such a setup?
with the potential decline in demand for o ice space due to WFH, the value of these investments could decrease.
The lines blur quickly when flexibility
The lines blur quickly when flexibility is a key feature of the working arrangement. Without clear guidelines, we risk creating confusion and unintended stress for workers who may feel compelled to respond to messages during their o -hours, simply because their sender's workday operates on a di erent schedule.
Managing this aspect of WFH requires a nuanced approach that considers individual working preferences while also ensuring that communication remains e ective and respectful of personal time. This balance is di icult to achieve and needs more than just a policy—it requires a cultural shi within organisations to truly honour the intent behind it.
THE INVISIBLE WORKFORCE
When we discuss WFH, the focus is o en on o ice workers who enjoy the flexibility. But we must not overlook the ripple e ect this shi has on other sectors. Security o icers, cleaners, baristas, and retail workers in city centres rely on the presence of commuters to sustain their livelihoods.
With fewer people commuting, businesses that serve these workers su er, leading to job losses and reduced income for many who do not have the option
For younger generations who are pension payouts increased personal savings to make up for shortfalls could
For younger generations who are already facing an uncertain financial future, this could have serious implications. The prospect of lower pension payouts or the need for increased personal savings to make up for shortfalls could become a harsh reality. This highlights the importance of a balanced approach to WFH, one that considers the long-term economic impact on all of society.
This highlights the
STRIKING THE RIGHT BALANCE
Businesses must develop strong change management and communications strategies to successfully navigate this transition in a way that meets the specific needs of the business, supports employees, and aligns with customer expectations.
It should include clear communication of the reasons behind new working practices, training to help employees adapt, and ongoing support to address any challenges. By engaging with employees and understanding their needs, businesses can tailor WFH policies that enhance productivity without compromising wellbeing.
E ective communication is at the heart of this process. Regular updates, clear guidelines, and open channels for feedback help to create a culture of transparency and trust. When employees understand how WFH fits into the broader business strategy and feel supported in their roles, they are more likely to embrace change and contribute positively to the organisation’s success, all of which supports retention and recruitment.
SHAPING THE FUTURE
The launch of the CIBSE Education Guild is shaping the future of engineering education says Panos Balalas Communications Manager of CIBSE
The rapidly evolving demands of the building services engineering profession have spurred a renewed focus on education and skills development. Recognising the need for a collaborative approach, CIBSE has launched the CIBSE Education Guild. This new forum aims to unite educators, industry professionals and institutions to create a foundation of learning that meets the needs of the profession and contributes to society's wellbeing.
THE NEED FOR THE CIBSE EDUCATION GUILD
Building services engineers are at the forefront of ensuring that buildings function e iciently and sustainably. This responsibility requires a new level of expertise that encompasses not only technical skills but also a broader understanding of environmental, economic and social factors.
The CIBSE Education Guild serves as a platform for collaboration and innovation, ensuring that educational programmes for building services engineers remain relevant and forward-thinking. Through the Guild, CIBSE seeks to equip engineers with the skills necessary to tackle real-world challenges and contribute to a better, more sustainable built environment.
OBJECTIVES OF THE CIBSE EDUCATION GUILD
The Guild brings together engineering educators and practitioners from diverse backgrounds within the built environment to share knowledge, exchange ideas and develop new approaches to teaching and learning.
The Guild's aims include:
• Fostering collaboration among educators: By creating a forum where educators from across the world can connect, the Guild encourages the sharing of best practices, teaching methods and innovative ideas.
• Promoting new approaches to education: The Guild aims to explore new approaches to curriculum development, teaching techniques and learning resources. This includes leveraging technology to enhance learning outcomes, incorporating real-world scenarios into education, and emphasising the role engineers play in addressing global challenges such as climate change.
• Inspiring future professionals: The Guild actively seeks to inspire the next generation of engineers by making education engaging and relevant. It aims
to showcase the importance of building services engineering in shaping the future and to encourage young people to pursue a career in the field.
• Addressing societal and environmental challenges: Building services engineering is not just about technical expertise. Engineers must be equipped to address pressing societal issues such as sustainability, resilience and climate change. The Guild provides a platform to discuss how these topics can be integrated into the curriculum.
• Enhancing the visibility of outstanding educators and students: The Guild seeks to recognise excellence in teaching and learning by highlighting the achievements of exceptional educators and students. This serves to elevate the profession and encourage continuous improvement within the educational community.
WHAT THE CIBSE EDUCATION GUILD OFFERS
The CIBSE Education Guild plans to o er a range of activities, resources, and initiatives aimed at enhancing education within the building services engineering sector. Some of the planned activities include:
• Workshops, seminars, and conferences: Events to bring together educators, industry professionals, and other stakeholders to discuss relevant topics and share best practices.
• Guidance and resources for educational institutions: The Guild plans to explore opportunities to provide curriculum guidance,
share good practices and core materials to further and higher education institutions.
• Collaborative projects and initiatives: Through partnerships with educational providers, industry and professional bodies, the Guild will assess opportunities for collaborative projects that enhance the learning experience for students.
• Flexible course designs: Recognising the diverse nature of building services engineering, the Guild will encourage the development of courses that allow students to transfer and bridge between subdisciplines. This flexibility ensures that students can adapt their learning to meet the changing demands of the profession.
A COLLABORATIVE APPROACH WITH INDUSTRY
The Guild plans to work with selected companies, professional bodies and other stakeholders to ensure that educational programmes align with the needs of employers and the broader industry. This partnership approach helps ensure that students are not only academically prepared but also possess the practical skills and experience required to succeed in the workplace.
Collaborating with industry also provides opportunities for students to engage in real-world projects, gaining hands-on experience and insights that are invaluable to their development. Through these partnerships, the Guild aims to create a pipeline of highly skilled professionals who can contribute to the industry's growth and success.
CUT THE
CHAOS: UK’S EMPLOYEES WOULD LIKE TO GET BACK ON TASK
According to the 2025 Employee Experience Trends Report from Qualtrics, years of chaotic changes to the workplace such as hybrid working arrangements and new technologies have employees yearning for a simpler, productive 9-to-5.
The five UK employee experience trends for 2025 are:
• The pace of change is putting pressure on employees, and they need organisational support to stay engaged and maintain their well-being.
• Workers under 25 years old are highly engaged and have a positive outlook on the success of their company as well as their own careers.
• Employees rank the application and interview process as the worst part of the employee journey, risking company reputations.
• While most employees believe in the competence and integrity of their senior leaders, just 52% believe they would prioritise employee well-being above short-term gains.
• Only about half of employees say they have training and ethical guidelines around using AI at work.
For the full report and methodology, visit https://bit.ly/48xfIuA
New research reveals the key to unlocking employee happiness, talent and productivity
According to new research from Compass Group, ‘The Power of Socialisation’, employees who socialise at work feel less lonely and are more engaged, loyal and productive. The study polled over 30,000 workers and students in 21 countries and its findings showed:
Mitie welcomes three new apprenticeship cohorts to its business
Mitie has welcomed 222 colleagues, new and existing, to three apprenticeship programmes - Women in Leadership, Data, or Engineering. A champion of gender equality, Mitie’s commitment to creating a diverse and skilled workforce has been reinforced, supporting career progression across the entire business.
have access to high quality learning and development opportunities.
• 27 per cent of employees feel isolated at work
• 83 per cent who say their workplace is an enjoyable space to be in are happy at work, but happiness falls to 22 per cent if the environment is not right
• 45 per cent of hybrid workers say they would come into their workplace more o en if there were more opportunities to socialise with colleagues
Other key highlights include:
• Friendships at work strengthen employee wellbeing
• Sociable moments ignite productivity and attract future leaders
• Employees want opportunities for both organic and planned social connection
Kirsty Adams, People Director Talent, Learning, Leadership & Inclusion of Compass Group explained, “now more than ever nurturing and supporting positive social environments is crucial - helping wellbeing and happiness in turn enhances peoples’ loyalty and productivity”.
Mitie recognises the need to build a pipeline of female leadership talent throughout its organisation and the new programmes reflect the company’s dedication to ensuring that colleagues from all areas of the business
Since 2017, Mitie has invested £15.2 million in apprenticeship training and has over 1,300 apprentices working across the business at any one time. The importance of which was highlighted by Jasmine Hudson, Chief People O icer, who said: "whether through technical and digital skills, or leadership training, we are reinforcing this commitment and equipping our workforce with the essential skills needed to drive the future success of our business."
APPRENTICESHIPS ‘INTEGRAL’ TO CREATING GREEN GROWTH
A new briefing published by the Aldersgate Group has highlighted the importance of apprenticeship programmes in addressing the UK’s severe skills challenge, supporting net zero and nature goals, and additionally sets out several steps to maximise the e ectiveness of the Apprenticeship Levy.
Despite their importance, over the past decade the number of apprenticeships starts have declined rapidly, with the study stating that in 2022/23 there were 337,140 starts, compared to 494,880 in 2016/17, and 520,000 in 2011/12. In addition, since the introduction of the Apprenticeship Levy the number of youth apprenticeships has fallen, as has the number of apprentices starting in small and medium-sized businesseshighlighting the urgent need for renewed focus.
The publication sets out a series of policy recommendations that the government should adopt to address barriers to apprenticeships:
Provide long-term policy certainty to give employers confidence to invest in skills for their workforce and for training providers to o er new courses
Boost careers advice and awareness of apprenticeship delivery options
O er greater financial support to SMEs and apprentices
Make the apprenticeship funding model more transparent
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