Amazon’s announcement that it is to end its hybrid work policy and is ordering sta back to the o ce five days a week has resulted in fresh debates on the role of hybrid working. This news followed some negative responses to reports that the Labour Government may expand full-time workers’ rights to allow them to ask for a four-day working week.
The truth is, however, that flexible working, whether working from home, or doing a four-day week has been around for aeons. I knew several people back in the 90s who did a four-day ‘condensed’ week and can avow as a long-time commentator on the workplace that ‘hybrid’ working is just another way of describing agile, flexible and even ‘teleworking’.
That is why the article on page 57, based on research by recruiters Robert Walters warns we must be careful when making assumptions on the state of flexible work. For employers the solution is to embrace flexibility in ways that suit their organisation and their people and concentrate on creating work environments that support and promote employee satisfaction and engagement.
In the interview on page 38, Darryl Easton, Managing Director and Founder, East On Commercial Interiors agrees that hybrid working was around long before Covid but believes it is now so prevalent, employers and employees are now much more open to change. Along with the adoption of modular furniture he’s seen an uptake in the creation of outside spaces and of course new ways of supporting both collaborative and focused work.
Wayne Young, Facilities Manager at DB Cargo (UK) sara.bean@kpmmedia.co.uk
The publisher does not necessarily agree with the views and opinions expressed by contributors. No material may be reproduced in part or whole without written permission from the editor. Editorial contributions are accepted on an all-rights basis only. Letters to the editor may be published in their entirety or in edited form and remain the property of kpm media. While due care is taken to ensure the accuracy of information contained in this magazine, the publishers cannot be held responsible for any errors in editorial articles or advertisements. Subscriptions are available to non-qualifying and overseas readers at £120 p.a. (UK), £160 p.a. (EU countries) and £240 p.a. (overseas-other).
To glean some fresh ideas on modular o ice furniture, turn to the feature on page 34 where there’s a guide to the latest designs in sustainable, ergonomic and flexible furniture that support a variety of spaces, from break out areas to desking which can be updated and adjusted for a variety of work patterns.
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.
Transitioning your business from fossil fuels to HVO is a simple, straightforward process with Crown Oil Environmental.
Offering a 90% reduction of net CO2 emissions, HVO is the fuel of choice for diesel-dependent businesses looking to reduce their environmental impact.
Our experienced team of project managers and engineers will manage your fuel switch, minimising disruption as your business starts its journey to sustainability. Visit:
Email:
Fuel testing & uplift
Tank cleaning & decommissioning
Tank installation
Tank & pipework services
HVO delivery
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 CoreNet Global Summit in Berlin, focused on the human element and how connection shapes the future of work.
Angus Miller, Partner and Sheetal Parmasur, Assistant Director, in Deloitte’s business services M&A team explain why the UK FM sector is bucking global M&A trends.
Regulations state that anyone who has responsibility for a premises must ensure that safety signs are in place. Danny Adamson of Stocksigns explains the rules.
16 Paul Scott, CTO at Matrix Booking o ers advice on utilising FM so ware to help support both planned and actual usage in hybrid work environments.
18 Yaron Dycian, Chief Product and Strategy O icer, Wint Water Intelligence believes more robust regulation should be welcomed for water management.
20 The HSE reports an estimated 875,000 cases of work-related stress, depression, or anxiety were reported in 2022/23. What can FMs do to help improve mental health in the workplace?
virtual workplace together and help create a truly sustainable workplace.
Darryl Easton, Managing Director and Founder, East On Commercial Interiors draws on his career background to meet the needs of his clients finds Sara Bean.
The Wildfell Centre for Environmental Recovery is a place to take a breath, motivate the workforce and understand how you can achieve your biodiversity and ESG objectives.
Esther Coleman, Senior Product Manager at Idox analyses the results of recent research carried out in partnership with FMJ which looked into the future of CAFM.
O ice interior experts explain how the latest furniture designs blend the physical and
Conor Logan, Technical Director, Colt International warns of the hidden dangers of neglecting smoke control system maintenance. 44 A new approach is needed to help bridge the gap between innovations in workplace design and fire safety argues Christian Mabey of Optima Systems.
Dyson’s design experts look at the latest innovations in lighting and ventilation that help support wellbeing at work.
Find out who’s moving where in the facilities management profession.
Ilaria Cantelli, Education Manager at Uptree, on the importance of improving social mobility through education and inclusive recruitment practices.
A new training programme helps prepare frontline personnel to manage conflict with simple strategies and universal guidance to manage interventions professionally and e ectively.
brief roundup of the latest careers news in the facilities management sector.
In November’s issue we present the results of a major new survey into sustainability priorities and challenges which revealed the top priorities are reducing direct CO2 and achieving clean energy. Our recent round table solicited the views of a panel of client side FMs on how employers can reap the benefits of flexible sta ing while ensuring the legal rights and welfare of flexible workers. The FM clinic asks, ‘with the number of universities o ering post graduate 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?’ And in the case study, we reveal how a well-executed operational design is central to the success of a stadium hospitality fit out.
LEGAL VIEW
UNDERSTANDING THE WORKER PROTECTION (AMENDMENT OF EQUALITY ACT 2010) ACT 2023
Kelly Tucker, Founder and Managing Director, HR
Star.
The Worker Protection (Amendment of Equality Act 2010) Act 2023, effective 26th October 2024, brings new legal responsibilities for UK employers to prevent workplace harassment. This legislation strengthens protections for employees, including reintroducing liability for third-party harassment and placing a greater emphasis on proactive measures to create a safe work environment.
Understanding these changes is key for employers to avoid legal risks and maintain compliance.
Key provisions of the Worker Protection Act
The Worker Protection Act introduces several new obligations:
• Third-party harassment liability
Employers will be held responsible if employees experience harassment from third parties (e.g., clients, customers). This protection was removed in 2013 but has now been reinstated. Employers must take reasonable steps to prevent third-party harassment or face potential legal liability.
• Positive duty to prevent harassment
The Act introduces a positive duty on employers to prevent harassment, especially sexual harassment. Simply reacting to incidents is no longer sufficient. Employers must actively demonstrate they have taken steps to prevent harassment, such as implementing training, policies, and reporting mechanisms.
• Strengthened sexual harassment protections
The amendments strengthen existing protections, particularly around sexual harassment. The new third-party harassment liability means employers must have comprehensive measures to protect employees from inappropriate behaviour, whether from within the company or external parties.
• Extended time limits for claims
The time limit for employees to file harassment claims has been extended from three to six months. This gives employees more time to report incidents and increases the potential for claims against employers.
What Employers Should Do to Prepare
Review and update policies: To ensure they are compliant with the new legislation, policies should explicitly address third-party harassment and outline procedures for reporting incidents. They should be clearly communicated and accessible to all employees.
Provide regular training: Comprehensive training is essential to demonstrate compliance with the Act. Regular anti-harassment training should cover both internal and third-party harassment and explain how employees can report incidents.
Foster a culture of respect: A respectful workplace culture is critical to preventing harassment. Leadership should model respectful behaviour, and there should be open communication channels where employees feel comfortable reporting issues without fear of retaliation.
Leverage technology: Technology can play a key role in managing compliance with the updated legislation.
Conduct risk assessments: Employers should regularly assess their workplace for areas where harassment risks are higher, especially in customer-facing roles.
Consequences of non-compliance
Non-compliance with the Worker Protection Act could result in significant financial and reputational damage. Employers who fail to take reasonable steps to prevent harassment may face costly compensation claims and legal fees. Beyond the legal consequences, a failure to comply can create a toxic workplace culture, harming employee morale, increasing turnover, and making it harder to attract and retain talent.
In more severe cases, if an employer repeatedly fails to address harassment issues, directors and senior leadership could face personal liability. The extended time limit for claims also increases the risk of prolonged legal disputes, which could be disruptive and costly for the business.
FLEX SPACE BECOMES A MAINSTREAM PROPERTY STRATEGY
A new survey launched by flexible workspace provider, Orega, has revealed that flex space has now become a mainstream property strategy with 55 per cent of businesses surveyed saying they now occupy some form of flexible o ice space. And of those not yet occupying any flexible space, over half, (52 per cent) said they would be likely to consider taking some flex space in the future. Only 21 per cent said this was unlikely.
London and the North West saw the biggest vote for flex with 65 per cent and 59 per cent surveyed saying they would consider taking some flex space in the future. Flex is also most popular among financial/ professional services and IT businesses where 63 per cent of such businesses said they would likely consider taking flex space.
Fi y-nine per cent of businesses said they now see flex space as a viable or equal option to traditional space with only 10 per cent saying it was a poor relation- a massive change to perceptions from only a few years ago, when using flex space or a serviced o ice was seen as a lower step on the ladder to getting more permanent lease-based o ice space.
And the most important reasons given as to the attractions of flex space are flexibility (37 per cent), location (27 per cent), price (23 per cent) and “our sta like it” (20 per cent).
As well as the flexibility to alter space requirements more easily, businesses can now locate to well designed and centrally located o ices that might otherwise have been una ordable; enabling them to both attract and retain the best sta .
To read the report visit https://bit.ly/3BrkLjF
BESA URGES GOVERNMENT TO ACT QUICKLY FOLLOWING ISG COLLAPSE
In response to the collapse of main contractor ISG, the Building Engineering Services Association (BESA) is calling for a “tough and rapid response” from government. M&E firms are expected to be among the hardest hit by the financial collapse of the £2.2 billion turnover business with the loss of more than 2,000 jobs.
Construction data firm Barbour ABI estimates that ISG has unfinished projects worth £1.7 billion, including the £150 million fit-out of Google’s new headquarters building at King’s Cross, and building services firms are facing millions of pounds of unpaid bills.
Contracts secured on a fixed price basis, many before the Covid-19 pandemic, have been blamed for taking down a £4 billion plus portfolio of unfinished and planned projects that includes dozens of vital public sector buildings such as schools and prisons, and work for several high-profile private sector clients.
Ranked in the top four UK main contractors, ISG is the biggest construction firm to collapse since Carillion in 2018 and the fallout is expected to be equally damaging. However, BESA Chief Executive O icer David Frise said it was just the latest in a series of company administrations that had been undermining UK supply chains in recent years.
The Association said the government should recognise that the “ISG debacle and the wider woes of the sector” represent a significant threat to its ambitions to grow the UK economy – and urged it to speed up a consultation on new laws to address the ongoing late payment crisis.
Just days before ISG went into administration, the government announced new measures to help small businesses and the self-employed tackle “the scourge of late payments”, which it said was costing SMEs £22,000 a year on average and causing 50,000 business closures.
It promised to consult on “tough new laws” to hold larger firms to account and bring in new legislation “within weeks” that would require all large businesses to include payment reporting in their annual reports.
Mitie’s new Security Radar Report identifies
key challenges and opportunities for security
leaders
Mitie’s new Security Radar report has revealed that almost a quarter of security decision-makers are unsure how their organisation will be impacted by upcoming legislation, whilst a third say the limited pool of applicants is a barrier to hiring quality professionals. The research, identifies the key challenges and opportunities security leaders are grappling with including technology and AI, attracting and upskilling talent, and preparing for pending legislation.
Technology is seen as a clear opportunity for the industry with almost a quarter of security decision makers saying they are already using AI as part of their security strategy, with a further twofifths intending to deploy AI in the next year. With almost half saying advanced security technology is essential for their organisation to remain resilient to security threats, and over a third saying that intelligence gathering will be essential in the next year, security teams are embracing the potential of technology to identify and respond to issues faster.
With over two fifths saying onsite security risks have increased in the past year, half are upgrading surveillance and monitoring systems to help protect colleagues. This comes ahead of the introduction of the Workers Protection Act in October 2024, which requires organisations to take appropriate steps to protect colleagues from harassment in the workplace.
The research also reveals that a third of security decision-makers think the limited pool of applicants is a barrier to hiring qualified security professionals.
To read the report visit https://bit.ly/3N9hbxb
BUILDING COSTS
The latest construction forecast data from the Building Cost Information Service (BCIS) shows building costs are set to increase by 15 per cent over the next five years, while tender prices will rise by 20 per cent over the same period.
As cost inflation moderates and market activity is expected to increase, tender prices are anticipated to rise at a faster pace than costs in 2025.
The BCIS All-in Tender Price Index, which measures the trend of contractors’ pricing levels in accepted tenders and the cost to client at commit to build, saw annual growth of 2.1 per cent in 3Q 2024.
Dr David Crosthwaite, Chief Economist at BCIS, said: “The BCIS TPI panel has reported that contractors remain risk-averse and selective about the projects they bid on, but there has been more positivity around the project pipeline: 69 per cent of panellists reported their anticipated pipeline of projects going to tender within the next 12 months increased slightly in the third quarter.”
On the input costs side, labour remains the main driver, though annual growth in the BCIS Labour Cost Index is forecast to slow, increasing overall by 16 per cent between 3Q 2024 and 3Q 2029.
Materials cost inflation has been moderating since peaking in 2022 and annual growth in the BCIS Materials Cost Index has been in negative territory in recent quarters. BCIS expects the index to grow by 15 per cent over the forecast period.
Total new work output is expected to grow by 24 per cent over the forecast period.
Dr Crosthwaite said: “We’re expecting new work to contract by 4.9 per cent overall in 2024, and for it to return to growth therea er. There have been significant declines in the largest sub-sector by volume, private housing, which has seen a 24 per cent fall in output since the peak at the end of 2022.
“From 2025 onwards, we are forecasting rapid growth in housing as pent-up demand is likely to feed through to house price growth, hopefully encouraging developers to start building again.
“Although some uncertainty was resolved with the outcome of the General Election, bringing a degree of stability, so much is now dependent on what is actually going to be in the Autumn Budget. We’ve heard lots from Labour about its plans. Its slogans to ‘get Britain building again’ is promising for the sector, but we’re still lacking detail around many aspects, from its housing plan to public sector funding and major project reviews.”
RICS’ CONSULTATION PERIOD FOR 2ND EDITION OF ‘SERVICE CHARGES IN COMMERCIAL PROPERTY STANDARD’
The Royal Institution of Chartered Surveyors (RICS) has announced the launch of a public consultation for its Service Charges in Commercial Property professional standard, set to be released in its second edition.
This vital update is aimed at commercial property managers, landlords, occupiers, and industry stakeholders across the UK, and seeks to gather your views to ensure the new edition reflects best practices in the management and administration of service charges, promoting greater fairness, transparency, and uniformity across the sector.
The updated standard, due to launch in summer 2025, is designed to address key challenges in the management of service charges, including the timely issue of budgets and year-end certificates, and aims to reduce the causes of disputes between landlords and tenants. In cases where disputes arise, the standard will provide clearer guidance on resolution, fostering a smoother relationship between parties.
The second edition of the standard will provide vital guidance for solicitors, their clients (whether owners or occupiers), and property managers. It will also assist in the negotiation, dra ing, interpretation, and operation of leases, ensuring that they adhere to industry best practices.
By updating this standard, RICS hopes to enhance clarity and transparency in commercial property transactions, helping stakeholders navigate complex service charge issues with greater confidence and less friction.
RICS is calling on all those who work in the commercial property sector, including landords, occupiers and legal professionals, to provide their feedback on the proposed changes.
The consultation will be open until Tuesday, 29 October at 23:59 GMT.
To participate and have your say, please visit: https://bit.ly/4eMvzHx
LEADING ORGANISATIONS LAUNCH UK NET ZERO CARBON BUILDINGS STANDARD
Leading organisations BBP, BRE, the Carbon Trust, CIBSE, IStructE, LETI, RIBA, RICS, and UKGBC have launched a pilot version of the UK’s first cross-industry Standard for net zero carbon aligned buildings.
The Standard is a free-to-access technical standard that will enable the construction industry to robustly prove that built assets align with the UK’s carbon and energy budgets. Until this point, there has been no single, agreed methodology for defining what ‘net zero carbon’ means for buildings in the UK. The Standard provides a set of consistent rules to create a level playing field around such claims.
IWFM LAUNCHES NEW ROUTE TO CIWFM
The Standard is for anyone who wants to fund, procure, design, or specify a net zero carbon building, and for anyone who wishes to definitively demonstrate that their building is net zero carbon aligned. As a robust industry-backed initiative, the Standard should be useful to policymakers as it outlines what is needed to support the UK’s net zero carbon transition.
It has been developed and agreed through collaboration between built environment organisations and industry leaders spanning architects, engineers, carbon assessors, developers, and more. Over 350 experts from across the industry have supported the Technical Steering Group during the Standard’s development phase. Wider stakeholder engagement and feedback through roundtables up and down the country, as well as through public consultation, captured the views of over 700 individuals.
The Standard’s mandatory requirements for building performance and construction quality are ambitious but achievable. They cover a range of topics such as upfront carbon, operational energy use, avoidance of fossil fuel use on site, renewables and refrigerants.
The pilot version contains the technical details on how a building should meet the Standard, including what limits and targets it needs to meet, the technical evidence needed to demonstrate this, and how it should be reported. Details on the subsequent verification process will be published separately.
The built environment industry is encouraged to use the pilot version to prepare for the process of verifying buildings as net zero carbon aligned.
The Institute of Workplace and Facilities Management has launched an experiential route to CIWFM to recognise seasoned professionals within the workplace and FM sector.
The new route will enable professionals to become certified using applied experience, broadening the recognition and validation of professionalism from academic qualifications. It has been designed for those whose competence is derived from a robust portfolio of skills and knowledge gained on the job rather than via a formal academic route. Created in response to community feedback, it provides a longed-for pathway for highly experienced professionals to attain the recognition that IWFM Certified status in WFM provides.
The Experiential Route to CIWFM becomes the third route to Certified status o ered by the Institute and compliments the existing pathways, which are either an IWFM Level six qualification or a FM or related qualification plus three years of experience.
IWFM CEO Linda Hausmanis said: “The Experiential Route to CIWFM creates a brandnew opportunity for highly experienced professionals whose professional competence comes from applied experience, rather than formal education. They can now be assessed against the Professional Standards and attain the recognition that they deserve.”
You may already have your smoke control system maintained by Colt. And other dampers serviced elsewhere.
Colt can save you money and time.
Streamline your smoke control and damper maintenance management, while eliminating the need for secondary contractors and call-out charges. Colt can take care of all your smoke control and damper servicing needs in one package.
Your legal obligation.
Fire and smoke dampers play a very important role in a building’s fire safety system and under the Regulatory Reform (Fire Safety) Order 2005, it is the legal duty of the ‘Responsible Person’ in your company to oversee their maintenance and testing. It is imperative that your dampers are maintained properly by a competent company.
Colt is just such a company.
The benefits of a service contract with Colt.
Colt is the UK’s leading and largest supplier of smoke control maintenance and as such, we have the largest team of engineers stationed up and down the country. Our team is dedicated to delivering quality service 365 days a year, 24 hours a day.
As well as getting you the UK’s most competent engineers, the Colt service contract comes with a whole host of other valuable benefits.
One call is all it takes to find out more. Call 02392 491735, visit coltinfo.co.uk/service-maintenance.html or email service@uk.coltgroup.com
CORENET GLOBAL SUMMIT 2024
ONLY HUMAN AFTER ALL
The CoreNet Global Summit 2024 focuses on the human element and how connection shapes the future of work. Sabrina Stubbs, Account Director, Magenta Associates reports
Whatare places without people? This was the key theme that underpinned this year’s CoreNet Global Summit 2024, held at the InterContinental in Berlin. Although traditionally a corporate real estate event, the summit embraced the theme of ‘People Power,’ with a focus on nurturing human connections. Where the ‘pandemic of loneliness’ is gaining momentum—despite the abundance of technological means to connect— this aspect of workplace strategy is more crucial than ever.
HUMAN CONNECTION
The summit opened with a powerful keynote delivered by human connection expert, Simone Heng. Heng highlighted that loneliness can be more harmful to health than smoking, alcohol, or obesity. Her message emphasised the importance of reconnecting with oneself to foster deeper, more authentic relationships with others. She introduced five pillars of human connection: rapport, commonalities, vulnerability, service, and self-connection—principles that transcend geography and culture. Heng urged the audience to rethink traditional ‘in-o ice days’ and presented a strategic model to help teams remain accountable for their connectedness.
In an era where asynchronous communication is on the rise, real-time, face-to-face interaction is becoming a rarity, exacerbating social anxiety, particularly among younger generations. Drawing on the German concept of Herzensbildung—the cultivation of one’s heart to perceive the humanity in others—Heng challenged attendees to rethink how departments such as CRE, HR, IT, and marketing collaborate to enhance the employee experience and performance.
MORE THAN JUST A DESK
In a session titled ‘The face of corporate real estate: strategic impact and collaboration,’ Mary Louise Gray, VP of
workplace real estate & facilities (WREF) at GSK, highlighted the significant evolution of the workplace. Once merely a desk, the workplace has transformed into a flexible, choicedriven environment. Gray discussed how corporate real estate, once a siloed function, now collaborates closely with HR, finance, procurement, and legal departments. The focus is increasingly on creating environments that foster connections and contribute to society.
The panel discussed how companies can measure the impact of CRE on corporate culture, especially in terms of fostering a sense of belonging and enhancing employee fulfilment. As Gray put it, work should be about forming a community of like-minded individuals who align with shared goals. Today’s workforce also seeks employers committed to environmental
VALUE VS KPIS
During the panel ‘Shared net zero goal: why owners and occupiers need to work together,’ Mariana Duarte, Global Account Director at Johnson Controls, called for a shi from traditional KPIs towards value-based delivery. Using the example of a rental car, she asked: “Are you hiring a car or hiring mobility? Is the car just a car, or is it convenience?” Duarte challenged service providers and landlords to re-evaluate their approach, suggesting that performance contracts should evolve to reflect value rather than simply measurable outputs.
CULTURE IS CRUCIAL
In an interactive session hosted by Phil Ratcli e of Code Advisory and Stephanie Davies from Laughology, participants were encouraged to define what ‘culture’ truly means. The session explored the critical role of social interaction in the workplace. Loneliness, they noted, can lead to lower productivity, disengagement, and absenteeism, while fostering social, inclusive activities can help build a culture of teamwork and companionship.
responsibility, reinforcing the broader role corporate real estate plays in employee engagement and retention.
DOING GOOD BUSINESS
During the ‘Good business: leading the way’ panel, John Hamilton, Chief People O icer at Bellrock, stressed that the mark of a good company is how it looks a er its people. “We should not underestimate the impact individuals can have,” Hamilton said, adding that a bottom-up approach, where ideas and change come from all levels, can be more e ective than a top-down approach. While doing the right thing o en requires more input and e ort, it shouldn’t serve as a barrier to progress. He encouraged organisations to tap into their pool of talent to contribute to the ‘good business’ conversation. This idea was echoed by Mitakshi Sirsi, Sustainability Director at WILL+Partners, the workplace strategy arm of Broadway Malyan. Sirsi argued that companies should dismantle silos and foster collaboration. "Where overlaps exist, change o en follows," she said, reinforcing the idea that ethical and sustainable practices require collective e ort.
This session also emphasised the link between happiness, psychological safety, and workplace success. When people feel psychologically safe, they are more likely to take risks, grow, and contribute positively. Promoting human connection is vital to building a thriving, productive workforce—a key lesson the pandemic has taught us, with more people now valuing time spent with each other.
THE POWER OF PEOPLE
The CoreNet Global Summit 2024 o ered more than the expected corporate real estate insights. It was a time for reflection, a reminder of the importance of human connection in the workplace. While discussing strategies for meaningful change, the summit highlighted that corporate real estate is no longer just about physical assets— it’s about people. Shane Fentress, Managing Director – operations Europe, of Hines Europe perhaps summed it up best: “When good minds come together, great benefits can be achieved.” What are places without people, anyway?
Angus Miller, Partner and Sheetal Parmasur, Assistant Director, in Deloitte's business services M&A team explain why the UK FM sector is bucking global M&A trends
It’s no secret that the predicted rebound of global M&A (Mergers & Acquisitions) has not quite had the gusto that commentators expected at the start of the year. A boom in activity was expected, with improved macroeconomic conditions and private equity “dry powder” cited as just some of the reasons why markets would come back strongly.
However, the facilities management sector, particularly in the UK, has bucked that trend. Deal activity in the FM sector has surged, as the market remains highly fragmented across so services, hard services, and energy services. Notable deal trends include greater interest from private equity, reflected in higher pricing relative to strategics, technological advancements, and a growing emphasis on sustainability.
FM companies continue to seek consolidation opportunities to drive economies of scale through the acquisition of additional capabilities, growing regional density and expanding into new markets. There is also growing interest in businesses with specialised expertise in areas such as energy management and smart building technologies. FM firms are increasingly keen to integrate cuttingedge innovation into existing service o erings to give them a competitive edge.
PRIVATE EQUITY
Private equity firms are focussing on executing their buy-and-build strategies. The sector has become increasingly attractive for private equity given the
resilient profile of earnings relative to other more cyclical sectors. These financial attributes of FM businesses also continue to garner strong lender appetite for financing deals in the sector.
There continues to be opportunities within the sector for private equity investment to support transformational growth for stand-alone businesses that are focused on a certain geography or scope of services. Additionally, there remains an attraction to acquire businesses that provide services to high-growth markets - such as data centres and life sciences.
While there are a multitude of factors supporting M&A in the sector, it is worth looking in detail at two key areas that are driving deals:
TECHNOLOGY INTEGRATION AND INNOVATION
Technology is emerging as a strong deal driver. While valuation data on transactions in the sector vary based on business model, scale, financial and operational characteristics, higher valuations achieved have been attributed to businesses with well-developed technology capabilities and techenabled service o erings.
FM businesses are increasingly reliant on strong IT platforms for operational e iciency and real-time data insights. An advanced in-house IT ecosystem provides a strong underpin for value if the capabilities around work order management, asset tracking and preventative maintenance scheduling can be managed through streamlined processes that improve overall e iciency. Real-
time data enables proactive decision-making, optimises resource allocation and facilitates faster response times to issues. For growing FM platforms, investment in a sophisticated IT system also simplifies integration and reduces complex interdependencies from bolt-on acquisitions.
UK FM companies are also starting to embrace technological advancements to optimise costs and improve tenant satisfaction. Data analytics and Internet of Things (IoT) sensors are increasingly being adopted, mainly in building automation, where computer-based systems control and monitor energy usage, heating and ventilation, helping to ensure not just the safety and security of occupants, but also driving e iciencies. These systems, alongside sensors and data analytics tracking equipment e icacy, drive more predictive outcomes for FM providers to proactively perform maintenance tasks and minimise costs and downtime for building owners, as well as improve user experiences.
Several hard FM businesses are rolling out proprietary or white-labelled energy management and IoT solutions, with varying degrees of success and traction. While some providers are struggling to monetise the capability, others have developed extensive case studies for reducing energy usage and are in early stages of trials. The technology capabilities of mid-tier FM businesses are expected to evolve to be more sophisticated as investment in the sector continues, presenting deal value yet to be unlocked.
ESG AND SUSTAINABILITY LEADERSHIP
The significant opportunity that ESG presents for value creation within the FM sector is starting to appear in deals, where companies with an ESG focus, strong track records, certified sustainable practices and transparent reporting are attracting interest from investors. In turn, businesses that build their service o ering around addressing ESG priorities are also attracting high valuations.
No longer just caretakers of buildings, FM companies are increasingly expected to be stewards of sustainability and social responsibility – and rightly so. Technology plays an important role for FM businesses to achieve sustainability targets, as the ability to meet reporting requirements and accountability standards is closely linked to having access to digital tools to measure and optimise ESG success. Regardless of regulatory timelines, the pace of technology adoption will depend on company size and resources and will be driven by clients who prioritise ESG performance.
The convergence of robust investor appetite, technology and ESG principles is creating a dynamic landscape for M&A activity within the sector. As we look ahead, these trends will continue to drive deal value and define the contours of the sector’s M&A market, helping it buck the global trend. Staying informed about these evolving dynamics will be paramount for both investors and companies seeking to capitalise on the opportunities that lie ahead.
A smoke control service contract with Kingspan Light + Air = Compliance made easy.
Regular servicing and maintenance of smoke ventilation systems is critical. Our dedicated team of engineers work with clients to regularly inspect and test smoke ventilation systems to ensure that they are working properly and are fully compliant with local regulations.
How can we help?
Kingspan Light + Air has been a trusted partner for thousands of commercial and industrial properties all over the world for over 30 years. From planned, preventative maintenance to rapid response repairs, we offer comprehensive service and maintenance packages for our smoke control and natural ventilation systems – giving you complete peace of mind that your systems will deliver the performance you need to keep your buildings operating at their best.
Tailored to your needs
We understand that each building is unique and that’s why we tailor our maintenance plans to meet your specifi c needs. We offer a range of packages, including both annual and multi visit annual contracts for smoke ventilation system maintenance.
Smoke ventilation systems play a very important role in a building’s fi re safety, which is why it is imperative that they are maintained properly by a competent company. This is a requirement of the Regulatory Reform (Fire Safety) Order 2005.
Talk to us about a service contract
Our experts are available nationwide 24/7, 365 days a year to respond to system failures and call out requests. They are also equipped to perform remedial works and preventative refurbishment to replace older or broken equipment as they carry a comprehensive stock of spare parts.
COMPLIANCE
ENSURE A SAFER WORKPLACE WITH SAFETY SIGNAGE
In association with
Danny Adamson, Managing Director at Stocksigns, explains the relevant requirements for workplace signage and provides guidance on ensuring compliance with UK safety regulations
Creatinga safer workplace for employees is crucial. According to the Health and Safety Executive (HSE), in 2023/24, there were 138 workplace fatalities in Great Britain, with three of the most common causes of fatal injuries at work being a fall from height, being struck by a moving vehicle or being struck by a moving object.
Although safety signage should never be a substitute for safe working practices, it does serve as a reminder to sta about the protocols and procedures they must take to reduce their chance of injury in the workplace and highlight any potential risk.
FOLLOWING THE REGULATIONS
Published in 1996, the Health and Safety (Signs and Signals) Regulations are applicable in England, Wales and Scotland and state that anyone who has responsibility for a premises must ensure that safety signs are in place, wherever there are significant risks to employees that cannot be controlled by other methods.
Other regulations such as the Health and Safety at Work Act 1974 also include a duty of care to members of the public.
To ensure compliance, employers must carry out risk assessments to determine what signage is required throughout a site. This includes identifying hazards, the risks the hazards present and the control measures that need to be taken to mitigate those risks. If there are still significant risks once this process has been completed, safety signs should be used to warn employees. An element of training and instruction is also required to ensure employees are aware of the signs and understand the signs’ meaning. A small amount of supplementary text alongside the sign may be useful to ensure full understanding.
SIGNAGE REQUIREMENTS
When implementing the required signage, these should be permanent (unless the workplace or
hazard is temporary), durable, securely fastened and properly maintained. Visibility is also a crucial factor, as the signs must be big enough to be seen easily by employees and ensure a clear understanding, as well as showing where and what the hazard is. They should also be placed at an appropriate height, usually at eye level, taking into account any potential obstacles that may impact visibility. It is also important that there are not too many signs in the same space to help avoid confusion. Signs that are no longer necessary should be removed if the hazard is no longer present, to avoid presenting misleading information.
Signage incorporating pictograms, specifically those outlined in BS EN ISO 7010, are helpful, as they help to communicate warnings in an immediate and obvious manner by visually representing what the risk or hazard is clearly and consistently. Ambient lights should also be considered to illuminate important signs, especially in the case of an emergency.
UNDERSTANDING THE DIFFERENT SIGNS
There are five specific categories of safety signage, each with specific ‘intrinsic features’ to make them easier to distinguish and understand. These include colour, shape, and design to aid recognition. Although the regulations allow some variation in terms of design, the unique features must be maintained. More information about the features of each category of signage can be found in guidance documents from the HSE.
Prohibition signs – round with red edging, a diagonal line and black pictogram: These are used to prohibit behaviours that would cause a hazard or impact health and safety. Examples include ‘No smoking’, ‘No access for unauthorised persons’ or ‘Do not touch’.
Hazard/Warning signs – triangular with yellow background, black edging and a black pictogram: These are used to alert people to a potential
www.socotec.co.uk
hazard or danger, such as high voltage or dangerous materials.
Mandatory signs – round with a white pictogram on a blue background: These are instructional signs, used to direct behaviour to ensure safety. For example, ‘Eye protection must be worn’. Fire equipment signs – rectangular or square with a white pictogram on a red background: Used to indicate the location of firefighting equipment. Emergency escape or first-aid signs – rectangular or square with a white pictogram on a green background: These provide information designed to enhance safety by directing people to emergency exits, first aid materials and assembly points.
SUPPLIER SUPPORT
Safety signage plays a critical role in ensuring a safe working environment when the risk from a specific hazard cannot be eliminated using other methods. However, ensuring that the correct and compliant signage is in place can be challenging, especially within a large site or if you are responsible for multiple sites. Working with an experienced signage supplier can make the task a lot easier. This includes allocating a dedicated account manager to learn the needs of your specific site, o ering specialist insight and providing peace of mind that all signs are fully compliant, and all legal obligations are met.
Manage your workplace and facilities at scale
Energy management
Neighborhoods and collaboration areas
Space utilisation data
Conference room scheduling
Work order management
Real estate planning
Desk booking
Space allocation
Occupancy sensors Service request tickets
Remote collaboration tools
Move management
Building access management
Eptura digitally connects your people, workplaces, and assets in a single unified platform. Automate your day-to-day operations and bring together your entire world of work, from floorplan visualisations and employee desk booking, to service requests and visitor access control.
FAST FACTS
ADAPTING TO CHANGE
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Paul Scott, CTO at Matrix Booking with advice on utilising FM software to help support both planned and actual usage in hybrid work environments
Thefurore surrounding Amazon’s recent directive that sta are to return full time to the workplace illustrates how flexible and hybrid work arrangements are no longer an exception, but common practice. This means facilities managers have the challenge of managing spaces that are now more dynamic and less predictable than ever before.
In this new landscape, FMs need tools that can keep pace with the constantly shi ing patterns of workplace occupancy. What’s required is the ability to view and analyse space usage, not just in the moment, but also through the lens of historical trends and future forecasts. Insights are needed that allow them to understand how spaces were used in the past, how they’re being used in real-time and what that means for future planning.
LEARNING FROM THE PAST
Understanding how a workspace has been used in the past is the essential starting point for any facilities manager looking to optimise their environment. Historical data from resource bookings, check-ins and occupancy sensors provides a detailed snapshot of usage patterns. This “past view” o ers valuable
insights into popular areas, typical peak usage times and underused spaces or resources.
By analysing past data, managers can identify trends and make informed decisions about resource allocation and space planning at several levels. For example, starting with an overview of building usage, such as planned versus actual attendance, can reveal how di erent groups use the space. This toplevel perspective can then be refined by examining data for specific floors or zones, and ultimately down to individual resource usage.
One practical example of this approach comes from one NHS Trust where historical data revealed that a site with 160 desks was lacking su icient meeting rooms. By replacing 30 desks with an extra meeting room, the organisation was able to save approximately £65k per year on the cost of booking external meeting spaces. While these historical insights provide a solid foundation for space optimisation, they only tell one part of the story. In today’s fluid and dynamic work environment, facilities managers must also consider real-time and predictive data to fully address the complexities of modern
REAL-TIME PRODUCTIVITY AND SAFETY
Knowing how spaces are being used in real-time is crucial for responding to the immediate needs of the workplace. Real-time occupancy data, paired with environmental sensors, provides that “present view,” enabling FMs to make quick, informed decisions that keep the workplace safe, comfortable and productive.
For instance, real-time desk occupancy sensors can display live availability, allowing employees to view at a glance, which desks are available in hot desk environments or how busy the breakout spaces are. This kind of information not only helps everyone find the right spot to work, but also ensures that every part of the o ice is being used as e iciently as possible.
But real-time insights go beyond convenience. Monitoring air quality, temperature and other environmental factors in real-time allows you to gain a deeper understanding of how these conditions impact space usage. If a meeting room frequently becomes too warm in the a ernoons,
they can directly compare occupancy with environmental data, connect the dots and adjust, to keep the space comfortable and conducive to productivity.
These immediate insights also highlight opportunities for e iciency. For example, if certain areas of the o ice are consistently underused during specific times, closing them o temporarily could lead to significant energy savings. Or, if a particular room is o en empty despite high demand elsewhere, it might be due to excessive noise, suggesting a need for soundproofing or rearranging the space to make it more usable.
ANTICIPATING FUTURE NEEDS
The “future view” in workspace management revolves around forecasting trends and needs, which is crucial in a hybrid work environment. Predictive insights enable facilities managers to anticipate when and how spaces will be used, helping to prevent issues like overcrowding or underutilisation. For example, if higher o ice attendance is expected on certain days, managers can prepare by opening more meeting rooms or adjusting cleaning schedules.
These predictive capabilities also guide strategic decisions, such as developing policies that are responsive to the needs of the organisation and its employees. When an organisation is considering a mandate for in-o ice work or exploring ways to attract employees back to the o ice, understanding future booking patterns and anticipating changes is key.
Ultimately, as businesses grow or evolve, predictive insights are vital for long-term planning. Whether planning for increased collaboration or considering rightsizing, this futurefocused approach keeps workspaces e icient and well-suited to the organisation’s needs.
Managing workspaces in a dynamic environment requires both flexibility and adaptability. The ability to draw insights from past and present to predict the future enables FMs to make informed decisions about space optimisation, resource allocation and cost management. By having the right tools to analyse and act on these insights, facilities managers can make sure that workspaces are not only e icient and cost-e ective, but also responsive to the evolving needs of a hybrid workforce.
workspace management.
Exceptional FM Services Delivered with Passion & Expertise
At Bidvest Noonan, we believe in exceeding expectations. By combining the talents and expertise of our exceptional people with advanced technologies, we transform FM solutions and elevate workplace experiences.
Market-Leading Services
We invest in dedicated teams for all our key sectors, ensuring we deliver innovative and sustainable solutions that truly make a difference. Our growing portfolio of industryleading clients is a testament to our dedication to exceptional service.
Innovative Solutions
Our technology and advanced digital platforms streamline operations, improving efficiency, safety, and performance. With continuous innovation, we elevate your experience and help you achieve your goals.
The Industry’s Best People
Handpicked for their talent and passion, comprehensively trained, and expertly managed, our people are dedicated to delivering exceptional results across every sector.
Committed to a Better Tomorrow
Sustainability and inclusivity are core to our vision. We work tirelessly to reduce our carbon footprint, embrace diversity, and uplift local communities.
Andy Lake linkedin.com/in/andylakewriter
Author of “Beyond Hybrid Working” There’s a piece of dubious wisdom doing the rounds that hybrid working has a neutral impact on productivity. But is it true? It’s time to get away from the home-versus-office cul-de-sac and see how flexibility can be deployed in a transformational way, and make work and the work experience better, wherever people are working. https://bit.ly/3ZPjEVa
@H_S_E Health and Safety Executive 50 years ago today, The Health & Safety at Work Act 1974 came into force. The Act transformed the workplace in Great Britain. Resulting in far fewer people killed, injured, or made ill by work activity. https://bit.ly/3Ncisnb
@IEMA is delighted to be a contributor to the new #PledgetoNetZero guidance, providing practical ways for #environmental and #engineering professionals to estimate #greenhousegases in their designs and advice. Find out more about these guidelines as we strive toward a net zero future: https:// bit.ly/3ZCUN6H
@UKGBC The UK has shut down its last coal-fired power plant. UKGBC’s EmilyRose Garnett, explores what this closure means for the UK’s grid, the role of the built environment, the innovations that are powering this transition. https://t.co/ pVeYzgmWqR
https://bit.ly/3Y8h9vV Black History Month is a month-long celebration of black history, and an opportunity to reflect on the racial inequalities that still exist in society today. Hear from Francis Kwateng Msc EngTech MICE, Head of Temporary Works and Co-Chair of our Respecting, Inspiring and Supporting Ethnic Minorities (RISE) network, who shared his experiences through our ‘Be Yourself’ series of personal portraits.
@ParetoFM We have been overwhelmed with entrants for Tomorrow Meets Today and applications are now closed. We’ve had over 100 “future leaders” apply this year and we’ll be in touch with successful participants soon.
YARON
DYCIAN, CHIEF
PRODUCT AND STRATEGY OFFICER, WINT WATER INTELLIGENCE
ESG AND WATER MANAGEMENT: WHY MORE ROBUST REGULATION SHOULD BE WELCOMED
Environmental, Social, and Governance (ESG) has been high on the agenda for several years, with investor demand on the rise around the world. In fact, 42 per cent of global investors have prioritised client expectations and reputation when making ESG decisions this year. Now the UK Labour Government is set to regulate ESG reporting companies.
This means the ‘E’ of ESG is coming under scrutiny. Together with Net-Zero programmes to reduce the global carbon footprint by 2050, water savings and reduction in its associated carbon emissions are mission critical for every organisation. While a focus on business sustainability is welcome, ESG reporting can be inaccurate and misleading, with many organisations approaching it only from a reputational point of view rather than one that is tangible, and results focused.
With 30 per cent of water wasted globally – the equivalent of around 9.5 trillion litres – and the fact that on an average 25 per cent of water that enters a building ultimately goes to waste, water management has never been more crucial for commercial, residential and industrial businesses worldwide. Advanced technology innovations powered by artificial intelligence (AI) means water consumption monitoring, leak detection and water damage prevention can be done more accurately, cost-e iciently and while maintaining positive ROI across the board.
The renewed role of AI in water management
Over 25 per cent of the water entering a building, construction site or industrial facility goes to waste, so it’s no surprise that organisations are seeking new solutions to a costly and impactful problem. Challenges stem from those at the helm having little visibility of their entire water systems. Thankfully, the use of artificial intelligence may o er a way forward.
By integrating AI algorithms into your water management solutions, you can gain real-time monitoring, anomaly detection, root cause analysis and actionable insights, allowing you to respond instantly to any incidents that arise. This enables automatic shut-o if a leak is detected, o ering peace of mind to the property owner and guaranteed security from water damage and reputational disasters to your business.
From an environmental perspective, the statistics are damning; on average, every cubic metre of water consumed generates 23lb (or 10.6Kg) of carbon emissions. When you consider just one leaky toilet wastes some 4.5 million litres and generates 46 tons of carbon emissions per year, as much as a typical passenger car, it’s
essential for decision makers to embrace AI-led sustainable solutions.
How
AI can assist in ESG reporting
With the incoming ESG reporting regulations, scrutiny will naturally increase on businesses. And with greater due diligence and transparency on ESG criteria that are used to assess companies, leaders must ensure they have a clear understanding of their environmental output.
Helping the planet doesn’t have to be the sole motivation. Currently, these ratings also have an impact on how investment funds that are termed as sustainable carry out their stock picking, as well as increasing property values. Customers, too, are becoming increasingly principled when it comes to a business’ sustainability record.
Water waste should be recognised as a significant portion of the wider sustainability picture. Utilising AI’s capabilities in your water management system will guarantee an accurate and up-to-date overview of your facility’s metrics. This results in precise and tangible ESG reporting, meaning that new regulations are of little worry and your business reputation is intact.
To ensure ESG ratings address the issues correctly, some oversight can be useful; it can help create clarity and ensure the right goals are addressed. Yet as with any government intervention, we strongly urge a minimalistic approach that will help guide the market while not creating overbearing requirements that can stifle innovation.
Technological advancements in water management enables business leaders’ greater control, understanding and accuracy when it comes to water management. Together with fresh ESG regulation, it will ensure organisations are reducing the global carbon footprint and are conscious of water savings.
Yaron Dycian, Wint Water Intelligence
Are You Looking For Ways To Develop Your Hard FM Leadership Teams?
Help them to understand their management responsibilities across your site or project by selecting a training pathway similar to this:
We also provide discipline-specific courses for technical services operatives permitted to work on Mechanical, Electrical, F-Gas, Water and Fire Safety systems. Including Multi-skilling!
Over 80+ Assured courses to choose from. Available in York, Slough, Livingston & On-site at your premises.
Training for FM Contractors
FM CLINIC
According to the HSE, an estimated 875,000 cases of work-related stress, depression, or anxiety were reported in 2022/23, with approximately half of the 1.8 million workers attributing their conditions to these issues. With Deloitte research revealing that the cost to employers of poor mental health is £51 billion per year, what can FMs do to help improve mental health in the workplace?
with substance abuse and experience e ects on cognitive processes, such as memory.
Employers have a duty of care to ensure the health, safety and wellbeing of their employees, including mental health/stress, and to protect employees with mental ill-health against discrimination and harassment. Some organisations do great work in this area - transforming their workplaces, raising awareness, addressing the stigma and empowering their supply chains. However, too much variation and inconsistency remain, with support focused on when someone reaches crisis rather than identifying and mitigating the contributing factors.
Consider questions such as: Are your people managers
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE WORKPLACE MENTAL HEALTH CAMPAIGNER’S VIEW SAM DOWNIE, MANAGING DIRECTOR, MATES IN MIND
Some workplace metrics are easy to measure - profit and loss or rates of sickness and absence - but measuring levels of burnout and poor mental health in the maledominated FM and built environments may be more complex.
creating stress or do they help people thrive? Do they simply manage – or do they lead, inspire and coach? How well are your managers equipped to identify and address signs of stress in their teams?
Identifying these issues in the workplace isn’t always easy: you won't necessarily see the signs. A colleague might struggle to cope with everyday things or may not reply to messages. Their work may not be at the usual standard, there may be unexplained lateness or absences or even an inability to complete their work. Human beings can be very good at masking the signs, particularly if we don’t feel psychologically safe enough at work to reach out.
Sam Downie
Everyone experiences and exhibits stress di erently, and there are gender di erences. Research shows that because of chronic stress, women may be more likely to experience exhaustion first, as well as symptoms of depression, problems with concentration and sleep, and feelings of agitation and restlessness. Conversely, men exhibit ‘cynicism’ first: a negative attitude towards others, irritability, and withdrawing into themselves. Men may be more likely to develop problems
Leaders must review policies around flexible working, working time directives, and workplace stress, and provide employees with the opportunity to feed into the design, development, and delivery of workplace wellbeing strategies.
Budget holders must recognise the negative links between burnout, productivity, and profits. Deloitte’s analysis shows that employers that proactively invest in mental health support for their workforce can make significant gains, with an average £5 return for every £1 spent on wellbeing support.
Mates in Mind advocates for improving mental health in, and through, work. By creating a proactive prevention strategy, workplace attitudes and cultures can be changed, and organisations can develop open and healthy workplace environments in which their workforce can thrive, improving productivity and reducing presenteeism.
We educate, train and support employers and their employees across the whole workforce to ensure there is a continuous and comprehensive solution in place so that no-one reaches crisis point - and mental health awareness becomes everyone’s issue.
THE FM SERVICES PROVIDER’S VIEW
STEVE THOMSON, ACCOUNT DIRECTOR, EMCOR UK
FM generally has a good reputation regarding physical health and safety, especially as many of the environments we work in are high risk sectors, such as manufacturing. Awareness of mental health has certainly increased in recent years, but it’s still not given the same priority. This is despite a recognition of
the cost to employers and the long-lasting impact on employee welfare.
The approach to better mental health support needs to be top down and bottom up. It’s important for a company to have policies, deliver training and send out messaging that it is committed to supporting mental health. We were the first organisation globally to be certified against ISO 45003 – the first global standard providing practical guidance on managing psychological health and safety in the workplace. That sent a clear message to our employees and customers that we were taking mental wellbeing seriously. There is no one-size-fits-all solution for supporting employee wellbeing, which is why it’s equally important for FM teams and managers to identify and deliver programmes that work for them.
month at the café, which are open to all employees of EMCOR UK, British Sugar and any employees in British Sugar’s supply chain. These programmes have seen the number of working days lost due to mental health issues drop by 50 per cent.
We have a duty to care for our colleagues and small changes can make a big impact. I’d encourage anyone in FM looking to address mental ill health to advocate for any resources you need from senior leadership and consider ways of creating a bespoke solution for your own team.
THE SECURITY PROVIDER’S VIEW
CHRIS MIDDLETON, DIRECTOR OF MAJOR ACCOUNTS, CORPS SECURITY
In 2022, mental ill health was the second highest cause of absenteeism among my colleagues working at British Sugar. If physical injury was causing so many absences, we’d waste no time in addressing it, and I wanted to take mental illness just as seriously.
Our team at British Sugar is about 80 per cent male and more than half of them are over 50 years old – not a group that is typically comfortable talking about mental health. So, I started an initiative called ‘This is me’ to kickstart our wellbeing journey. It was a safe space where colleagues could talk about things that impacted them, whether at work or in their personal life. I knew that I would need to take the lead so shared 10 personal things to get things rolling. That encouraged others to open up and ignited some amazing conversations. It was a crucial first step in removing the taboo from talking about mental health.
A recent study from The University of Portsmouth (2020) found that four in 10 security o icers in the UK are su ering Post Traumatic Stress Disorder (PTSD), due to verbal and physical abuse. Almost 40 per cent of those surveyed exhibit symptoms of PTSD. This research is so alarming it raises serious concerns about
SteveThomson
I also addressed the support available in the workplace. We didn’t have any mental health first aiders – two years later we have 53. Eight of those have taken a two-day programme to deliver enhanced support, and it means we have an abundance of employees who can deliver mental health signposting and assistance. We’re also trialling a NESBOSH Wellbeing Qualification, which I have passed.
Like many FM providers, we employ lots of people from the local community and wanted to extend our support beyond our customer site. We partnered with local charity Access Community Trust (ACT) and our colleagues volunteer at Steam House Café in King’s Lynn, one of the charity’s mental health crisis cafes. ACT holds six mental health drop-in sessions every
In 2022, mental ill health was the second highest cause of absenteeism among my colleagues working at British Sugar. If physical injury was causing so many absences, we’d waste no time in addressing it, and I wanted to take mental illness just as seriously.”
research an for
whether enough is being done when it comes to supporting security personnel with mental health related issues. The UK Security Industry Authority (SIA) currently has over 400,000 licenced security personnel throughout the UK so the impact cannot be underestimated. Are companies taking this seriously, or just ticking boxes?
Many companies have an outsourced employee assistance programme (EAP) for their sta to access 24/7. Corps Security’s EAP includes access to a six-week counselling course so if o icers have gone through particularly stressful or traumatic incidents, they have professionals to speak to. We also o er Aviva Digicare+, which gives employees access to doctor’s appointments, annual health checks, nutrition consultations and gym discounts, so they can protect their physical and mental health.
Collaboration between security managers and HR teams is crucial. Security o icers should always feel supported especially where they are lone working. O icers should know there is always someone they can reach out to if they need additional support, a space to be heard, or to seek advice and relevant resources.
Security organisations need to actively take steps to understand the di ering needs of their o icers and what might be beneficial for them. Disability confidence and neurodiversity training, for example, can raise awareness of disabled and neurodiverse employees’ needs and how to spot signs of struggle.
Many companies have invested in appointing mental health first aiders, to help identify people that are potentially su ering with mental health issues and be able to sign post to the correct
Steve Thomson
Chris Middleton
support resources and services. These are relatively new measures for many companies and the uptake can be slow. In some cases, the success of these initiatives is still being measured.
In my opinion, given the prevalence of mental health challenges in the security industry, support needs to be far more widespread than individual company initiatives. The security industry needs to work to tackle alarming statistics and address the stigma around mental health.
Corps Security has launched the Wellness Baton, an event series collaborating with other security and FM providers. These events allow City Security Council members to come together and share best practice while learning from expert mental health speakers. There have been four Wellness Baton events held by di erent security providers since Corps’ initial Mental Health event which kicked o this important industry initiative in May 2023. Other sector wide initiatives include Security Minds Matter, a campaign that includes a wide variety of subject matter experts leading a new mental health in security strategy for 2024 and beyond.
It is initiatives like these that will be essential for the industry to make a di erence. Security providers need to deliver sustained support to maintain momentum and drive long term change that improves health and wellbeing in the industry.
THE HR PROFESSIONAL’S VIEW
LAUREN STIRLING, HEAD OF HR AND PEOPLE DEVELOPMENT, ELIOR
Employers play a crucial role in raising awareness about mental health and providing education to help eliminate the associated stigma. Physical ailments are o en more recognisable and cared for, but mental health deserves equal attention. In the past, there was a tendency to adopt a ‘pull yourself together and get on with it’ attitude.
Modern life brings more complexities, with increased pressures from work, finances, and living conditions, alongside higher
expectations. Mental health charity Mind reports that one in four people will experience a mental health problem of some kind each year in England.
Facilities management o en involves a fragmented workforce, with employees spread across di erent sites in frontline, mobile, and head o ice roles. Regular communication about mental health is essential for reaching everyone e ectively. This should involve a multi-platform approach to engage the widest possible audience. Although Elior has ensured all colleagues can now be contacted via email since the pandemic, not all FM companies have this capability. We also know that emails may not always be read. Therefore, sharing content in various formats—across intranets, videos, screensavers and through hosting in-person and virtual events—is vital. We’ve found QR codes to be particularly e ective as well.
Our ‘Wellbeing Wednesdays’ feature resources, news articles, podcasts, and webinars, and we create videos dedicated to specific topics such as sleep, hydration, and vitamins. We also host ‘power hours’ with guest speakers discussing topics like ADHD, autism, and neurodiversity, which resonate with many people. Co ee mornings with cue cards prompting discussion encourages open conversations and foster new connections. There are numerous awareness days, such as World Mental Health Day and Time to Talk Day, which can serve as opportunities to share relevant content.
Having a dedicated mental health support email, managed by trained mental health first aiders, demonstrates care and provides a less intimidating platform for people to reach out. Many find it easier to send an email rather than make a phone call or initiate a faceto-face conversation. We’ve seen much more interaction via email. Sharing concerns can truly make a di erence.
Businesses don’t have to be alone in supporting their workforce with mental health. Quite o en it is good to ask the experts and consulting with professional mental health organisations can be highly beneficial. We’ve partnered with Able Futures, part of the Department for Work and Pensions. Via Able Futures we can o er colleagues a nine-month programme with access to dedicated support and counselling resources, including webinars and coping strategies. Employees can choose the tools that work best for them. We’ve seen a positive response.
To foster a supportive, balanced workplace, managers need to be adequately equipped to identify and support any mental health issues that may arise within their teams. Some managers will have better so skills than others and will be more comfortable addressing mental health issues in the best way, others will need more guidance. Ensuring a variety of resources are available that managers can dip in and out of when they need them is key.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Lauren Stirling
about having remote control of your building’s HVAC systems from any location
Today, we all have access to controls to make everyday life easier and more comfortable. The same applies to HVAC systems where modern controls are not only vital for ensuring the right levels of occupant comfort but also help deliver low carbon buildings that operate effectively and efficiently.
The energy dashboard within MELCloud Commercial allows Facility Managers to remotely manage, monitor and control HVAC systems in multiple buildings from one central location.
• Real time energy consumption data to enable improved energy management
• Predictive and preventative maintenance to reduce HVAC downtime, thanks to remote diagnosis
• A choice of subscription packages tailored to best match your requirements and manage costs.
Revolutionise your estate management with MELCloud Commercial, find out more by scanning the QR code below.
WELCOME TO WILDFELL
FMJ reports on how the Wildfell nature-recovery project from Ground Control is strategically restoring nature, engaging partners, and creating economic value through biodiversity net gain
Escape
the rat race and take your workplace to the Wildfell Centre for Environmental Recovery. A place to take a breath, motivate the workforce and understand how you can achieve your biodiversity and ESG objectives.
Known as Wildfell, the Wildfell Centre of Environmental Recovery based near Braintree in Essex, is a nature-recovery project from Ground Control that will transform an area of arable farmland into a flourishing area of nature, projected to sequester [i.e. capture and remove CO2 from the earth’s atmosphere] 18,000 t CO2e by year 2050 while also:
Showcasing tangible methods of Biodiversity Net Gain (BNG) and Carbon Sequestration.
Testing the design, delivery, and management of nature-based solutions
Acting as an educational facility, allowing clients and partners to join planting and BNG-focused activities and learn from our in-house experts.
At 296 acres, Wildfell is the biggest naturerecovery project undertaken by Ground Control and was made possible by an initial £2 million investment by the company’s ‘Evergreen Fund’, which donates five per cent of the company’s profits to drive positive environmental change.
Initially known for external maintenance and landscaping, Ground Control has continually evolved to o er complementary services to facilities and grounds managers with its expertise now including arboriculture, ecology, and biodiversity net gain within the company’s portfolio. At Wildfell, Ground Control has been able to support a growing need for Biodiversity
Net Gain (BNG) Units, an evidence-based approach to environmentally positive land management and support in meeting environmental legislation requirements.
Conscious that not all facilities managers are given the opportunity to deliver environmental recovery plans onsite, Wildfell acts as both an educational tool and an osite provider to support businesses in their quest to become a greener organisation.
STRONG FOUNDATION FOR NATURE
A vast number of services and expertise have helped create a place where indicator species such as otters and bats have returned to the area. It’s a place where new planting schemes have reconnected ancient woodlands to give them a new lease of life and where partnerships with charities like
the Bumblebee Conservation Trust can trial new ways to support pollinators.
To reach this point, Wildfell’s humble beginnings required a combination of surveys, assessments, and investigations to understand baseline ecological and biodiversity value and the context of surroundings. Based on the belief that it is important to work with nature and within the parameters of what is achievable, in summer 2021 a Preliminary Ecological Appraisal, Mapping, Species Specific Surveys, eDNA and DNA Testing, Biodiversity Metric Calculations and Water Quality testing all took place.
The significance of these tests will become increasingly apparent at Wildfell as improvements and changes are being tracked and the project assessed to see positive change for nature and species, actions for partners and economic feasibility.
MAKING CHANGE FOR NATURE
The scheme is primarily designed for local and native wildlife - with rewilding, nature gain and carbon sequestration driving the project. With the assessments now in place, the project has systemically created and improved habitats and has dynamically adjusted to conditions while working towards meeting the goals created by a team of in-house landscape architects and ecologists.
The first phase of habitat creation and enhancement works began in winter 2021 in line with planting season, with the symbolic planting of ‘First Avenue’ to mark COP26. This included 26 native trees, all of which were dedicated to UK Environmental Heroes. This kickstarted a series of new habitats including scrub mosaic, species-rich grassland, ponds, and orchards. Over the following years this has included:
5,000 native trees planted. This importantly included the planting of 21 species and shrubs that enhanced a 1,000m section of native hedgerow and is strengthening connectivity with existing hedges and trees.
Early preparation and seeding of the first phase of seven acres of species-rich grassland to create new habitats, followed by the seeding of 106 acres of nutrientreduction grassland.
Five new ponds were created, with a focus on supporting Great Crested Newts and the restoration of three woodland ponds. 750m of native hedgerow were planted,
connecting areas, and providing food, shelter, and security for native species.
A partnership with the Environmental Agency to enhance and restore an area. This includes a SUDS (Sustainable Urban Drainage System) scrape and creating a new ditch diversion.
Phase one also involved woodland creation and completing the restoration of an ancient woodland on site, which included regenerating native hedgerows, supplemental planting and creating a wildflower meadow and large-scale native woodland creation. This included:
In-house professional woodland planting, completed in consultation with Forestry England, with the first phase creating 50 hectares of native broadleaf trees, with approximately 100,000 trees.
The planting of 5,000 native trees and shrubs, to create a linear, biodiverse habitat. The planting will form a nature corridor, linking various parts of the site so wildlife can move easily between them.
Registration with the Woodland Carbon Code to assure the quality assurance standard for woodland creation projects in the UK.
Grass seeding to planting areas to act as ground cover and support weed management sward.
Installing 3km of deer and rabbit fencing to support and protect young trees, allowing them to establish.
MEASURING BNG AND SPECIES POPULATION
While the establishment of woodland and the impact of the carbon sequestration is part of a longer-term plan at Wildfell, as the project approaches its fi h year, it is already seeing considerable gain, in line with DEFRA metrics.
In spring 2022, Ground Control ecologists conducted species-specific surveys for great crested newts, bats, breeding birds, hazel dormice, reptiles, and BAP mammals (UK Biodiversity Action Plan priority species). This baseline information creates a picture of the populations on site, including where their home ranges are and whether these species are breeding. Understanding this
will inform potential habitat enhancements, including the provision of hibernacula and management prescriptions for the habitats.
In the summer of 2022 ecology reports discovered seven species of bat (including Barbastelle and Natterers - relatively scarce species in Essex), Great Crested Newt, Common Lizard, Grass Snake, 47 species of bird (including one Red Kite) and active nesting Owl, Raven, Mallard, Moorhen and Starling. Along with the first sighting of Otter on the banks of the River Pant, four active Badger sets, Hare, Rabbit, Fox, and Grey Squirrel.
In August 2024, five species of bumblebee were spotted on a community bee walk led by the Bumblebee Conservation Trust, including a rare species called the brand-banded carder bee (Bombus humilis).
research. This expert input will inform the project’s habitat creation and management proposals for plants, fungi, and pollinators.
As part of this work, five bee boxes have been set up on site to monitor solitary bees.
BNG UNITS
The significance of these ecological gains will increase as the project continues and will indicate whether the new measures are working and are in line with the early positive signs.
Wildfell is collaborating with wild plant conservation charity Plantlife, the Royal Botanic Gardens Kew and the Bumblebee Conversation Trust to conduct surveys and
While the initial launch and cash injection was provided by the Evergreen Fund, to continue the project and to fund high-level rewilding, Biodiversity Net Gain Units is an important income stream. Initial habitat baseline enables accurate and legal measurement and reporting on the improvements made and are in line with DEFRA Metrics. As a circular economy, the greater the funding and income streams, the more rewilding work can be completed. So far, the site, which lies within Braintree District Council LPA and South Su olk and North Essex Clayland NCA, is generating 307 units through species-rich grassland (134), mixed scrub (120), lakes/ ponds (8), traditional orchards (4), woodland enhancement (41), and hedgerow planting (10).
LOOKING BEYOND NATURE – WORKPLACE WELLBEING AND THE COMMUNITY
With one of the initial aims to “Act as an educational facility, allowing clients and partners to join planting and BNG-focused activities and learn from our in-house experts,” Ground Control has integrated learning experiences to Wildfell. With a new barn able to host meetings and strategy days, clients can combine first-hand BNG experiences with policy creation and leave Wildfell with tangible actions.
In partnership with Bumblebee Conservation Trust, Ground Control is supporting a citizen scientist programme, inviting residents and colleagues to take part in regular pollinator surveys and assess the health of bumbles on site and the potential to attract more.
The site has also seen companies, internal departments and clients participating in volunteering planting days, with employees recognising the impact of fresh air, and companies able to share their CSR actions.
New permissive footpaths will unlock previously ‘out of bounds’ areas of the Wildfell estate to walkers, while the woodlands will be opened to forest schools and community groups, with the creation of new links into existing Public Rights of Way. Working with residents of Weathersfield village and community groups, Ground Control has co-designed a new Community Orchard, with a range of approximately 500 fruit and nut trees proposed. A speciesrich grassland will be planted to act as a bu er to new woodland for neighbouring residents.
CONCLUSION
Built on a strong environmental foundation for nature, that can be tracked through DEFRA metrics, the Wildfell Centre for Environmental Recovery is an example of how businesses can restore land for nature. As a centre the impact of the changes will not only be seen throughout 50 years of land management and beyond, but can also inspire other sites by its studies.
While setting up a tangible income stream through BNG Units, Ground Control continues to make positive changes for nature in a way that is environmentally and financially responsible, which makes Wildfell a sustainable part of their business. Since beginning rewilding in 2021, the project has shown that environmental restoration can be a viable business, and as a result, Ground Control opened the Devana Centre for Environmental Recovery in 2023. This second site is already on the government Biodiversity Gain Sites register and a catalyst for more centres.
OVER 100 YEARS IN THE MAKING
Want to be sure? Trust Briton
Our door control products have been proving themselves to withstand constant use for over 100 years. We believe you can’t buy better. Use after use, year after year, in the busiest of environments. Check out our range and protect what you value the most.
Get your heating solutions right first time with Reznor 360° HVAC Solutions
Why should you consider upgrading your facilities’ heaters?
As a facilities manager, one of your top priorities is ensuring your building/s runs smoothly and e iciently. The performance of your heating system is a crucial part of this equation. Not only does it a ect the productivity and comfort of employees, but it also impacts operational costs, energy usage, and overall sustainability. With so much on the line, choosing the right partner for your next heating solution upgrade is vital.
Reznor UK, a company with over 130 years of experience in heating solutions, o ers a 360° approach to HVAC systems that addresses the key concerns of FMs: cost-e iciency, employee comfort, sustainability, and ongoing support. Here’s what FMs can expect from the Reznor di erence.
ENHANCING EMPLOYEE COMFORT FOR GREATER PRODUCTIVITY
Employee comfort is a key factor to consider when upgrading your heating system. A study by the University of Bath suggests that the ideal temperature range for employee productivity is between 17°C and 25°C. When FMs choose Reznor as their heating partner, they aren’t just installing a heating system—they are investing in an environment that enhances employee well-being and productivity.
The right heating system can help create a more comfortable working environment by maintaining consistent temperatures throughout the day, reducing the likelihood of hot and cold spots that can distract employees and slow down operations. In addition, happier and more comfortable employees tend to be more productive, which ultimately contributes to your business’s overall success.
TAILORED SOLUTIONS FOR MAXIMUM EFFICIENCY
One size does not fit all when it comes to heating systems, especially in large industrial or warehouse settings. Reznor understands this and provides custom-designed heating solutions tailored to your specific building needs. Whether you’re heating a vast factory floor or looking for spot heating, the engineering team works closely with you to develop a system that optimises e iciency.
Upgrading to modern HVAC systems can bring significant improvements in both e iciency and
performance. For example, the RHeco Warm Air Heaters can deliver up to 109% higher thermal e iciencies, while the Comet+ High E iciency Floor Standing Heaters o er combustion e iciencies of up to 94%. If your current system is falling short, this type of upgrade can dramatically reduce your energy bills and free up funds for reinvestment in other parts of your operation.
ENERGY SAVINGS THAT IMPACT YOUR BOTTOM LINE
Energy savings are at the core of hitting business targets. When you invest in intelligent energy management systems such as the Nova EMS can lead to an average energy bill savings of 43%*. In the context of industrial and commercial facilities, these savings can be significant. Lower energy bills mean more funds available for other critical needs, such as equipment upgrades, employee training, or expanding your business.
Moreover, Reznor’s RHeco units, which o er up to 35% energy savings on replacement heaters, and the Nor-Ray-Vac Radiant Heating systems, which can achieve savings of up to 60%, further underline the potential for cost optimisation when choosing the right heating system. These systems don’t just focus on heating your space—they are designed to do so in the most cost-e ective way possible.
*This is a guideline figure. Speak to one of our experts to unlock your saving potential.
SUSTAINABILITY FOR THE FUTURE
For FMs looking to future-proof their operations, sustainability is a growing priority. The UK manufacturing sector, in particular, is under
increasing pressure to reduce CO2 emissions and adopt greener practices.
Choosing sustainable heating systems not only reduces your business’s carbon footprint but can also improve your reputation within the supply chain, as more companies prioritise working with partners who share their commitment to the environment.
Reznor has a range of energy-e icient and lowcarbon heating options, which can play a critical role in helping businesses reduce their carbon footprint. The RHeco range, for example, can help a business save 984kg of CO2 annually compared to standard heating systems.
DIGITAL TOOLS FOR SEAMLESS HVAC MANAGEMENT
Managing an HVAC system doesn’t end at installation. Reznor’s 360° approach includes a range of digital tools that make managing your HVAC system easier and more e icient.
The self-serve digital platform enables FMs to quickly discover products, request bespoke designs, receive quotes directly to their basket, and even track delivery in real time. This streamlined process reduces the time spent on HVAC-related tasks, allowing managers to focus on more pressing responsibilities.
END-TO-END SUPPORT: FROM DESIGN TO AFTERCARE
Reznor’s commitment to their clients goes far beyond product delivery. From the moment you begin working with them, Reznor is there every step of the way, providing a full-service experience that includes site surveys, bespoke designs, and expert installation. Their skilled and trusted contractor base ensure that your system is installed with precision and e iciency, and their dedicated key account managers o er ongoing support long a er the system is up and running.
From energy savings and enhanced employee productivity to expert installation and ongoing support, Reznor provides everything you need to optimise your heating systems and take your facility to the next level. Ready to make the switch? Now is the time to discover the Reznor di erence.
Download the 360° Service Guide Today. www.reznor.co.uk/360-hvac-solutions
THE FUTURE OF CAFM
Esther Coleman, Senior Product Manager at Idox explores the results of recent research, carried out in partnership with FMJ which looked into the future of CAFM and discusses the role of technology in supporting FMs to deliver tangible business value
FMs have navigated a tricky few years.
Rising costs and a sta exodus have put pressure on both budgets and compliance activities, especially routine equipment servicing. With the new government ramping up its commitment to sustainable business, especially sustainable buildings, are FMs ready to take centre stage? Are they able to undertake increasingly strategic roles, including employee experience in the workplace? Critically, do they have the technology infrastructure, including CAFM systems, required to boost e iciency and deliver vital operational insight?
SUSTAINABLE PRIORITY
The drive towards net zero is having a direct impact on facilities management, with 57 per cent of FMs planning to prioritise supporting sustainability over the next 12 months, according to research conducted by Idox. With estimates that 30 per cent of UK emissions come from buildings, 23 per cent of which is due to the heating of buildings, FMs are on the frontline of any organisation’s drive to set and achieve emission reduction targets. Increasing regulatory reporting on greenhouse gas emissions and energy
use, including the Streamlined Energy and Carbon Reporting (SECR) framework, is just part of the new sustainability demands facing FMs. Businesses now face additional scrutiny from stakeholders, including investors and sta , regarding environmental commitments and performance. Indeed, according to the CBRE’s UK Sustainability Report, 60 per cent of employees choose a place to work based on matched environmental values.
In addition to supporting an organisation’s Corporate Social Responsibility (CSR) and Environmental,
Social and Governance (ESG) strategies, there is a direct financial opportunity associated with building performance: the UK Emissions Trading Scheme (UK ETS) creates a financial incentive for companies to reduce their carbon footprint.
The need for better technology to support this strategic priority is widely recognised. The research reveals that 45 per cent of FMs plan to invest in facilities management so ware over the next year, with 41 per cent investing in smart buildings/ Internet of Things and 37 per cent in asset tracking and management.
STRATEGIC ROLE
As the Idox ‘Future of CAFM’ research confirms, there is a growing recognition that facilities management is an increasingly strategic business function, with a far-reaching influence across diverse operational activities. While 77 per cent say facilities management improves the energy e iciency of buildings, 76 per cent also confirm it helps to control compliance risks
and 62 per cent say it supports business continuity planning, ensuring businesses can continue to operate e ectively in the event of interruption due to power outage or building damage. Over half (55 per cent) say facilities management supports social value strategies, including CSR and ESG.
In addition, facilities management’s direct impact on the experience and performance of employees is widely recognised, with over two thirds (69 per cent) confirming it helps to increase employee satisfaction and wellbeing and 55 per cent saying it helps the productivity of workers.
There is no doubt that FMs have significant and growing opportunities to deliver tangible corporate value. Energy e iciency can be transformed through proactive management of buildings’ energy consumption and e ective space utilisation. Optimised work order processes can minimise engineer drive time, improving sta e iciency while also delivering the Planned Preventative Maintenance (PPM) model that maximises the performance and lifetime value of equipment.
The established shi to remote and
hybrid working provides businesses with the chance to close o ices, with the associated benefit of cutting costs and further boosting sustainability credentials. However, with many businesses also fearing the productivity and, critically, mental wellbeing of remote working employees, FMs are also being tasked with improving the quality of the working environment. Yet the majority of FMs still lack the insight required to achieve these strategic imperatives. What are the cost and emissions implications of closing o ices? What additional facilities are required within a building to ensure employees make the most of in-o ice days? Can assets be relocated to maximise utilisation? As this research confirms, not only are 70 per cent of facilities managers still using spreadsheets, but just 41 per cent have the CAFM systems in place required to deliver accurate and immediate cross-operational information. So how are FMs planning to deliver this broad strategic remit?
BUDGET AND WORKFORCE SHORTAGES ARE THE BIGGEST CONCERNS
Indeed, when budget constraints (61 per cent) are the biggest concern facing
FOCUS FM SOFTWARE
FMs over the next two years, followed by workforce shortages (35 per cent), many will struggle to find time to focus on strategic goals without better systems to drive e iciency and improve operational reporting.
Pressure on budgets is heightened by the well documented loss of facilities management sta , with the inevitable disruption, time and cost associated with recruitment. It remains di icult to attract people into the industry, especially the younger generation. Creating the right environment for FM teams is key to boosting morale and, therefore, improving retention –with 24 per cent also citing workforce morale an important problem to address over the next two years.
FMs are also concerned about delayed decision making due to lack of data insight (31 per cent), changing work patterns due to hybrid working (31 per cent), the challenge of keeping up with new FM technologies (30 per cent) and regulatory change and compliance (29 per cent). The lack of data insight is an understandable concern given strategic expectations facing FMs outlined above.
Without robust CAFM solutions, organisations not only lack trusted information to support decision making but will also be unable to explore innovations in technology, such as the Internet of Things (IoT), that will be key to improving the energy e iciency of buildings and meeting compliance objectives.
TECHNOLOGY INVESTMENT TO TRANSFORM EFFICIENCY
Sta shortages undermine every aspect of e icient facilities management, from day-to-day servicing and repair to strategic goals, including compliance and sustainability. Organisations’ drive to improve the e ectiveness of the existing facilities management team is very clear, with driving e iciency and increasing productivity (73 per cent) the top goal to achieve from FM so ware. Additional goals include ensuring compliance (60 per cent) and improving reporting (56 per cent), as well as ensuring safety (44 per cent), working more collaboratively (43 per cent) and improving data driven decision making (44 per cent).
Adopting technology that can eradicate tedious manual tasks and enable insight-led prioritisation of activity will support e icient PPM, minimising the budget damaging emergency call outs and supporting timely compliance to equipment servicing deadlines. Collaborative working models supported by
anytime, anywhere access to information will transform e iciency, improving regulatory compliance whilst also enhancing sta morale.
With a single source of all information, from asset location and history to service deadlines, CAFM systems can optimise sta schedules to minimise travel time. Engineers can access a web portal to view work orders, update progress and check if there are any other jobs at that location that could be swi ly completed to avoid a time-consuming return trip.
In addition, the CAFM system can enforce safety protocols as engineers arrive on site by flagging the need for Personal Protective Equipment (PPE) for specific jobs, for example, and including risk assessments to highlight problems such as asbestos in a building. For the FM, not only is the workforce more e icient but with a single system to manage the entire operation, the visibility of service compliance deadlines and maintenance schedules is transformed.
FMs are increasingly clear about their technology priorities, with CAFM integration with IoT and data visualisation/ business intelligence the two most important goals, closely followed by automation of tasks.
The integration of CAFM with a network of IoT sensors will provide FMs with the chance to monitor equipment both to further enhance PPM and gain the insight required to reduce carbon emissions.
Proactive management of heating and lighting, tied into information about building utilisation, empowers FMs to drive greater e iciency, supporting sustainability goals.
Better, trusted data will also enable FMs to provide vital support to the new workplace model. So FM services, including catering and cleaning, can be assessed and improved in response to employees’ changing expectations. Accurate building utilisation information can be combined
with insight into costs (leases, equipment, management) and opportunities to close buildings (lease end dates) to assess the implications for reducing carbon emissions. With a robust CAFM system that supports hard and so FM and provides accurate asset tracking, FMs are empowered to provide the business with the in-depth insight required to take critical decisions.
CONCLUSION
As this research confirms, FMs are now tasked with influential and strategic roles and many of the key decisions – such as closing o ices – cannot be taken in isolation. FMs need to be embedded in strategic decision making and, as such, require trusted, accurate and up-to-date insight to support discussions with wider management teams.
With the on-going pressures on people and budgets, however, FMs also require robust technology that supports e icient, collaborative day-to-day working. Investment in IoT and smart buildings is an important priority, but how will FMs maximise the value of this investment when existing processes are ine icient and many are still relying on spreadsheets? From e icient, collaborative, working for engineers to PPM to increase equipment lifespans whilst also improving compliance, CAFM allows FMs to improve e iciency irrespective of budget pressure and workforce shortages. It creates the collaborative, web-based model that is key to attracting and retaining sta and delivers the insight to support strategic goals, including sustainability reporting. Without this foundation, will FMs maximise the chance to deliver a strategic remit?
CAFM solution for all your facilities management needs
The total CAFM solution for all your facilities management needs
Transform the way you work with our comprehensive and easy-to-use facilities management solution, available in the cloud or on-premise.
Transform the way you work with our comprehensive and easy-to-use facilities management solution, available in the cloud or on-premise.
Easy setup: quick and simple to implement, meaning users can get up and running fast
Easy setup: quick and simple to implement, meaning users can get up and running fast
Efficiency: consolidate tasks into one, simple- to-manage, web-based dashboard
Efficiency: consolidate tasks into one, simple- to-manage, web-based dashboard
Total visibility: gain a real-time view of operations with complete visibility of costs, tasks, assets and contractors
Total visibility: gain a real-time view of operations with complete visibility of costs, tasks, assets and contractors
Assured compliance: demonstrate a clear audit trail and mitigate the risk of regulatory breach
Assured compliance: demonstrate a clear audit trail and mitigate the risk of regulatory breach
Customised dashboards: streamline reporting with a complete and real-time view of operations
Customised dashboards: streamline reporting with a complete and real-time view of operations
Take control: manage your entire facilities estate beyond just maintenance with centralised, real- time data
Take control: manage your entire facilities estate beyond just maintenance with centralised, real- time data
ART OF SUSTAINABLITY
O ce interior experts describe how the latest furniture designs blend the physical and virtual workplace together and a case study on how to create a truly sustainable workplace
Pernille Bonser, CEO Resonate Interiors
Q: How can o ice design help create a harmonious blend of physical and virtual collaboration that supports both in-person and distributed workers?
Great o ice design is about a blended approach to physical and virtual occupancy. When not in the o ice we still all need to feel involved and
included, which is part of what we at Resonate call the “Work Family” The main tool for this is excellent IT and AV and a good work/home setting.
The in-o ice presence now needs to accommodate hybrid working, educational spaces, inclusive spaces and a real landmark for the company which ensures sta want to go in, have exceptional services, food provision and can easily collaborate with their colleagues to learn and develop strategies and solutions together.
This is proven by Scientist and Writer Hannah Critchlow in the book ‘Joined up Thinking’ who states that working collectively in the same space creates a “super brain cloud” that encourages people back to the o ice. This must be a primary objective for all employers.
Q: How can ergonomic design be balanced with flexible working styles, i.e. shared desks/ seating, increased use of breakout areas? We are all shapes and sizes, diversities and cultures, so this must be accommodated in a
new flexible and hybrid workplace. It’s a huge challenge to ensure that everyone is catered for and comfortable and can do their best work. As designers we must provide choice, and a variety of settings for any given task, sit stand desking, bar or dining height meeting spaces, so seating spaces. All linked seamlessly to IT and AV. I also believe that we have become much more accustomed to work in a plethora of di erent ways and the younger generations do not always see the need for a traditional desk. Workplace design is at a pivotal stage and exciting developments are happening all the time as we lean into this new Hybrid world of headphones and AI guiding us to the best solution for us as an individual.
Ian Weddell, Sustainability Executive, USM Q: Flexibility is now crucial to support fluctuating occupation levels, what role does modular furniture play in supporting this aim?
Modular furniture plays a significant role in supporting fluctuating occupation levels by o ering flexibility and adaptability in various environments. Modularity means the furniture can be easily reconfigured, expanded, or reduced to meet changing needs. Whether you need to add more storage, create new workspaces, or reconfigure existing ones, modular furniture can be adjusted without the need for entirely new furniture.
Modular furniture plays a significant role in supporting fluctuating occupation levels by o ering flexibility and adaptability in various environments. Modularity means the furniture can be easily reconfigured, expanded, or reduced to meet changing needs.
Circularity is now recognised as the circular changing needs. Whether you need to add more
This is particularly useful in environments where the number of occupants can vary significantly.
particularly useful in number of occupants can vary
Look for high-quality materials, to ensure furniture that is designed to last. This durability ensures that the furniture can withstand frequent changes and reconfigurations without losing its functionality or aesthetic appeal. A timeless design will mean it remains stylish and functional regardless of changing trends or o ice layouts. This makes it a sustainable choice for long-term use.
Overall, modular furniture provides a
versatile and dynamic solution to the challenges posed by fluctuating occupation levels, making it an ideal choice for modern, flexible workspaces.
Q: What are the latest innovations in sustainable design?
Circularity is now recognised as the key aspect of sustainable design. USM is committed to becoming a fully circular business, which is why longevity of product is one of the most important strategies for sustainable design. We want our products to stay in use during their entire potential life span and to support our clients in achieving this end.
USM Haller and USM Kitos M product lines have achieved Cradle-to-Cradle® certification, which is a globally recognised standard for products that support a healthy, fair, and sustainable future.
The Science Based Targets initiative (SBTi) endorses products that are manufactured ethically, in an energy-,
water- and resource-e icient way, generating minimum greenhouse gas emissions. This helps achieve science-based emissions reduction targets. The highly respected climate action organisation, partnering with several renowned organisations including the United Nations Global Compact and the Word Wide Fund of Nature (WWF), enables companies worldwide to play their part in combatting the climate crisis.
The design of attractive and desirable o ice spaces is an area of high priority for businesses in a post-pandemic world. Many employers are in a constant battle with employees to ditch remote working, and the pressure is on to provide healthy
Ana Bajri, Head of Sustainability, RO Group - Discusses a recent case study at Silbury House in Milton Keynes
work environments for o ice occupiers. More than ever, o ices must contribute to the wellbeing of employees, a key issue for many in-demand professionals.
How do we deliver workspaces that people want to occupy, while also doing so sustainably? Employees also like to know that their workspaces have been furnished in accordance with low environmental impact principles, creating another key objective for landlords.
At Silbury House in Milton Keynes we have taken a holistic approach to sustainable practices, from demolition, to design and operations. The workspaces in the building demonstrate how o ice spaces can be designed which are attractive, support the wellbeing needs of the users through enhanced ergonomics, while also being socially and environmentally responsible.
We collaborated with JPA Workspaces and Swedish company Kinnarps to procure truly sustainable furniture solutions that deliver benefits to users and the environment. This process has reinforced several lessons.
Artistic skill ensures that pieces created from sustainable materials, and which are durable – negating the need for regular replacement – are attractive and unique. Scientific skill ensures resistance to wear and tear, meaning less maintenance is
required. This longevity in furniture also lessens the need for upkeep, and therefore, of waste. Science must therefore back up the credentials of sustainable furniture. Kinnarps’ focus on sustainability was a decisive factor in our selection of their pieces.
The innovative modularity of their designs allows items to be updated and adjusted for changing needs. As soon as an element, or part of, an item of furniture needs replacing down the line, the old part can be recycled and the new part can slot into the remainder of the item – ensuring that manufactured parts are used for as long as possible.
Because an o en overlooked step in furniture’s journey is masses of waste, prior to each delivery, their furniture is wrapped in reusable blankets to minimise traditional packaging, which would normally go straight into waste.
At Silbury House in Milton Keynes we have taken a holistic approach to sustainable practices, from demolition, to design and operations. The workspaces in the building demonstrate how o ce spaces can be designed which are attractive, support the wellbeing needs of the users through enhanced ergonomics, while also being socially and environmentally responsible”
available to measure the environmental impact and whole life cycles of furnishings. The appointment of o ices can no are happy to keep returning to, and which help them to deliver their best work – for both personal fulfilment and
Occupiers of the furnished suites at Silbury House can not only enjoy the attractive design of the furniture, but as the landlord, we can support tenants in achieving their ESG commitments through the data we have available to measure the environmental impact and whole life cycles of furnishings. The appointment of o ices can no longer just entail desks and chairs being plonked down. The process must be approached as an art and science. Creativity is required to design aesthetically pleasing spaces that o ice workers are happy to keep returning to, and which help them to deliver their best work – for both personal fulfilment and career progression, as well as the success of the employer.
Scientific understanding and technical skills ensure designs are environmentally responsible, functional, elements,
Scientific understanding and technical skills ensure designs are environmentally responsible, functional, of high quality and long-lasting. By combining these elements, sustainable furniture not only meets the needs of the present but also contributes to sustainability with future generations in mind. We can strive for enhanced environmental e iciency in modern o ices, for today and for tomorrow.
ESTATES REPORTING IS SIMPLER WITH CAFM
YOU’LL FIND REPORTING FOR YOUR FACILITIES AND ESTATES MUCH SIMPLER WITH GOOD CAFM SOFTWARE
Whether you’re creating internal reports, submitting regulatory or industry reports, pulling together your data for benchmarking, or keeping your stakeholders informed and happy, reporting can be a laborious and time hungry task, which many of us don’t relish. A good CAFM solution solves this!
MODERN CAFM SOLVES REPORTING
CAFM uses your current and historical data, along with easy-to-use templates, to make your reporting accurate, swi er, easier and a lot less painful.
YOUR DATA WORKING HARDER
Being able to analyse data and feedback from internal resources, external contractors and even your utilities can enable you to make your estates data work harder. Track costs accurately, predict upcoming work, identify any space being under-utilised, and even spot where lights may be being le on overnight. It’s your data; use it to make your job easier!
FORMATS TO SUIT YOUR READER
EASY TO USE CAFM TEMPLATES
Compliance
Due diligence
Risk
PPM
Faults
MANAGING & SHARING PPM & REMEDIALL
ACTIONS
Choose the best report format for you or your reader; from visual maps, charts or graphics, to detailed analysis. CAFM can manage all your di erent reporting requirements and information needs for the di erent levels of stakeholders you are called upon for information. Use pre-loaded reports, or easily save down new ones that you can run again and again.
INFORMATION AT YOUR FINGERTIPS
Whatever management information you are required to monitor, analyse or share, your CAFM will enable you to run the reports you need at the touch of a button.
Outstanding Helpdesk issues
Asset register
Space utilisation
Occupancy reporting
Budget Management
Contractor performance
Benchmarking
Backlog
KPI’s
PAMs
REQUEST YOUR FREE CAFM GUIDE
For your free guide to ‘Managing Estates and Facilities with Good CAFM So ware’ email info@3istudio.com
Reporting PPM and remedial actions is part of successfully managing your estates and facilities requirements, so it’s important remedial actions be easily shared and managed, and this too comes under reporting requirements.
All your remedial actions can also be emailed out as jobs or allocated into your reactive maintenance; scheduled and monitored to ensure they are completed, with updates and costs reported back and recorded against the job.
CHANGING PLACES
Darryl Easton, Managing Director and Founder, East On Commercial Interiors draws on his background in engineering, facilities management, construction and project management to realise the needs of his clients finds Sara Bean
Earlierthis year, design and build company East On Interiors celebrated its 10th anniversary with the announcement of three new board appointments and the acquisition of specialist Fit Out business, O ice 2 Interiors.
Projects in November 2023. The company, which has built
This milestone followed its transition to an Employee Ownership Trust (EOT) via its parent company, East On Projects in November 2023. The company, which has built a strong reputation for delivering complex workplace solutions, including the new Channel 4 News studios in Leeds and the renovation of ITN’s London o ices and studios at the iconic Foster + Partners building in Gray’s Inn Road, was founded by MD Darryl Easton.
Early in his career Easton was an Engineering O ice in the Royal Navy and recalls much of his time was spent on logistics, project management and operational management. Leaving the services to work in the City of London, he says: “I picked up the FM department and as we were a blue-chip company expanding quite quickly across the globe, I spent my time setting up o ices, fitting them out, recruiting the people, building data centres and ended up running IT departments as well.”
One of the contractors approached him about a job and
One of the contractors approached him about a job and he moved into the construction industry, working on a variety of projects. Realising he could do it for himself, he launched a project management consultancy and took on commercial projects such as Amnesty International’s Shoreditch o ices. When the pandemic struck he began specialising in media post production projects, which helped the business navigate Covid, “because journalists still have to work”.
Coming from a background that incorporates engineering, facilities management, construction and
project management, Easton o ers a wealth of expertise to meet the needs of his clients.
He says: “I think the beauty of being the gamekeeper first was being on the client side. I understand the stresses of not delivering projects on time or things not working when they are delivered. And while I changed sides, I always think for the client.
“We approach every project from the client’s perspective, how they’re going to design it, how they’re going to maintain it, how they’re going to use it, and how it is going to work for them when it’s completed.”
EAST ON’S PORTFOLIO
East On operates across four sectors, media, commercial interiors, living and consultancy. The media sector requires a complex blend of skills, as aside from delivering the physical builds, including M&E, services and fit outs, there is “a massive extra piece, which is the technical integration, the infrastructure that needs to go through the building, the design of the rooms, the acoustics and the lighting in the rooms”.
Says Easton: “We created the media arm specifically to target the media sector, because they don’t want generic builders, project managers or consultants. They need people that get them. It’s a very reputation driven sub sector of the world and based on the quality of your work.
“The media sector is a good example of where the client is ‘definitely King’. There is no point designing them a TV studio or a digital studio or an editing suite or a graphics suite, VFX or room, and then finding there’s no fibre connectivity.”
Where East On is best known in FM circles is in o ering a range of commercial building services, encompassing everything from CAT A o ice build outs through to the maintenance of a building for a client. The FM services side has evolved through fit-out clients asking them to manage their premises on handover.
Says Easton: “We have a rolling programme of maintenance and refurbishment and improvement, which essentially leads itself into FM-fixed wire testing, M&E servicing, so services and so on. I always wanted to get into the FM sector, but was slightly shy of doing so, because you see the large services companies doing it and you assume they’re doing it well, and you can’t work out how they do it so cheaply, until you li the lid o the tin and you look inside and realise that they’re either not doing it properly, they’re not paying their contractors, or they’re having to surcharge the client significantly.”
Aside from the media and commercial portfolios, East On living takes on residential projects and East On Consultancy provides technical support for project specific,
background process and engineeringbased issues across a wide range of industries.
BUILDING BLOCKS
But as its founder explains: “If you actually take out the words, media, commercial, residential, what we o er is actually the same core building blocks.”
The senior team includes the Operations Director Hayley White, who joined early on and brought in a team of project managers and latterly, Scott Newland, previous owner of O ice 2 Interiors who as Commercial Director oversees the East On Interiors brand.
(Employee Ownership Trust) meaning I sold the company, as the sole shareholder, to itself. I sat the team down and said, ‘I don’t want to be doing this forever. It’s kind of not fair that I’m the one that benefits when everyone else is working hard’.”
He believes the move to an EOT and the company’s workforce becoming not just employees but owners, fosters a shared sense of responsibility and helps secure its long-term growth.
The media sector is a good example of where the client is ‘definitely King’. There is no point designing them a TV studio or a digital studio or an editing suite or a graphics suite, VFX or room, and then finding there’s no fibre connectivity.”
Says Easton: “We’ve tried to move away from being a construction process led team to leading from the design side, because especially with clients in the media, it’s very much about the visual aesthetics before it’s the practicalities and nuts and bolts. We’ve also created di erent flavours of project manager; one more design led, one more engineering led.
“Then last year, once everything started to settle down, we created the EOT
He reflects: “Once the EOT is paid out, the amount of money that goes into that bonus structure is not insignificant. If sta stay onboard and the company performs, they will do very well out of it, which means better engagement and retainment of talent.”
CHALLENGES OF CHANGE
Given the founder’s background it’s not surprising to learn East On’s mantra is in minimising disruption while transforming a work environment. For example, a current project involves sectioning o 30 per cent of a client’s space while works such as re-engineering the electrics, updating the lighting and AC systems are carried out.
“We visited a new client the other day,” says Easton. “Their brief was, ‘we need o ice space across several floors, and we need a café on the ground floor’. We explained, ‘we’ll do the work first on the café area and get the revenue generating side up first while maintaining access to other parts, then you can be earning while we finish o ’.”
On most projects where possible,
If you build an o ce, it must have multiple uses, because occupants may just be in a few days a week. This means a workspace can double as a team’s room or for conferencing. Where that leads into is flexibility in terms of fit outs, which is why a lot of furniture is now modular.”
noisy works take place out of hours and at weekends. Hybrid working now feeds into many project activities with people being a lot more flexible and more open to change, so if asked to work from home for three days while works are carried out there’s no issue.
What has also changed since Covid says Easton: “If you build an o ice, it must have multiple uses, because occupants may just be in a few days a week. This means a workspace can double as a team’s room or for conferencing. Where that leads into is flexibility in terms of fit outs, which is why a lot of furniture is now modular.”
“While you’re always still going to have your traditional desks and adjustable operator chairs, there may be breakout furniture with banquette seating, so that people can go and have a team huddle and we’re seeing secure ‘quiet pods’ going in everywhere.”
Another massive change he’s noticed over the past few years is the willingness of landlords to engage in client fit outs. Landlords are taking a much more proactive approach to works carried out in their buildings and now join consultants or their representative on site visits, which has led to a much more open
dialogue between landlord, tenants and their construction/fit out providers.
Says Easton: “Now more o en landlords are asking ‘while you’re doing this work can you make improvements such as replacing air handling units within the building or putting fire dampers into the systems?’ All of which benefit the whole building.”
SUSTAINABLITY AND BEYOND
This change of attitude is prompted in part by an increased focus on sustainability, which crucially for landlords means that the Minimum Energy E iciency Standards (MEES) for commercial properties will increase to a C rating by 2027 and to a B by April 2030.
Says Easton: “Whenever we do a project, we have an Energy Performance Certificate (EPC) at the start and again at the end to show improvement. We are o en asked to work in buildings where the EPC ratings failed, and we aim to get it to a C rating or above. I’ve had one client where it failed at the end of the project, because the landlord’s air handling system was so old it resulted in
a G rating.”
While Easton believes the MEES is going to drive up sustainability, he has already detected a trend in clients wanting to both achieve energy management goals but also create sustainable spaces that improve the wellbeing of occupants.
“When I joined the sector 15/20 years ago, you would go in with a pitch with beautiful drawings, beautiful furniture and workspaces. But by the time you began, that ‘nice parts’ of the project had all gone. Now, however, while clients might be shrinking their workspace, the buy o is making it nicer, so the plants go in, swanky kitchens and breakout spaces go in with better facilities to draw in sta .”
He has also seen the growing utilisation of outdoor spaces, with yesterday’s empty roof top now sporting a bar and astroturf. This in turn links to a greater understanding by clients of providing spaces which support workers’ mental health, which mean enhancing workspace lighting, desking and breakout areas and o ering occupants flexibility in where and how they work.
“We don’t have banks and banks and banks of desks anymore,” says Easton. “We do have great big areas that include breakout spaces, tech benches where people can go lock down for project meeting, banquette seating and comfy sitting for people on their laptops, all very Google 1990s style. We all laughed about it, but here it is, a quiet revolution in how the workplace is designed, built and run and we’re happy to be a part of that.”
14,400
events of falling masonry per year in the UK*
HOUSE OF HORRORS PRESENTS
WHERE DO YOU WANT TO SLEEP TONIGHT?
Mild mannered Building Manager Janet, spent her days not worrying about the outside, choosing to ignore all the tell-tail warning signs, until one fateful, dark and stormy night her façade finally cracked and what lurked beneath was a waking nightmare…
Is your building safe? Are you sure?
If only Janet had spoken to the team at to conduct a full façade survey; her problems could have been avoided...
With a growing backlog of maintenance and repairs, with increasing incidents of injuries from falling masonry, can you afford the financial and reputational hit from a damaged façade?
There are an estimated 14,400 events of falling masonry and debris annually in the UK*, with at least 5 instances of death or serious injury per year**. Could your building be at risk?
In the last 24 months, Thomann-Hanry® has removed over 750kg of loose masonry during façade surveys. With storms predicted to become more frequent and intense, cracked masonry could pose a serious liability.
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.
How Thomann-Hanry® can help you!
With decades of experience in surveying, maintaining, and cleaning commercial façades, Thomann-Hanry® helps prevent potential hazards. We conduct surveys from MEWPs (Mobile Elevating Work Platforms), allowing for close-up inspections and immediate removal of loose masonry, meaning that you don’t have to shroud your building in unsightly scaffolding which also saves you time and money.
Our detailed façade surveys identify hidden issues and key concerns, enabling you to make informed repair or replacement decisions before problems escalate.
HIDDEN DANGERS
Conor
Logan, Technical Director, Colt International on the hidden dangers of neglecting smoke control system maintenance
In September the Grenfell Inquiry concluded with the publication of the Phase 2 Report. Anyone who listened to the summary from the Inquiry led by Sir Martin Moore-Bick should not have failed to have been moved to strive to design, build, manage and maintain buildings better, particularly those buildings where people live. Anyone involved in fire safety in high rise residential buildings that did not listen to the summary, I urge you to do so. Everyone should have the right to sleep in their homes without having to be concerned with whether it has been built properly and with the right materials.
The emphasis now must be to make sure that buildings are designed and built correctly and maintained in good working order.
SMOKE CONTROL ISSUES
From a smoke control point of view, the report highlights failings in the design process, namely not recording adequately the basis for the system design but also the lack of computational fluid dynamics (CFD) analysis to verify the smoke control system performance.
When a smoke control system is designed to a prescriptive requirement, the design is relatively straightforward and the requirements are well defined. Fan assisted sha systems or mechanical smoke ventilation systems (MSVS) for smoke control in lobbies and corridors are generally not prescriptive. This means that the design should take in to account all manner of variables, from the building geometry to the type of fire load and a timeline of events. This is generally termed a performance based’ design and it is normal accepted practice that a designer would verify or validate their design using a CFD analysis.
REGULATORY REQUIREMENTS
Also questioned was the ongoing maintenance of the smoke control system. The Regulatory Reform (Fire Safety) Order in conjunction with the Fire Safety Act is the legislation in place in England and Wales which deals with buildings in occupation, which requires, by law, that all life safety provisions are tested and maintained in good working order. Similar legislation, the Fire (Scotland) Act and the Fire Safety Regulations (Northern Ireland) also apply in other regions.
The basic premise for a smoke control system is that it is tested regularly to ensure it is functioning correctly and maintained by competent professionals.
The responsibility starts with the building manager/FM ensuring the safety
of occupants are a top priority. The responsible person must select and appoint a competent service organisation with the right skills for the system. Smoke control systems are o en complex in nature and frequently concealed from view, o en hidden in walls and ductwork, meaning they are sometimes missed or forgotten. Due to patchy record-keeping, some building managers may not even realise that they have these types of systems installed in their buildings and therefore inadvertently overlook their maintenance and repair.
Smoke ventilation systems are installed in a wide range of building types (most typically multi-storey or larger public buildings like shopping centres) and are designed to protect lives and occasionally property in the event of a fire - ignoring their maintenance can lead to catastrophic consequences.
Smoke ventilation systems are used to remove heat and smoke from buildings during a fire. They keep escape routes clear for people evacuating the building and create access routes into the building safer for the firefighting service and first responders. This enables them to reach those in need and the source of the fire more quickly.
Below we explore the hidden dangers of neglecting smoke control system repairs and why proactive maintenance is essential for any building.
1. Compromised Life Safety
Perhaps the most significant danger of ignoring smoke control system repairs is the compromised life safety of building occupants. Smoke control systems play a vital role in managing smoke and toxic gases during a fire, allowing occupants to evacuate safely and providing time for firefighters to control the blaze. Without properly functioning systems, smoke can spread rapidly, obscuring exit routes and making it di icult for people to escape. In a worst case scenario, this can result in injuries or even fatalities.
2.
Legal and Regulatory Compliance
In England and Wales, as mentioned opposite, building managers must follow the guidance and regulations laid out in The Regulatory Reform (Fire Safety) Order 2005 (RRO). It states that the “Responsible Person” (typically a building owner and/ or operator) must ensure their smoke control systems are always maintained in e icient working order and in good repair. Neglecting smoke control system repairs can lead to violations of these regulations, potentially resulting in legal consequences and fines for those responsible. Moreover,
insurance companies may deny claims if it is determined that the building owner failed to maintain the smoke control system properly.
3. Increased Property Damage
In addition to compromising life safety, a malfunctioning smoke control system can also lead to increased property damage during a fire. Smoke can damage building materials, equipment, and valuable assets, resulting in significant financial losses. A properly functioning smoke control system can help contain the fire and minimise damage, saving both lives and property.
4. System Degradation
smoke control system repairs can erode this trust, as occupants and visitors may become concerned about their safety. A reputation for inadequate safety measures can negatively impact the reputation of the building and its developers, deterring potential tenants, visitors and future business opportunities.
Smoke ventilation systems are used to remove heat and smoke from buildings during a fire. They keep escape routes clear for people evacuating the building and create access routes into the building safer for the firefighting service and first responders. This enables them to reach those in need and the source of the fire more quickly.”
Smoke control systems, like any mechanical equipment, degrade over time due to wear and tear. Ignoring necessary repairs can accelerate this process, leading to more frequent breakdowns and higher maintenance costs in the long run. Regular inspections and repairs can extend the lifespan of your system, ensuring it operates e ectively when needed most.
5. Loss of Public Trust
Building safety is paramount for gaining and maintaining public trust. Ignoring
6. Increased Liability
In the unfortunate event of a fire-related injury or fatality in your building, failing to maintain smoke control systems can increase your liability. Negligence in maintaining safety systems can lead to costly lawsuits and damage your business or organisation’s reputation.
In conclusion, ignoring smoke control system repairs may seem like a cost-saving measure in the short term, but the hidden dangers it poses can have devastating consequences for both life safety and property.
Building managers must prioritise regular inspections, maintenance, and repairs of smoke control systems to ensure they function optimally in the event of a fire. By doing so, you not only fulfil your legal obligations but also safeguard the lives of occupants and protect the valuable assets within your building.
BRIDGE THE GAP
Christian Mabey, Managing Director, Optima Systems says a new approach is needed to help bridge the gap between innovations in workplace design and fire safety
In my role as Managing Director of Optima Systems, I’ve had a front-row seat to the rapid evolution of commercial building design. While our industry has embraced open, flexible spaces and sustainable materials, its approach to fire safety hasn’t kept pace. This disconnect poses a significant challenge, and it’s time for a fundamental shi in how we think about fire safety in today’s buildings.
The commercial buildings of today are far removed from the traditional designs of the past. Open-plan o ices, multifunctional areas, and ‘eco-friendly’ materials are the new standard. Yet, fire safety strategies haven’t evolved alongside these innovations. The wider industry is applying outdated safety principles to spaces that demand new approaches, and this could have serious consequences.
Consider the typical modern o ice—full of glass partitions, open work areas, and expansive atriums. Traditional fire safety measures, which rely on compartmentalisation, may not be as e ective in these settings. The materials we use today, while innovative, might behave unpredictably in a fire compared to more conventional options.
KNOWLEDGE GAPS
This shi in building design has created a gap in industry knowledge. Many professionals—whether architects, contractors, or facility managers—are struggling to keep up with how these new designs impact fire safety. Too o en, aesthetic and functional decisions are made without a full understanding of the safety implications.
I’ve seen firsthand how project teams wrestle with applying conventional fire safety regulations to non-traditional spaces. It’s not a lack of concern for safety—rather, it’s a lack of updated knowledge
and resources to address these new challenges e ectively.
REDEFINING FIRE SAFETY STANDARDS
To close this gap, our industry needs to rethink its approach to fire safety. We need to prioritise the development of testing and standards that better reflect modern building practices. This could involve:
New Testing Protocols: Creating fire safety tests tailored to modern materials and design trends.
Performance-Based Standards: Moving towards flexible safety regulations that can adapt to different types of spaces and the unique characteristics of each project.
Advanced Simulation Tools: Leveraging new technology to predict how fires will behave in unconventional environments.
Proactive steps are needed across the industry, with research and innovation focused on understanding how modern partitioning systems and materials perform under fire conditions. The challenge is to develop solutions that enhance fire safety while maintaining the design flexibility that modern buildings demand.
COLLECTIVE RESPONSIBILITY
Addressing these fire safety challenges demands a unified e ort across the industry. Collaboration is essential, and our focus should be on critical questions such as:
Early Design Integration: How can we embed fire
safety considerations into the very beginning of the design process?
Adopting New Technologies: Which emerging technologies can enhance fire detection and suppression in today’s open-plan environments?
Industry-Wide Education: How can we ensure that all stakeholders are educated about the unique fire safety challenges that come with modern building designs?
The answers to these questions will require collaboration across the industry. By working together, we can create commercial spaces that are not only innovative and functional but also fundamentally safe.
THE ROAD AHEAD
As we look to the future, it’s essential to view fire safety as an integral part of building innovation—not as an a erthought or regulatory burden. Each new project o ers an opportunity to establish safety benchmarks that align with today’s architectural realities.
By fostering collaboration, embracing new technologies, and ensuring that education keeps pace with innovation, we can lead the industry towards a safer, more forward-thinking future. Fire safety in modern commercial buildings presents complex challenges, but with determination and a willingness to adapt, these challenges can be overcome.
Now is the time for our industry to rise to the occasion, ensuring that our commercial spaces are as safe as they are cutting-edge.
LIGHT & AIR
The
design experts at
Dyson on the latest innovations in lighting and ventilation to help support wellbeing at work
We know that prioritising wellness and mental health has become paramount for businesses. Recognising the importance of fostering a happy, healthy, and supportive work environment is encouraging companies to place increased emphasis on these aspects. This strategic focus not only contributes to employee satisfaction but also plays a significant role in talent retention and attraction. Acknowledging that individuals have diverse needs and perceptions regarding wellness and mental health requires employers to remain adaptable to meet their varied requirements e ectively.
CREATING THE RIGHT LIGHTING FOR YOUR WORKSPACE
Lighting is a key component of our daily lives and something we encounter almost everywhere we go - from workspaces and transport hubs to education settings and in our home. As businesses continue to navigate high energy costs, they are always looking for ways to reduce energy consumption across the whole building. Lighting choices play a key role in this.
Natural Lighting: For FMs, bringing the outside in to create a feel of relaxation, productivity,
and creativity remains a key priority. In many workplaces, lighting can feel clinical with a ‘one size fits all’ approach which creates strain on the eyes. Each worker is individual and has individual needs, and by creating bespoke lighting options in individual workspaces, a user can adjust the lighting to suit their specific needs.
Motion activated lighting: Many buildings are now equipped with motion activated lighting, reducing costs, improving energy e iciency and avoiding unnecessary usage. These o er FMs the flexibility to turn o lights remotely at the touch of a button adding an additional level of peace of mind.
Reducing time spent changing light bulbs: Changing light bulbs regularly takes time, investment and organisation. Fluorescent lighting can be ine icient, waste light and use costly-to-replace bulbs, while LEDs can su er from overheating, a ecting their longevity and brightness. Without proper cooling, LED bulbs can quickly overheat causing fading and discolouring. Choose lighting that uses Heat Pipe technology that e ectively cools the LED and protects the light quality as well as enable the user to reliably adjust colour and brightness without flickering bulbs and outages.
AIR PURIFICATION TECHNOLOGIES IMPROVE WELLBEING
With people spending up to 90 per cent of their time indoors, the impact of poor indoor air quality is a universal concern that a ects everyone, and in particular o ice workers. Dyson’s Air Purity Pulse Check found that 90 per cent of the UK public say that air quality in the workplace is important.
Pollutants or Volatile Organic Compounds (VOCs) are emitted from numerous sources including fuels, flooring, cleaning products, and even so furnishings. These micro pollutants are impossible to see but can have an impact on our health, wellbeing and productivity.
With 90 per cent of companies planning to implement return-to-o ice policies by the end of 2024, these shared spaces face challenges related to a potential increase in airborne pollutants. Shortterm exposure to poor air quality indoors can lead to various negative e ects on health and wellbeing. Workers may experience heightened fatigue, di iculty concentrating, and an overall sense of discomfort. Those with respiratory conditions such as asthma may notice an exacerbation of symptoms, including coughing and shortness of breath.
Additionally, poor indoor air quality can contribute to the spread of viruses and respiratory infections.
Studies show that 61 per cent of urban o ices reported levels of air pollution above the WHO guidelines for safe indoor air quality. This data underscores the critical importance of proactively embracing available solutions for air purification in buildings. This should not be seen as a seasonal measure but rather as a year-round necessity. Indoor air quality also influences employee attitudes to their workplace, with two thirds (66 per cent) of the UK public saying they would be uncomfortable working somewhere with poor air quality.
By exploring a range of air purification technologies, it is possible to address risks associated with poor indoor air quality, ensuring that occupants thrive in an environment conducive to both health and productivity. This collaborative e ort between building owners and facilities managers holds the potential to create a working environment that prioritises the health and wellbeing of all.
Be more efficient
Be more effective
Be more compliant
Be more Asckey
Build a tailored FM application that has the flexibility to grow with your business.
FACILIO’S CONNECTED CAFM PLATFORM GETS A BOOST WITH NEW SFG20 INTEGRATION
Property operations so ware firm Facilio has announced a strategic partnership with SFG20, the industry standard for building maintenance specifications. By integrating SFG20's maintenance schedules as accessed through their so ware solution Facilities-iQ into its platform, Facilio is empowering facilities managers to streamline operations, ensure compliance, and optimise building performance. With this, Facilio has become one of the Founding Partners for SFG20’s newly launched Digital Partner Programme.
Key benefits of the integration include:
• Enhanced Compliance: Facilities managers can ensure adherence to SFG20 standards, reducing the risk of audits and fines.
• Improved E iciency: Seamless integration with SFG20’s maintenance schedules, automated workflows and data synchronisation streamline operations, saving time and resources.
• Real-time Insights & reports: FM teams can access real-time reports with valuable insights into building performance, enabling proactive maintenance, better resource allocation and cost optimisation.
The integration of SFG20’s maintenance schedule content into Facilio’s Connected CaFM solution allows users to create Maintenance Regimes, tailor them to site-specific requirements, receive notifications when the standard is updated and then choose when to implement those updates. With this new integration, SFG20 content flows into Facilio’s Connected CaFM platform seamlessly.
https://facilio.com/
MAKITA ADDS A POWERFUL BACKPACK BLOWER TO ITS RANGE
In the latest expansion of its range of outdoor power equipment, Makita has launched the UB004C 36V Battery Backpack Blower. Easy and comfortable to use, the new blower delivers outstanding levels of air volume and blowing force and is powered by the Makita PDC1200 or PDC1500 portable power packs to achieve excellent runtimes.
The powerful and versatile UB004C has a variable speed trigger with cruise control and three speed modes to regulate the maximum blowing force, allowing it to be used for a wide range of applications. In the highest setting it delivers a blowing force of 25 newtons (N) and an air volume of up to 20.9m3 per minute (in boost mode). The UB004C also features a boost mode that provides 28N of blowing force for a limited time.
The UB004C is powered by either the Makita PDC1200 or PDC1500 ‘Connect X’ portable power packs. Using the PDC1500, the UB004C has a continuous runtime of up to 200 minutes, which provides ample trigger time for a typical day’s work. For ease of use, there is a clear and simple to read battery-level gauge on the grip.
www.makitauk.com
WSP OFFICE READY FOR THE FUTURE WITH KOOLTHERM PIPE INSULATION
Kingspan Kooltherm Pipe Insulation and Insulated Pipe Support Inserts have been installed as part of the refurbishment of WSP’s Chancery Lane o ice, moving the building to an all-electric heating system.
The refurbishment began in the summer of 2023 with all 5 floors of the Victorian building being extensively refitted. The M&E specification has been overseen by Essex Services Group and will include replacing the building’s existing gas boilers with roofbased air source heat pumps.
Ace Thermal has overseen the installation of Kooltherm Pipe Insulation and Insulated Pipe Support Inserts on pipework across all levels of the building. With thermal conductivities as low as 0.025 W/mK, Kooltherm Pipe Insulation is one of the most thermally e icient pipework solutions.
Kooltherm Insulated Pipe Support Inserts feature a premium performance phenolic insulation core which helps to minimise heat losses from thermal bridges at regular supports. This can reduce overall losses when compared with lower performing pipe support insulation materials. The insulated pipe support inserts also o er optimal load-bearing capacity, helping to protect against insulation compression to maintain performance over time.
A BIM object for Kingspan Kooltherm Pipe Insulation is freely available from NBS Source.
NORTHWOOD UNVEILS NEW WEBSITE
Northwood has launched a new website – northwood.co.uk – which brings all of the group’s services and brands together in one place. And visitors will be just a few clicks away from where they want to be thanks to a streamlined design and added functionality.
Designed to be even easier to navigate and convenient to use, the new website provides quick access to Northwood’s extensive range of sustainable hygiene solutions, which serve the away-from-home (AfH), retail, trade and cash and carry markets.
Capturing the full capability of the Northwood group and its commitment to sustainability, the new website features a number of away from home brands from Northwood Hygiene Products, including Raphael, North Shore and Whisper, as well as the Hush, Freedom and Rhino brands, which serve the trade market. The site also showcases Northwood Consuma Tissue’s ranges of toilet tissue, kitchen roll and facial tissue which cater for the retail market.
The site provides access to a host of specification sheets which can be downloaded, and a useful Product Finder. There is also a Careers page with details of job vacancies available across the group, which is a Living Wage Employer, operating across 10 UK sites.
www.northwood.co.uk
01952 236 930
21st October
Hilton London Canary Wharf
ALLEGION LAUNCHES NEW FIRE DOOR HARDWARE GUIDE FOR RESPONSIBLE PERSONS
Allegion UK, a leading name in fire safety hardware and manufacturer of ‘Briton’ door controls, has launched a new ‘Fire Door Hardware Fundamentals’ guide, designed to support responsible persons through the latest fire safety regulations and fire door hardware best practice.
The newly published guide draws upon key insights from Briton’s leading industry experts, and in response to the UK’s developing regulatory framework, aims to deliver accessible information on the Fire Safety Reform Programme and the responsibilities associated with fire door safety. Allegion’s guidance details the pivotal issues associated with fire door safety in the current landscape and looks to further raise awareness on the role of fire door hardware, before sharing trusted advice on specification, installation and maintenance.
Now available digitally, electronically and in print, the Briton ‘Fire Door Hardware Fundamentals’ guide intends to assist responsible persons, duty holders and trade professionals by providing the foundations and frameworks needed for planning, delivering and maintaining fire door safety strategies in UK buildings.
Speaking on the launch, Pete Hancox, Country
Manager at Allegion UK, commented: “Fire door safety impacts all of our lives and following the latest period of legislative updates, there has been continued discourse concerning accountability, competence and collaboration. At Allegion, we help keep people safe and secure where they live, learn, work and connect and we believe it’s more important than ever before to understand essential procedures, standards and set guidelines, and in launching our latest Briton fundamentals guide, we’re aiming to bridge the gap between awareness and expertise by providing an invaluable resource to our customers.
“Our experience shows us that fire door safety
NEW CONDAIR RS STEAM HUMIDIFIER
Condair is launching an updated version of its most popular steam humidifier, the Condair RS. As well as a new outer case design, the resistive steam humidifier now incorporates the latest internet-connected technology that allows remote monitoring and troubleshooting by the manufacturer.
Dave Marshall-George, UK & Ireland Sales Director at Condair, comments:
“The Condair RS has long been the industry-leading resistive steam humidifier, with its unique scale collector tank allowing easy removal of limescale from the system. Now with Internet-ofThings connectivity, it once again pushes the boundaries of steam humidifier technology. Customers now have the option to have the manufacturer remotely monitor their humidifier’s performance via the Condair Cloud.
“This cutting-edge technology gives customers the peace-of-mind that their humidity control is constantly being managed with the expertise only the manufacturer can provide. With this IoT option, Condair can now support its customers every step of the way, from initial system design, manufacture, supply and install, all the way through to every-day operation and routine servicing.”
The Condair RS range o ers comprehensive capacities with sizes to suit any project. Steam humidification can be delivered to a duct via a steam lance, as well as directly to a room with a top-mounted or remotely located blower pack.
is o en compromised due to incorrect fire door hardware specification, poor installation and lack of maintenance and providing a broader understanding of these areas has been crucial to our campaign.
Briton experts share extensive knowledge and knowhow in these areas and by applying it throughout this guide, we’re able to deliver a timely and unique piece of literature packed with insightful advice, useful checklists and helpful terminology support.”
To download a free copy of the Briton ‘Fire Door Hardware Fundamentals‘ guide, visit: https://briton. co.uk/en/knowledgecentre/firedoorsafety.html
PLUS DANE HOUSING TRIALLING VERICON SYSTEMS TO MONITOR AND MANAGE DAMP AND MOULD
Intelligent remote monitoring and management technology from Vericon Systems is helping Plus Dane Housing to manage and prevent the harmful e ects of damp and mould across its estate.
Plus Dane is a social housing group that owns and manages more than 13,000 homes across Cheshire and Merseyside, as well as providing support and advice services to help its customers live comfortably in their homes.
As part of a new agreement, Plus Dane has installed Vericon’s Surveyor Cube system, which is specifically designed to identify the root cause of damp and mould issues within a property. The system comprises Vericon’s plug and play boiler control module (BCM) and MultiDOT temperature and humidity level sensors which can be quickly and easily installed throughout each property in a matter of minutes without the need for any specialist knowledge or tools.
The BCM and ancillary sensors can be monitored and managed through Vericon’s dedicated online portal allowing Plus Dane to instantly view and analyse the environmental conditions and status of every home.
Bernard Cook, MD at Vericon Systems, says that the appropriate use of technology is key to improving residents’ welfare: “The integration of connected technology for detecting damp and mould can play a vital role in improving the living conditions of residents and in demonstrating a landlord’s commitment to best practice.”
International multi-service provider Elis has announced the opening of a brand-new laundry facility dedicated solely to the residential care sector. Located in Bridgwater with convenient access to major transport networks, the site specialises in laundering residents’ clothing and personal items, as well as providing flat linen rental items such as bed linen and towels from a network of healthcare sites across the UK.
O ering an e icient and responsive service to care homes of all sizes, across multiple locations, the facility is designed to help customers streamline laundry processes within their establishments.
Elis operates on an industrial scale, with machines designed to process the equivalent of around 8 – 10 conventional loads of washing all in one go. As a result, it can complete an entire batch of care home clothing in an average time of two to three hours, with specialist processes meaning that garments are in safe hands and treated with the utmost care.
Each resident is provided with their own dedicated mesh bags for laundering, with separate bags
available for delicate fabrics. All bags are labelled with the resident’s name and a unique QR code, meaning garments are tracked through the entire laundry process to eliminate the risk of lost or misplaced items.
Residents’ clothing is washed at low temperatures to maintain the integrity of the garments, and the specialist detergents and fabric conditioners Elis uses are designed to launder and disinfect while protecting the fabric and preventing colour run.
In addition, the company’s healthcare sites operate to EN 14065 requirements for the highest standards of infection control, giving peace of mind that flat linen rental items are not just clean, but hygienically clean.
One monthly cost for all services o ers simplified financial forecasting, with no need for capital investment in flat linen items, and care homes could also benefit from potentially lower insurance premiums due to the reduced risk of fire or injury from laundry equipment on site. In addition, using a professionally managed laundry service provider eliminates the requirement for care homes to manage machine hire or maintenance, or deal with
the implications if equipment breaks down.
Helene Jones, Head of Care Homes at Elis UK, comments: “If you are a care home that currently launders in house, you will understand how timeintensive this can be. From collecting garments, loading machines and waiting for wash and dry cycles to finish, to pressing, folding and sorting items before returning to each resident, it’s a never-ending process that requires significant input from your sta .
“There’s also the additional energy consumption and costs to consider. Our new care home laundry service is designed to help customers save time and money. As well as freeing up resources so your sta can focus on delivering exceptional quality care to residents, repurposing areas previously used for inhouse laundry can create additional space which can be utilised for other operational activities, to provide enhanced facilities for residents or to generate additional revenue through increased bed space. As well as processing clothing, we can also provide rental items as part of our service. These include luxurious bed linen and so , flu y white towels perfect for adding a homely touch.”
TORK LAUNCHES GLOBAL EFFORT TO ADVANCE INCLUSIVE HYGIENE IN PUBLIC WASHROOMS
Essity brand Tork has announced its commitment to advancing inclusive hygiene in public washrooms.
Tork aims to explore how public washrooms can be made more comfortable for users and cleaning sta regardless of health conditions, abilities, neurodiversities, general hygiene concerns or stage of life.
Washroom users can be challenged by a range of factors including the inability to access soap and hand towel dispensers, loud noises, lack of privacy or cleanliness.
According to the inaugural 2024 Tork Insight Survey, one in six respondents said they had le a job because of a poor washroom while 26 per cent had avoided a social event because of concerns about toilets access.
INTRODUCING ‘KEEP IT CLEAN’: A NEW PODCAST SERIES FOR THE CLEANING INDUSTRY
Jangro, the UK & Europe’s largest network of independent janitorial and cleaning distributors, is excited to announce the launch of ‘Keep It Clean’, a groundbreaking podcast series that discusses the changing face of the cleaning industry.
Launched on 18 September 2024, this innovative series aims to provide valuable insights, expert interviews, and the latest trends to companies across a range of di erent industries that employ cleaning teams, as well as professionals in the cleaning sector.
A total of 73 per cent of respondents said they feel unsafe if they are unable to wash their hands, while 38 per cent avoid eating or drinking to limit their use of public washrooms. And 44 per cent plan their travel route to ensure access to washroom.
“Comfortable access to public washrooms isn’t just about convenience, it’s a public health need,” said Jenny Logenius, Global Brand Manager, Essity. "Alongside experts and stakeholders, we aim to explore and solve the ways that hygiene in washrooms can be more comfortable for the majority of users.” To learn more, please visit: tork.co.uk/inclusivehygiene
www.tork.co.uk torkcs.uk@essity.com
01582 677570 of
ALTRO’S LATEST SUSTAINABILITY REPORT PUBLISHED
Altro has published its latest sustainability report, providing a comprehensive overview of the company’s ongoing commitment to sustainable practices.
‘Keep It Clean’ is hosted by Kate Williamson, National Accounts Manager at Jangro and features industry leading guests from the Cleaning & Support Services Association (CSSA), Planet Mark, and the Human Tra icking Foundation, amongst others. Over the six episodes, a diverse range of topics are covered including sustainability, legislation, challenges and much more!
Jo Gilliard, CEO of Jangro, comments: “Our goal is to create a resource that is both informative and engaging, communicating detailed benefits, support, advice, and knowledge from within the industry for businesses seeking guidance and a trusted partner, like Jangro.”
Episodes can be accessed on all major podcast platforms, including Apple Podcasts, Spotify, and YouTube Podcasts. New episodes will be released bi-weekly, ensuring a steady stream of fresh content for the audience.
‘Building better futures’ contains detailed information on Altro’s environmental impact and e orts to reduce carbon emissions; initiatives and programs that promote social responsibility within its communities; innovations in sustainable product development and supply chain management; as well as key performance metrics and benchmarks that track the company’s sustainability goals.
Richard Kahn, Altro’s CEO says: “As a family-owned and run company that’s been around for more than a century, many principles of sustainability are embedded in the way we work – taking care of our people and our communities, innovating and challenging ourselves to find better or new systems, processes and products, and working in partnership throughout our supply chain and alongside other manufacturers in our industry.
“I hope this report shows how important those principles are to us here, how hard we’re already working, and our ambitions to continue to build better futures for us all.”
Sustainability Manager David Lever says: “We believe that transparency and accountability are vital to fostering trust and driving meaningful change. This report not only reflects our achievements but also identifies areas where we can improve and sets ambitious targets for the future.”
DAVID CHISNALL JOINS CONDAIR AS AREA SALES MANAGER
Condair has appointed David Chisnall as its new Area Sales Manager for the north of England. David joins Condair with over 25 years’ experience in the HVAC sector, having worked in air filtration and AHU manufacturing sectors.
Dave Marshall-George, Condair’s UK & Ireland Sales Director, comments: “It’s great to have David join the Condair team. He brings a wealth of experience with him, and I’m delighted that he’s now representing Condair in this important sales area covering Yorkshire, Lancashire, Cheshire and some of the surrounding areas.”
David commented: “I’m greatly looking forward to getting to know Condair’s customers and supporting them with their humidity control needs. I’m very happy to be joining the market-leader in the humidity control sector. It’s amazing how many di erent industries Condair works across, for both humidification and dehumidification, and I’m keen to start engaging with our partners across contractors, consultants, OEMs and end-user clients.”
The Condair Group is the world’s leading specialist in humidity control and evaporative cooling, with energy e icient, hygienic and innovative technologies for commercial, industrial and heritage applications. Condair is represented in the UK by Condair Ltd, which o ers system design, manufacture, supply, installation, commissioning, maintenance and spares. www.condair.co.uk
BIDVEST NOONAN LAUNCHES TWINSPACE, ITS ADVANCED DIGITAL TWIN SOLUTION
Advanced scanning technology captures every detail, bringing your facility to life in stunning 4K in a matter of hours
Bidvest Noonan, a leading FM services provider across the UK and Ireland, has launched TwinSpace, its new digital twin technology solution. TwinSpace provides clients with 3D virtual replicas of their facilities to improve training, project management, occupancy planning, and more.
TwinSpace is gaining fast traction, particularly in sectors where training and space utilisation are critical. Its accurate 3D models of facilities allow teams to complete site-specific training remotely. New team members can familiarise themselves with the facility before arriving on-site, ensuring they are well-prepared from day one.
TwinSpace captures precise spatial data to create highly accurate floor plans. These schematic plans include precise measurements and define floor
areas within buildings. This level of detail enables more e ective planning for work schedules, space management, and optimising resource allocation.
The company's TwinSpace technicians can create virtual models for clients within hours, using unobtrusive, lightweight technologies. The models o er an intuitive, user-friendly experience and require minimal onboarding.
Whether visualising a room layout or navigating an entire building, TwinSpace simplifies space analysis and decision-making, providing a realistic view without the need for on-site visits. Embedded resources such as PDFs and videos provide detailed instructions and insights for tenants, maintenance teams, and facility managers, improving overall operational e iciency.
Peter Smyth, Director of Technology and
Innovation, said: "TwinSpace enhances training, supports space planning, and enables better operational decision-making. It equips teams and managers with the critical information they need, whether planning projects or managing day-to-day tasks. This tool is a valuable asset for our customers across all sectors."
Cormac Sheils, Chief Operating O icer, added: "TwinSpace has already made a significant impact, with clients seeing real improvements in training e iciency, space management, and decisionmaking. I'm confident that TwinSpace will continue to deliver exceptional value for our customers."
For more information on TwinSpace visit https://bidvestnoonan.co.uk/twinspace/
ARE YOUR ROADS READY FOR WINTER WEATHER?
With colder weather in our midst, it is essential to keep roads safe by having the storage facility for salt or grit in an easy-access container ready to use in the event of ice or snow.
To help weather-proof your streets, Grit Bins of either 200 or 400 litre capacities are included in Leafield Environmental’s range of street furniture. They are ideal for grit, salt or general storage and are made with an extremely hard-wearing premium plastic material.
As standard, the Grit Bin’s extra strong lid has double wall edges, a moulded-in ‘GRIT SALT’ sign, and a fork-li space for easy manoeuvrability. Custom signage, labels, or crests are available as an optional extra.
Leafield Environmental is an award-winning UK manufacturer of premium litter and recycling bins, and street furniture.
For more information about Leafield’s products, visit www.leafieldrecycle. com, call 01225816500 or email recycle@leafieldenv.com
www.leafieldrecycle.com recycle@leafieldenv.com
01225 816500
KIMBERLY-CLARK PROFESSIONAL™ LAUNCHES WYPALL® MIDI-ROLL 2-IN-1 READY TO USE PORTABLE DUAL WIPER DISPENSING SYSTEM
Expanding its leading range of WypAll® cleaning and wiping products, KimberlyClark Professional has launched its latest surface wiping solution the WypAll® Midi-Roll, developed to meet the hygiene and e iciency needs across all segments of industry and manufacturing.
An innovative 2-in-1 solution, the WypAll® Midi-Roll wiping and cleaning system consists of a one of a kind portable, ready to use single sheet dispensing from both central and side feeds. Users can select the right wiper according to their task, with three options from the WypAll® X non-woven wipers range.
The dual wiper distribution system by Kimberly-Clark Professional™ is housed in an innovative lightweight dispensing box with integrated handles, which is liquid-resistant thanks to a varnish coating that protects it from water, oil and grease.
“The WypAll® Midi-Roll has been designed to ensure optimal hygiene, while maximising productivity, improving costs and minimising the environmental impact by reducing waste,” explains Nataly Scarpetta – UK brand and customer Marketing Manager. “In use with WypAll® X wipers, the side feed sheet by sheet dispensing can reduce up to 15% reduction in paper consumption.”
AYLESFORD ELECTRICAL GAIN TWO FINALIST SPOTS IN ELECTRICAL INDUSTRY AWARDS
Aylesford Electrical Contractors Ltd has been shortlisted as a finalist in two categories at the highly respected 2024 Electrical Industry Awards. The company has secured finalist places for EV Charging Installation of the Year and Contractor of the Year, marking a significant achievement for the UK electrical specialist.
The Electrical Industry Awards, now in its 32nd year, are an annual celebration of excellence within the electrical industry. They recognise outstanding professionals, innovative technical achievements, and exemplary collaboration across the supply chain. The awards highlight proactive approaches to industry advancements.
Philip Friend, Director of Aylesford Electrical Contractors commented: "We are thrilled to be recognised as finalists in two categories at such a prestigious event.
Being shortlisted for both EV Charging Installation of the Year and Contractor of the Year is a testament to the hard work, expertise, and dedication of our entire team. At Aylesford Electrical, we pride ourselves on our approach to sustainable infrastructure and expertise in delivering cutting-edge solutions, whilst providing the highest level of service."
The winners of the 2024 Electrical Industry Awards will be announced by BBC presenter Sarah Keith-Lucas at a special on-line ceremony at Noon on 24th October.
DULUX UNVEILS TRUE JOY™ AS ITS COLOUR OF THE YEAR 2025
For 2025, Dulux is asking architects, specifiers and designers to embrace yellow and infuse a sense of optimism, pride and imagination into their projects. As a guiding light to introduce these bold, positive shades to clients, the paint manufacturer has announced True Joy™ as its Colour of the Year for 2025, which is complemented by three versatile ColourFutures™ palettes: Bold Colour Story, Human Colour Story, and Proud Colour Story.
Over that last two decades, the Dulux Colour of the Year has been chosen through extensive trend research by Dulux colour experts and international design professionals. The 2025 selection, True Joy™, is a bright and positive yellow that reflects people’s desire to break free, reset, and create something new and exciting. As well as embracing True Joy™, Dulux is also encouraging designers to share the joy of yellow and help clients to leap out of their comfort zone - and feel confident in doing so.
To support specifiers and provide additional guidance on the use of True Joy™ Dulux has created the Dulux Trade Colour of the Year 2025 Specifier Guide which includes mood boards that can be used to help create the perfect space across any sector. Architects, specifiers, and designers can also use the Dulux Trade Colour Schemer https://specifier.duluxtradepaintexpert.co.ukfor colour inspiration or to create specifications for projects.
NEW CIO AT SODEXO UK & IRELAND
ERIC WRIGHT APPOINTS FACILITIES MANAGEMENT MD
Marc Cooper has been appointed as the new Chief Information O icer (CIO) at Sodexo UK & Ireland.
The appointment plays a key role in delivering the company’s ambitious plans for tech, data, and digital innovation.
Cooper joins Sodexo with over 20 years of experience in leading digital and technology transformations for companies across a wide range of sectors, including food service, telecommunications, travel, and financial services. His background includes senior leadership roles at global brands such as McDonald’s, EE, Epson, and British Airways.
As Senior Director of Global Digital Product & Experience at McDonald’s, Cooper oversaw the development and management of global digital platforms, leading strategies that significantly boosted app sales and enhanced customer experiences across various channels.
NEW DIRECTOR HIRE AT PARETO
Elizabeth Lyon has been appointed to the role of Strategic Relationship Director at Pareto FM.
Lyon, who joins the business with over a decade of experience in the FM sector, will play a key role in driving business growth and strengthening client relationships.
Lyon’s career began on the Mitie Graduate Scheme in 2012, where she quickly advanced through various roles in operations and business development. Most recently, she contributed to the growth of Hemlow Ltd. by expanding its M&E services in the Midlands and North regions.
about Lyon
Speaking about her new role, Lyon said: “Joining Pareto is an exciting opportunity for me to work with a company that truly values innovation and client-centricity. I am eager to contribute to our shared vision of excellence and to help drive Pareto’s continued success in the market.”
Eric Wright Group has appointed Ryan Pearce as Managing Director of its Facilities Management division to spearhead the business’ strategic growth phase.
Pearce has over 20 years’ experience in the FM industry having held leadership roles with organisations including Tetratech, where he led the asset and facilities division for the EMEA, and EQUANS – (formally ENGIE UK & Ireland), where he was Regional Partnerships Director, overseeing contracts worth over £100 million.
Eric Wright Facilities Management specialises in the healthcare, education and general workspace sectors and has an ambitious development plan to expand its operations across the North of England, with manufacturing and local authorities identified as two key growth areas for the business.
The division currently employs over 350 people and is looking to further increase its headcount, recruiting for positions ranging from business development and procurement to general operatives.
Looking for FM candidates?
• Cost-e ective recruitment advertising
• Exposure to over 25,000 FM professionals
• Package deals
• Includes social media promotion
• Advert can run until position filled –no fixed term
• Listings from as little as £250
FLEX NOT LESS
Employers might need to rethink their approach to the work week and consider the benefits of greater flexibility to improve productivity says Lucy Bisset, Director of Robert Walters North
The days of the traditional work week may be numbered, with a staggering 76 per cent of UK professionals expressing dissatisfaction with the current 40-hour workweek model according to research from talent solutions firm Robert Walters.
Research revealed that 51 per cent of professionals believe a switch to a four-day week could significantly enhance their productivity. Since 2022, over 23 countries (incl. UK, Ireland, Spain, United States, UAE) have trialled the four-day week. While it may seem
LATEST JOBS ON FMJ
FACILITIES ADMINISTRATOR
Salary: Up to £26,000 per annum
Location: London City
https://bit.ly/3Y4NnrM
PFI FACILITIES MANAGER
Salary:£39k - 40k per year
Location: Edinburgh
https://bit.ly/4eQsypD
HEAD OF FACILITIES
Salary: £60k - 70k per year
Location: Wembley
https://bit.ly/4duiTE2
like an attractive alternative – it isn’t without its faults and an approach that will fit with every business model. Indeed, a downside from the four-day week trial found that 28 per cent reported either working more hours, or no change to the hours spent during a five-day week.
Nevertheless, there is no doubt that work needs to be done to improve productivity – with almost half (46 per cent) of UK companies having reported a rise in productivity-related challenges over the past year.
But the four-day week may not be the silver bullet solution. Greece recently went against the grain, by giving employers the option to extend their o ice’s working week to 48 hours or six days as a way of tackling labour productivity issues.
In the UK, when asked by Robert Walters, 28 per cent of UK employers said they’d consider extending the work week to bolster productivity while the majority (82 per cent) of professionals would leave their employer if such changes were implemented.
This stark contrast underscores the urgency for employers to understand and embrace their employees' needs for more flexible work arrangements. While a six-day week is unlikely to be on the UK’s horizon, the question of whether more or fewer working days are the answer does remain hotly contested.
DWINDLING ENGAGEMENT
According to Gallup, the UK’s engagement rate comes in at a meagre 10 per cent (13 per cent below the global average), with the country losing over £32 billion in productivity in 2023 alone. High levels of engagement are linked to increased productivity, profitability and sales, emphasising the need for
employers to rethink their traditional work week structures.
These engagement rates are worrying and must be addressed immediately, which is why improving communication is a good place to start. Employers can ask their employees about when they feel most engaged and productive and focus on how they can improve or adapt the workplace environment according to this feedback.
Another technique is placing a greater focus on boosting employee wellbeing such as having dedicated wellbeing days, providing retail vouchers and subsidised gym memberships – initiatives that can help boost employee wellness and demonstrate you care for your workforce on a human-level.
CHANGING THE WORK WEEK
Change, in some form, is on the horizon. Our survey showed that an overwhelming 84 per cent of professionals predict significant changes for the 40-hour work week over the next 20 years. Whether it's a complete overhaul, small incremental changes or increased flexibility, the work week as we know it is poised for transformation.
Significantly, it found that over a third of professionals (38 per cent) believe that more flexibility would be the answer to boosting engagement and productivity levels.
This is not to say that employers must allow all their employees to remote work or clock in whenever it suits them. However, allowing more flexibility around starting and finishing times to help members of sta with care responsibilities - e.g. who must fit the school run into their daily schedules - can help improve engagement levels at work.
Currently – according to Robert Walters newlyreleased Benefits Guide (surveying over 3,000 professionals) – 85 per cent of companies o er employees flexible working options, whilst 54 per cent of companies also o er flexible work times.
EMBRACING FLEXIBILITY
Flexibility is something that is not only valued greatly by professionals, but it is increasingly expected as a given. However, we must be careful when casting blanket assumptions on the state of flexible work – an organisation’s capacity to improve or install flexible working as a main working model depends on various factors from the industry it operates within, to the tasks professionals in certain roles must complete.
While advocates of the five-day, 40-hour work week may be relieved for now that it isn’t going anywhere just yet, employers should test what works best for employees to ensure sta can maximise their week, without missing out on valuable hours of work.
If I can provide one key teaching from our research around this topic, it’s that employers must keep flexibility front-and-centre, ensuring they create work environments that not only foster productivity but also promote employee satisfaction and engagement. The successful businesses of the future will be those that can strike this delicate balance.
MARSHALLING TRAINING
Gary Ellis, Director at CE Safety explains the importance of fire safety training for sta , particularly designated fire marshals
Under the Regulatory Reform (Fire Safety) Order 2005, it’s a legal requirement for all sta to have undertaken fire safety awareness training. But beyond this, it’s also extremely important for all organisations and workplaces to have designated fire marshals or fire wardens who have received additional training. When everyone in the organisation has received some level of training, it makes an evacuation in the event of a fire a much smoother, faster and safer process. One of the most dangerous aspects of a fire is how quickly it can spread, which is o en underestimated by people who have not been trained in fire safety. Studies have also shown that when asked if they would evacuate through a smoky area, as many as 65 per cent of people said they would, even though smoke inhalation is extremely dangerous and can cause major injuries. People who have been trained in fire safety understand how serious the risks are, helping them stay safe as they evacuate.
FIRE SAFETY AWARENESS TRAINING
Fire safety awareness training will teach
everyone in your organisation the basics of this important topic. Your team will learn about common causes of fires and precautions that need to be taken. It should cover the use of fire extinguishers and other firefighting equipment, how to conduct a safe evacuation, including what to do when the fire alarm sounds, and the location of your workplace’s assembly points. This should include how to use fire doors to maximise the safety of all employees and visitors.
Fire doors are one of any workplace’s most important fire safety tools. At CE Safety, we recently conducted some research into UK workers’ experience of fire doors at their workplace, as well as their knowledge of how these safety measures work. We were concerned to find out that over a third (34 per cent) of our survey respondents did not know how a fire door should be kept when not in use. Although an internal fire escape door needs to be either kept closed or fitted with a door release unit that will hold the door open and automatically close it at the sound of a fire alarm, 41 per cent of people said they had seen a fire door propped or wedged open at
their workplace.
The survey asked about the training people had received at their workplace and it was worrying to hear that 35 per cent said they had not been shown the fire exit route out of their building, including the location of the final fire exit door. A final fire exit door di ers from an internal fire exit door in that it is designed to be the point at which you exit the building, and it should never be locked while people are inside.
FIRE MARSHAL TRAINING
Fire marshals have an increased level of responsibility in any workplace when it comes to fires, leading both evacuations and drills. Also known as fire wardens, there should be at least one person in this role for each floor of your workplace. There may need to be more if it’s classed as a medium or high-risk workplace, which include the presence of flammable materials or a complicated building layout. Remember as well that you need to factor in sickness, holiday and di erent shi patterns, to make sure that there will always be enough fire marshals on site.
It is a legal requirement that all fire wardens undertake su icient training. People who attend fire marshal training will come away with a deeper understanding of fire regulations, as well as receiving practical training on their role in an emergency helping everyone evacuate the building. Not every training provider includes hands-on practice with fire extinguishers, but this is something we o er at CE Safety. Under the Regulatory Reform (Fire Safety) Order 2005, only “competent sta ” who have received adequate training in the use of fire extinguishers are permitted to use them.
Fire marshals’ work extends beyond the evacuation itself, and involves checking that fire doors, fire extinguishers, break glass call points, emergency lighting and everything else that keeps your workplace safe in the event of a fire are all in good working condition.
In our survey on fire doors, we also asked workers to identify issues that would a ect how well a fire door works. Fi y-seven per cent of respondents correctly identified cracked glass as an issue, and 43 per cent said the lock being removed would be a problem, as this would allow toxic smoke to travel through the door.
While our recent research focused on fire doors, there are of course so many other important aspects of fire safety. Every workplace needs its own risk assessment and evacuation plan, that considers the people who use the building and any additional training and support they may need to deal with an emergency.
BESA training aims to inspire future building services engineers
The Building Engineering Services Association (BESA) has launched a training programme to help building services firms work more closely with schools and inspire future generations of building services engineers.
The BESA School Engagement and Engineering Discovery (SEED) Programme is fully funded by the Association and was developed by the school’s engagement specialists Built Environment Skills in Schools (BESS) which has worked with more than 4,000 schools across the UK.
The 12-week programme is designed to give engineers and business owners the skills and knowledge they need to engage e ectively with their local schools and promote career opportunities in the building services industry.
“This is a groundbreaking exercise for our industry and an opportunity not to be missed,” said BESA’s Head of Skills & Policy Stuart Rattray. “Early adopters can demonstrate their commitment to education and community involvement which will boost their reputation.”
Carlisle announces national recognition agreement with RMT Union
New apprenticeships for England in Government overhaul
The Prime Minister Sir Keir Starmer and Education Secretary Bridget Phillipson have announced a new growth and skills levy which will replace the existing apprenticeship levy and include new foundation apprenticeships.
These new apprenticeships will give young people a route in to careers in critical sectors, enabling them to earn a wage while developing vital skills.
The new levy will also allow funding for shorter apprenticeships, giving learners and employers greater flexibility over their training than under the existing system – where apprenticeships must run for at least 12 months.
The training eligible for funding under the new levy will develop over time, informed by Skills England’s assessment of priority skills needs.
To fund this, employers are being asked to rebalance their funding for apprenticeships, asking them to invest in younger workers. This will also involve businesses funding more of their level 7 apprenticeships – equivalent to a master’s degree and o en accessed by older or already well qualified employees – outside of the levy.
The Department for Education will set out further details on the scope of the o er and how it will be accessed in due course.
Over a quarter of UK employers have been ghosted by new recruits
Carlisle Support Services has announced a national voluntary recognition agreement with Rail, Maritime and Transport Workers (RMT) Union, the first of its kind within the outsourced industry, to foster a joined-up vision of improving industrial relations and employee wellbeing. This agreement also comes at a time when the new government has confirmed its intention to move towards a nationalised Railway under the control of Great British Railways. Carlisle already has several local and contract specific union recognition agreements and says this new national agreement will bring forward a more structured and considered approach to matters that will a ect all Carlisle employees working within the UK rail sector.
As an established people services supplier to 14 of the UK’s Train Operating Companies (TOCs), employing over 2,400 people in the rail sector, Carlisle sees this agreement as a continuation of its proactive approach in ensuring employees’ voices are heard and remain key as the company navigates the evolving landscape of the rail industry.
More than a quarter (27 per cent) of UK employers who have attempted to fill vacancies in the last 12 months have had new starters fail to turn up on their first day at work, commonly referred to as being ‘ghosted’, according to new research from the CIPD and Omni RMS. The findings from the latest Resourcing and talent planning report also show that 41 per cent of employers who recruited candidates in the past year have experienced new employees resigning within the first 12 weeks of work.
In response, the CIPD and Omni RMS are calling on employers to keep candidates engaged throughout the recruitment process, to ensure they’re committed to the role and have realistic expectations. The report also highlights the importance of investing in e ective onboarding for employees, to give clarity and support to new recruits as they adapt to the organisation and their new roles.
This latest research comes in the wider context of a competitive labour market, where many employers report that it has been more di icult to recruit and retain talent over the past year.
Employers have also been looking at ways to attract candidates. Increasing flexible working opportunities (35 per cent) and ensuring a competitive pay and benefits package (34 per cent) were the most common actions taken to improve employer brand in the last year. Public sector organisations were more focused on promoting their values (41 per cent) than pay (16 per cent).
Claire McCartney, Policy and Practice Manager at the CIPD said: “Competition for candidates remains fierce, particularly for senior and highly skilled roles. Recruitment and retention strategies should be a key focus for organisations if they want to appeal and hold on to employees in a competitive labour market.”
