Facilities Management Journal September 2023

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

Assistant Editor & Social Media Development

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

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

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

Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP

Charles Siddons, Head of Operations, NHS Property Services

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

Ian Wade, Head of UK Estates, British Medical Association

Lucy Hind, Senior FM Lecturer, Leeds Beckett University

Marie Johnson, Head of Workplace & Wellbeing, Nominet

Paul Cannock, Head of the Estates and Facilities Management Department, European Space Agency

Russell Wood, Facilities Manager at Dentsu Aegis Network

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

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

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

Stephen Bursi, Facilities Lead, BAE Systems

Wayne Young, Facilities Manager at DB Cargo (UK)

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In the case study (page 24) we present the main findings of a report by workplace design and build company Interaction into the rising expectations of o ice tenants who are themselves responding to heightened sustainability expectations from occupants.

This supports recent research from property analytics so ware firm, CIM, which found that following the rise of hybrid working, companies are willing to pay higher rents for more sustainable corporate o ice space. To learn how feasible this could be in practice, the FM Clinic (page 20) asks whether the sustainability attributes of buildings should be enhanced to command a rent premium or should there already be a stronger requirement for standard sustainability requirements?

As architect Mitakshi Sirsi rightly points out, the answer ultimately depends on how much a company values its workplace. She advises that employers are demanding compact spaces with ample daylight, enhanced collaboration zones, flexibility, reduced energy expenses, intelligent technology, improved indoor air quality, and ventilation. As the interaction study proves, that’s a lot more pressure to provide sustainable spaces.

We delve into the wider definition of sustainability with the update on page 28 on the SFMI’s 23 environmental, social and governance (ESG) assessment criteria. This now focuses on a range of wellbeing, biodiversity and carbon related initatives. Significantly the report finds that FM is increasingly playing a part in wellbeing, not just for employees and long-term contractors, but also for tenants and customers.

If how the workplace environment is set up has such a huge impact on wellbeing and ultimately organisational performance, then increasing demands by tenants for landlords to provide the best quality o ice environment makes perfect sense.

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

sara.bean@kpmmedia.co.uk

September is back to school time - and in this month’s edition we’re reflecting that with a look at ways of motivating workers back into the o ce.

NEWS & ANALYSIS

FMJ NEWS

06

THIS MONTH...

FEATURES

This month’s summary of everything that has hit the headlines in the FM sector.

ASSOCIATION NEWS

08

The latest news and views from membership organisations.

ADVICE AND OPINION

CASE STUDY

14

OPINION

WINTER PREP

32

With the clocks changing next month (October), signalling the end of summer for another year, winter-proofing gardens and other outdoor spaces becomes top priority for UK-wide estates teams. Kärcher UK’s Daniel Took o ers advice.

INTERVIEW

34

FMJ catches up with Angus Brydon and Antony Prentice, almost one year since workplace caterer BM appointed them Co-Managing Directors to lead the next phase of the company’s journey.

ACOUSTICS

24

In the shi ing power balance between commercial property owners and tenants, Hayley Blacker from workplace design and build company Interaction reveals the most sought-a er o ice facilities.

SUSTAINABILITY

10

Is carbon o setting still a viable option for businesses to achieve net zero says Sally Phillips, Director of Corporate and Strategic at npower Business Solutions.

COMMENT

12 Jill Wood, Managing Director at Signum FM, argues that neglecting maintenance tasks to save money in the short-term isn’t a sensible solution to the cost of living crisis.

COMPLIANCE

28 Sunil Shah, MD of Acclaro Advisory and the SFMI on ways the SFMI Sustainability Benchmark has elevated wellbeing, biodiversity, and ED&I to help drive transformative change.

38

Whether ceilings or walls, acoustics are a key factor in the design and management of o ices to ensure a happy and productive workforce.

40 RSK Acoustics Associate Director Thomas Goose explains how facilities managers can adapt their o ice spaces to handle the demands of more flexible working patterns.

BMS

42 Mike Darby from Demand Logic explains the advantages of using optimised Building Management Systems solutions to help reduce carbon emissions in buildings.

MIFM

44 New product and service launches and company news from the FM industry.

Next Edition

14

HSE’s fatal injury statistics for 2022 to 2023 suggests a disheartening stagnation in the ongoing e orts to reduce work-related fatalities in the UK writes Nick Wilson, WorkNest.

FAST FACTS

FM CAREERS 54

PEOPLE

16

There is a greater understanding of the impact air quality has on occupant health and performance says Tyler A. Smith, Vice President, Healthy Buildings, Johnson Controls.

BLOG & SOCIAL MEDIA

51 Find out who’s moving where in the facilities management profession.

RECRUITMENT

18

The journey to net zero is a path which the entire world must walk together says Sarah Hotchen, MD of NG Bailey’s Facilities Services.

FM CLINIC

52 Emma Thornton of facilities management recruitment experts 300 North makes the case for skills-based recruitment, including personality profiling in the FM Sector.

TRAINING

In the October issue we visit 8 Bishopsgate in the City of London, where occupants are being provided with a connected digital platform that o ers smooth communication between them and the place they work. We report on the latest FM so ware that can help customers digitise their building assets and services; and learn about the opportunities o ered by smart, data-rich lighting systems and the role played by established global standards such as the Digital Addressable Lighting Interface (DALI®).

20

Should the sustainability attributes of certain buildings be enhanced to command a rent premium or should standard sustainability requirements be required to encourage retrofitting within the built environment?

53 We can’t have a retrofit revolution without closing the green skills gap believes Tom Hoines, Director of Reed Environment.

CAREERS NEWS

54

A brief roundup of the latest careers news in the facilities management sector.

We present examples of innovative, best-practice approaches to grounds maintenance which support the built environment in achieving net zero. And with a report by the SFMI warning that “water management is a challenge that can o en be side-lined in pursuit of other agendas”, a look at innovations in water management that can help address this shortfall.

sara.bean@kpmmedia.co.uk

To register for your free copy of FMJ visit fmj.co.uk

LEGAL VIEW

DECARBONISATION OF PFI PROJECTS

Caroline Mostowfi, Partner and Head of Infrastructure and Projects, Devonshires Solicitors

The net zero agenda cannot be ignored. This applies not only to new projects but also within longer term contracts. Operational PFI Projects are no exception to this. Recently the Infrastructure and Projects Authority issued guidance for decarbonisation of current projects. Whilst all progress towards decarbonisation and net zero should be lauded, the guidance prompts questions regarding the practicalities of implementing changes to public buildings and infrastructure within PFI projects and the contractual mechanisms required, which can similarly apply to other public-private partnerships.

PFI projects are, by their nature, contractual juggernauts. Trying to apply best practice to projects that are notorious for having meticulously drafted 20-30-year contracts, will be no mean feat, particularly given that most of them were put together before the advent of the net zero agenda. Parties will need to be familiar with their contracts and the practical implications of changes which may impact service delivery and, in certain cases, the potential need to fit in with a wider strategy of what happens to assets upon and following expiry of the project term.

The guidance, derived from a cross sector working group, will undoubtedly require buy-in from some private sector partners. Anyone involved in FM of PFI projects should be aware of the best practice being advocated to authorities and potential responses (pro-active and reactive) which can be taken by contractors.

The two key steps, as with any evolution of a project, are inevitably formulating and agreeing a plan and then implementing the best option. The first step will be to analyse the current position which requires informative data, contract reviews, engagement of stakeholders and identifying options to ultimately formulate a plan. The second step is implementing and delivering the final plan. Whatever change is anticipated there may well be a works element and a services element to be considered in seeking net zero.

With the advent of this guidance authorities will undoubtedly look to scrutinise existing maintenance and lifecycle requirements to see if changes can be achieved through the current contract. Beyond that, they will need to consider making a change to the existing contract. A change procedure will provide a mechanism for making changes to a project but it is worth bearing in mind that some earlier contracts may not contain sufficiently effective mechanisms. Even for those with more developed mechanisms, they may not be the most appropriate for delivering decarbonisation initiatives given that change mechanisms were originally drafted to deal with all manner of changes to a project.

In most changes of this nature, the change mechanism processes would be triggered by a request for a change issued by the contracting authority, eliciting a response from the contractor with an outline proposal to address the change. There is then a further response from the authority followed by the submission of detailed proposals by the contractor. When agreed, the change is then implemented by way of a Deed of Variation. A Deed of Variation will not only impact the overarching Project Agreement but may also trigger requirements for ‘funder consent’ (i.e. approval by Lenders) and variations of subcontracts.

While parties to contracts should familiarise themselves with the contractual change mechanisms, through softer joint working and collaboration, it could be that a more optimal procedure and process can be agreed between the contracting authority and contractors to effect a change, which may then be codified.

Funding and the costs of changes, coupled with an authority’s need to demonstrate value for money will be a very real consideration in pursuing decarbonisation of projects. From the viewpoint that decarbonisation is necessary and that all parties should have net zero aspirations, could the promotion of decarbonisation of existing projects see the public sector paying handsomely for changes, which in many cases would need to be initiated by them? From a contractor perspective, is there a chance that anything outside of existing lifecycle and maintenance commitments, falls into the ‘too difficult’ box and instead attention is focussed on achieving targets via new buildings, rather than on existing buildings and assets within the strictures of pre-existing PFI/PPP projects?

CIBSE WELCOMES PUBLICATION OF MAJOR CHANGES TO BUILDING REGULATIONS

The publication of new regulations for Higher Risk Buildings (HRBs) and the major changes to the Building Regulations that will enable further elements of the Building Safety Act to be fully implemented in England on 1 October 2023, have been welcomed by the Chartered Institution of Building Services Engineers (CIBSE).

The changes, which implement what has previously been set out and consulted upon, will “fundamentally reform the way that design and construction appointments are made” says CIBSE. It added these reforms are “another welcome step on the road to rebuilding trust in the construction and operation of all our building stock following the Grenfell tragedy and another step on the road to building a safer future”.

Building Regulations (Amendments etc) (England) Regulations 2023 introduce new dutyholder and competence requirements for both practitioners and clients. Part 2A includes 17 new regulations covering the duties, competence and behaviour of clients, designers and contractors.

Part 2A also creates the new roles and duties of the principal designer and contractor which apply to all buildings.

For those responsible for managing an occupied HRB or for managing building work in or to create a new HRB, there are two new sets of regulations. The Building (Higher-Risk Buildings Procedures) (England) Regulations 2023, which sets out the new building control system for HRBs. While the Higher-Risk Buildings (Management of Safety Risks etc) (England) Regulations 2023 cover aspects of the operational management of all HRBs in occupation. The regulations revise the rules for deposit of plans and further embed energy related procedures into UK law. They also strengthen Regulation 38 on the provision of fire safety information, which applies to all building work.

IS WORKING FROM HOME HARMING OUR HEALTH?

According to new research from global food services firm, Compass Group and global market intelligence agency Mintel, UK employees who work from home are more likely to eat indulgent foods, snack between meals, and work longer hours than their workplace-based colleagues.

Analysing insights from 35,000 workers across 26 countries, Compass Group’s Global Eating at Work Survey 2023 found that the vast majority of workers in the UK recognise the productivity, health and wellbeing benefits of maintaining a healthy diet during their working week. However, despite this, more than half of the UK workforce say they struggle to maintain healthy diets whilst at work, with employees who work from home finding it hardest to resist temptation.

Fi y-two per cent of UK home-based and hybrid workers admit regularly eating indulgent foods during their working day.

In contrast, two thirds (67 per cent) of UK hybrid workers said they make a concerted e ort to eat more healthily on days when they go into the workplace, while calling for more guidance and support from their employers to achieve this. Sixty-five per cent of employees with a sta restaurant expect food outlets in the workplace to help them make healthier choices.

The research also revealed that UK employees who work from home report having more frequent and higher quality breaks than in the workplace, with 57 per cent of hybrid workers saying they can truly relax during breaks at home compared to 44 per cent for breaks in the o ice. However, six in 10 UK hybrid workers said they tend to work longer hours when working from home, while 60 per cent of home-based workers eat lunch alone.

FIRST BRITISH STANDARD FOR INDOOR ENVIRONMENTAL QUALITY GETS THUMBS-UP

IoH launches industry mental health at work toolkit with charity Mind

The Institute of Hospitality (IoH) has joined forces with Mental Health at Work, a programme curated by Mind, to produce a toolkit which provides a range of resources to help individuals across the industry tackle mental health issues in the workplace, including information on financial wellbeing, how to deal with stress, and more.

The new toolkit is being launched following a survey by Burnt Chef, which found eight out of 10 (84 per cent) people had experienced mental health issues within their career, and 46 per cent saying they felt uncomfortable discussing their health concerns with their colleagues.

These factors, intersected with lower wages in hospitality at entry level in comparison with other industries, can influence autonomy and choice.

Hospitality workers living in UK cities must negotiate late finishes which compromises safety coupled with the rising cost of living.

Speaking about the partnership, IoH CEO Robert Richardson said: “We are delighted to work with Mental Health at Work. Mental health issues continue to be a major part of everyday life in the industry. And while the conditions and working practices across the industry have improved in recent years, there is still a great deal of change required. This latest initiative in conjunction with Mind is all part of the change needed. However small it may seem; this mental health toolkit moves us in the right direction and is available to everyone in the hospitality industry to access.”

To find out more visit https://bit.ly/45Tzo95

DATES FOR THE FM DIARY

07 SEPTEMBER 2023

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

13-14 SEPTEMBER 2023

RWM Letsrecycle Live NEC, Birmingham www.rwmexhibition.com

17-19 SEPTEMBER 2023

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

19 SEPTEMBER 2023

Thecreation of the first British Standard for health and wellbeing in buildings has been welcomed by the Building Engineering Services Association (BESA).

BS40102 (part one) gives recommendations for measuring, monitoring, and reporting indoor environmental quality (IEQ) in all types of nondomestic buildings. It includes an evaluation and rating system for air quality, lighting, thermal comfort, and acoustics.

The evaluation will give building managers a benchmark score to help them identify areas of below par performance so they can plan improvements and include IEQ measures in any retrofit and renovation work to improve the health and well-being of occupants.

Swansea-based environmental and building services firm, EFT Consult, played a key role in the creation of the standard as it laid the groundwork through its development of a publicly available specification (PAS 3003) prompted by the 2015 Wellbeing of Future Generations (Wales) Act.

EFT, which is a member of BESA’s Indoor Air Quality (IAQ) group, was developing the PAS with the British Standards Institute when the COVID-19 pandemic struck highlighting the role played by poor quality indoor environments in the spread of viruses and other airborne contaminants. As a result, BSi decided to fast track and elevate the PAS to a full British Standard.

The standard was also partly inspired by the widespread realisation that building retrofit work carried out to improve energy e iciency had, in many cases, led to poorer quality ventilation.

To meet the new standard organisations will need to tackle conditions that have a direct impact on human health including humidity, and excessive levels of CO2, CO, NO2, volatile organic compounds (VOC), airborne particulates and mould.

BESA IAQ Group Chair, Nathan Wood, said: “This new British Standard is an important step forward in our ongoing battle to get the government and building owners to focus more attention and investment on the indoor environment.

“Setting IEQ performance benchmarks will make it easier for facilities managers to target problem areas and demonstrate how conditions directly a ect health and productivity. However, we must continue to keep pushing standards upwards as current government targets do not reflect the latest WHO guidance and lack real ambition.”

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

22-26 SEPTEMBER 2023

International Security Expo Olympia, London www.internationalsecurityexpo.com

03-05 OCTOBER 2023

UK Construction Week Birmingham NEC Birmingham https://www.ukconstructionweek.com

10-11 OCTOBER 2023

FM Technology Forum Radisson Hotel, London, Heathrow https://bit.ly/3R1XZog

18 OCTOBER 2023

Workplace Trends: The O ice As A Desired Destination Cavendish Conference Centre, London https://workplacetrends.co

18-19 OCTOBER 2023

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

22-23 NOVEMBER 2023

EMEX: The Net Zero & Energy Management Expo ExCeL, London

https://www.emexlondon.com/

GET MOVING ON SUSTAINABILITY

uman activity is changing our climate and each week the existential threat grows more alarming. If we are to avoid catastrophe, we - the Institute and the workplace and facilities management (WFM) profession - must work together and act now before it’s too late. This is why we have launched ‘Get moving on sustainability: a campaign for change’. It represents a call to our profession and a challenge to the sector to accelerate action on sustainability.

As a workplace and facilities professional, you are critical to delivering a better, healthier, more sustainable future because you are the lynchpin to driving sustainability outcomes in your organisation. This is because your role brings together the needs of the landlord, end-user, and the supply chain. And as the professional body which exists to empower WFMs to have a fulfilling, impactful career, we are here to support you in

Hbringing the change we all want and the world needs.

We are not asking you to change the world singlehanded; we ask that you play your part and there are a variety of opportunities to do so. You can start by having your say in the IWFM Sustainability Survey which helps us to understand where the sector stands and the actions IWFM can take to help advance the agenda. This year, we seek only 10 minutes of your time to help us build a comprehensive understanding of net zero planning and investment strategy. Don’t miss your chance to give your insight by completing our Survey before it closes on Friday 15 September.

You can also ensure you are equipped to meet targets by upskilling with our new sustainability courses: Environmental sustainability skills for facilities workers; Environmental sustainability skills for facilities managers; and Pathways to net zero for facilities managers. Available now via IWFM Academy, these three courses are suitable for all career levels, delivered in partnership with IEMA, the global body for environment and sustainability professionals, and taught by IWFM expert trainers

RICS TO FREEZE MEMBERSHIP SUBSCRIPTION FEES IN 2024

TheRICS Governing Council has announced there will be no changes to membership subscription fees in 2024. It says the decision has been made in recognition of the increasing cost of living across all member regions and the pressure this is placing on firms of all sizes and promises that: “Work to establish a new subscriptions model that meets our commitment to members is ongoing and remains a priority.”

The new subscriptions model will incorporate a future strategy and priorities while following the new subscriptions framework approved by members at this year’s AGM. This framework sets out the process for approving subscriptions and the key information that the RICS Board will need to consider before providing its recommendations to Governing Council each year for approval.

For several years, the RICS Governing Council has opted not to increase subscription fees, despite the challenges of high inflation across all our regions and a global pandemic. RICS has so far absorbed

significant additional costs brought about by these economic events, but this is not financially sustainable long-term.

RICS adds: “With careful attention to our future budget allocations, maintaining subscriptions at current levels for 2024 will support both the delivery of our transformation programme and the expansion of our initiatives across Sustainability and Diversity, Equity and Inclusion (DEI), both priority areas of focus for RICS. We will also continue to expand member engagement activities through quality member events and professional resources.

“We remain fully committed to delivering a simpler, fairer and clearer subscriptions model. The RICS Board will be making their recommendations to Governing Council on this in the coming months, to determine the subscriptions fee levels and model for 2025.”

who tailor the content to highlight the unique role and agency WFMs have in driving and attaining sustainability.

And you can utilise our resources and insights to help you achieve successful outcomes. There’s our new report on ‘The role of FM and building services in achieving net zero and energy e iciency’ in partnership with Mitsubishi. This o ers expert insights and practical tips on changing approaches to energy e iciency to tackle net zero and challenging traditional thinking on investment costs and returns. Earlier this year, we also released our ‘Net zero toolkit’ guidance in partnership with Inenco which sets out how to develop a holistic sustainability strategy and hit your targets.

This month marks our Institute’s 30th anniversary and throughout this momentous year we are celebrating by enhancing member value and empowering the profession to perform at its best. Please visit iwfm.org.uk to find out more about everything I have mentioned above. Together, we can make a di erence.

IOSH TO SPEARHEAD AUTUMN WEBINAR SERIES ON INCLUSIVE OSH

A top executive at the Institution of Occupational Safety and Health (IOSH) will play a lead role in an autumn webinar series that looks to explore inclusive approaches to occupational safety and health (OSH).

Greg Ward, Head of Commercial Development at IOSH, is one of three speakers for the opening webinar in the four-part series, Building on Traditional OSH Perspectives (Wednesday 13 September 2023, 14:00-15:30 BST), which focuses on the business and social benefits of prioritising inclusion when developing occupational health and safety policies and programmes.

The webinar series is being presented by the UK Network of the United Nations Global Compact, the global platform for business and non-business entities to network and collaborate on areas of human rights, labour, environment and anti-corruption. IOSH joined the UN Global Compact, as well as its UK Network, in 2021, recognising the pressing need to strengthen business sustainability, particularly in light of the COVID-19 pandemic and other environmental, social and business challenges, not just in the UK but around the world.

To register, go to: https://bit.ly/3PkepXG on the UN Global Compact’s UK Network website.

How do you keep tower blocks as safe as houses?

Sign a smoke control service contract with Colt.

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

Smoke is different to fire.

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

CERTIFICATED INSTALLER OF ACTIVE FIRE PROTECTION

Certificatenumber:IFCC3141

Competency is crucial.

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

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

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

Choose Colt Service Expertise built on experience.

OFFSETTING OPTIONS

explores the options

In its recent ‘Progress Report to Government’, the Climate Change Committee (CCC) stated that the UK was on track to miss many of its key targets, concluding that policy is not matching ambition. This comes at a time of high uncertainty.

In our latest Business Energy Tracker report, energy was named as the top risk businesses are facing for the second year in a row, and it is now a board-level issue for more than 90 per cent of the large organisations surveyed.

One of the tactics to hit their sustainability goals that many companies are turning to is carbon o set purchasing. However, there are concerns about the actual value provided by carbon o sets and the legitimacy of claims made by companies when using them, with many o set schemes facing criticism for "greenwashing" due to poor management or inflated claims.

COSTS AND TRANSPARENCY OF OFFSETTING

Each carbon credit equates to one metric ton of carbon that's either been avoided or removed from the atmosphere via initiatives like tree planting or funding renewable energy projects in developing nations. These e orts are then used to o set activities that companies can't yet decarbonise, such as heating processes requiring natural gas.

According to PwC, companies within the FTSE 350 spent £38 million on voluntary carbon o sets in 2022. That said, based on current pricing models, Bloomberg predicts that the same volume of o sets will cost £135 million by 2030 – an increase of 256 per cent. This trend is due to supply not keeping pace with increasing demand and a shi to more robust programmes that cost more to operate.

CALLS FOR POLICY REFORM

Growing concerns about the impact environmental obligations and reporting have on businesses led to recommendations for the government to review policy incentives in decarbonisation, including via the tax system and capital allowances or through loans and grants to back businesses and their net zero contribution.

For carbon o setting, doubts surrounding carbon o set authenticity have also prompted calls for guidance, regulation, and standards to increase transparency and credibility in the market. Indeed, one of the CCC’s priority recommendations is for

the government to publish guidance for business on what activities can be ‘o set’ and when, requiring businesses to disclose why carbon credits are used rather than direct emissions reduction measures.

To address concerns and provide more clarity and integrity in the market, the Integrity Council for the Voluntary Carbon Market has published the Core Carbon Principals and Assessment Framework. This framework sets out requirements for extensive and accessible disclosure by market participants to ensure credit integrity, thereby stamping out unscrupulous practices and boosting customer trust and certainty.

HAVING AN INFORMED APPROACH TO NET ZERO

The purchase of carbon o sets should be seen as a final step rather than a primary action, with the focus on reducing emissions through cost-e ective measures that also reduce energy consumption.

So, what steps should FMs take to ensure that any sustainability measures implemented achieve the best results and maximum return on investment?

Get to know your energy data

Understanding exactly where and how you are using energy is crucial to reducing both costs

and carbon. For example, a sophisticated energy management system will help you monitor power and gas consumption throughout your organisation, and the related emissions. Depending on the nature of your business, sub-metering can also help to provide more granular detail about specific energy uses, such as machinery, lighting, or temperature control.

Plan your carbon reduction strategy

When you have a greater understanding on how and where your energy is used, and the primary sources for your carbon emissions, you can make an informed decision about your energy management and carbon reduction strategy. There are tools that can help your business test the potential impact certain measures can have. For example, our Net Zero Calculator is free for any business to analyse their current emissions and how they can reduce carbon, save money and reach net zero goals by adding in sustainability solutions.

Invest in the most effective sustainability measures

There are several ways that facilities managers can reduce energy consumption and carbon emissions before turning to carbon o sets, for example:

» Energy e iciency - The less energy you use, the less you will pay. And, the capital that this ultimately saves in reduced energy costs can be used to finance investment in further energy-saving or low-carbon technologies.

» Sustainable on-site generation - Investing in sustainable on-site generation, such as solar photovoltaic (PV), wind or combined heat and power (CHP) can pay dividends. As well as making an organisation less exposed to the fluctuations of the wholesale energy market, it also helps you to reduce carbon emissions, lower energy costs and provide an increased stability of supply.

TOWARDS A NET ZERO FUTURE

While there is a place for carbon o setting, businesses need more guidance on when it is the most appropriate tactic to use. Implementing measures that not only reduce emissions, but also have a direct impact on the bottom line in terms of lowering energy costs should always be the first steps to take.

Is carbon o setting still a viable option for businesses to achieve net zero? Sally Phillips, Director of Corporate and Strategic at npower Business Solutions

Parking is Changing

...and Trust is here to lead that change.

We’re all about embracing technology while maintaining a friendly, fun, and relaxed approach for parking providers. That’s why we recently acquired Newpark Solutions and the Glide App, bringing together cutting-edge ticketless car park equipment, software, ANPR cameras, and systems into a convenient one-stop-shop for car park management.

Introducing the new Trust App:

Replacing the Glide App with a range of exciting features. It’s

designed to be user-friendly, ensuring smooth auto-payments to reduce queues, offering virtual season tickets, emailed receipts, and accommodating multiple vehicles on each account.

But wait, there’s more!

We’re constantly developing the app to provide our clients with demographic data reports, site specific marketing push notifications, and even the ability to book and pay for Car Washing and EV charging directly through the App.

Car park systems can often be costly investments, but Trust is breaking the mold with our unique subscription model. With one fixed monthly fee you get a fully operational, unparalleled car park management system that includes equipment, software, the Trust app, maintenance, hosting, and transaction fees. No surprises or hidden costs!

That’s not all...

We’re excited to introduce our brand new Trust Hub, a comprehensive intercom management service. You have the flexibility to choose full intercom management 24/7, overnight coverage or even short intervals as low as 30 minutes. Need some support when half of your team is out sick? Trust has you covered by handling the intercoms and lightening your load.

Trust is the only full-service parking operator out there. We take pride in manufacturing our own equipment and writing every line of code in-house. Our brand is at the forefront of car parking operations, and we stand behind it with every transaction our customers make.

Say goodbye to ticket jams, long queues, and upfront costs. With Trust, parking becomes effortless and hassle-free. We’re your one-stop-shop, dedicated to making parking effortless.

PREVENTATIVE ACTION

investments.

A good example of this is sustainability – a topic that is high on the agenda for many businesses already, but is only going to become more important in years to come.

Businesses are undoubtedly going to need to invest in more sustainability initiatives and property adaptations, from energy use through to heating and air conditioning requirements as the climate continues to change.

And, of course, all of this will cost money.

It seems every day brings with it another new headline about rising costs and supply chain issues and, for the world of facilities management, it’s no di erent.

According to the Building Cost Information Service (BCIS), maintenance costs rose seven per cent last year and are predicted to increase by a further 4.5 per cent during 2023, with the rising costs of labour and materials being the key drivers.

As businesses continue to navigate the challenges of recent years, and today’s high inflation, energy costs and economic uncertainty, increased costs for maintaining assets are only placing organisations under even more pressure.

For many, this means there may be a real temptation to put o routine maintenance tasks when it comes to property management, in favour of saving money.

However, the costs saved by making shortterm fixes, patch repairs, or even ignoring issues completely are likely to be outweighed further down the line when bigger, more expensive repairs inevitably become necessary.

A preventative strategy to keep maintenance and repair duties fulfilled throughout the year is essential and can help conserve budgets later down the line.

UNDERSTAND YOUR ASSETS

The best place to start is to conduct a thorough assessment to determine the condition of all assets and, from this, to put in place a programme of planned maintenance and repairs that maximise

the existing budget.

We would always advise to start with the areas that have an obvious impact on business continuity and health and safety. For example, heating and cooling systems, electrical, security and fire compliance requirements.

Understanding and monitoring the condition of these assets allows businesses to maximise their budgets both now and in the future.

For example, we’ve recently worked with a client whose boiler was more than 20-years-old.

But, as they had invested in regular servicing and maintenance over the years, rather than just ticking the compliance box annually, the boiler was in good working order – saving them the much bigger cost of purchasing a replacement system.

In my view, building maintenance can be looked at as a three-pronged approach: Planned preventative maintenance (PPM), repairs and improvements.

Your strategy should cover all these areas and, while the latter may seem like a ‘nice-to-have’ when budgets are under pressure, investing now in improving assets where needed will always pay dividends in the long-run.

In fact, industry studies have shown that, on average, those who implement a planned preventative maintenance regime can make cost savings of between 30 and 40 per cent.

FUTURE PLANNING

However, investing now not only saves costs further down the line - it also allows businesses to make more informed decisions about future projects and

Building these initiatives into the business plan and making sure you’re not cutting corners on today’s maintenance tasks in order to save cash in the short-term means budgets can be put to better use in the future, creating bigger, more meaningful changes rather than addressing problems that could have been easily avoided or minimised much sooner.

REAPING THE REWARDS

Aside from budget management, it’s important to also remember the responsibilities that building owners and their tenants have for the people who work there.

Statutory requirements exist to protect these people and to ensure that a building is fit to work from. It’s essential to understand what these requirements are for each industry and what liabilities lie with either the tenant or the landlord –neither of which should be neglected.

The environment of the workplace also contributes to the health and wellbeing of the workforce and, in turn, employee productivity. It’s therefore astonishing to see some organisations neglecting general maintenance and repairs because of budget issues, putting the people who use the buildings at risk.

For example, the National Audit O ice recently revealed a major issue within schools, with an estimated 700,000 children being educated in structures requiring ‘major fixes’.

This makes for uncomfortable reading but, as maintenance costs rise, so too will the problem if organisations choose quick-fixes or patch repairs over a more proactive and strategic approach.

A programme of planned maintenance holds countless benefits, creating a comfortable environment to give workers of all ages a real boost, helping to decrease workplace claims and allowing for more informed forward planning for the future.

With maintenance costs on the rise, Jill Wood, Managing Director at Signum FM, explains why neglecting maintenance tasks to save money in the short-term isn’t the solution

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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.

Smoke management systems must be maintained

Failure of a single element can impact the effectiveness of your system, potentially resulting in complete breakdown and unsafe conditions in your building. Therefore, it should be regularly tested and maintained. This is a legal requirement and should be done by a competent technical professional.

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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.

HSE WORKPLACE FATALITY STATISTICS: HAVE WE REACHED A DANGEROUS SAFETY PLATEAU?

HSE’s fatal injury statistics for 2022 to 2023 suggest that workplaces are no safer than in 2016, says Nick Wilson, Director of Health and Safety at WorkNest

According to the most recent data from the HSE a total of 135 workers tragically lost their lives as a result of work-related accidents between April 2022 and March 2023.

This highlights a disheartening stagnation in the ongoing e orts to reduce work-related fatalities in the UK and raises the question – has workplace health and safety plateaued and why?

When we look at the raw figures, the numbers fluctuate over the years with no clear reason. They have risen steadily from 2016 but decreased somewhat dramatically in 2019/20. They then rebounded to pre-pandemic levels in 2020/21, before dropping o again last year to below 2016 levels. Now at the present day, the numbers are reminiscent of 2016.

Last year’s figures suggested progress was being made, so it should be a concern that this positive downward trend in fatalities was not sustained, according to the regulators latest report.

DELVING DEEPER IN TO THE NUMBERS –WHAT DO WE KNOW?

The sectors with the highest number of work-related fatalities in 2022/23 were construction, agriculture, forestry and fishing, and manufacturing.

The construction sector had the highest recorded fatalities and experienced a notable increase in fatalities from 29 to 45 compared to last year. The five-year average for fatal injuries in construction is 37, meaning this year’s figure isn’t just higher than last year’s figure – it’s higher than the norm.

In agriculture, forestry and fishing, there was a marginal year-on-year reduction in fatalities from 23 to 21. However, if you take into account the number of workers in each sector, it continues to have the highest fatal injury rate at 7.87 deaths per 100,000 workers, followed by waste and recycling (5.02) and construction (2.10).

More optimistically, the manufacturing sector saw a reduction in fatalities of nearly a third (32 per cent) in 2022/23 - down from 22 in 2021/22 to 15. The sector’s five-year average is 19, indicating that progress is being made. It’s important to note that, despite ranking amongst the top three sectors with the highest total number of fatalities, the fatal injury

rate in manufacturing of 0.57 is much lower than others.

Five-year averages tell us much more than simply looking at the year previous. We can uncover more trends including that; agriculture, forestry and fishing, manufacturing, and administrative and support services all show signs of becoming safer. Meanwhile, construction, transportation and storage, wholesale, retail and motor repair, and waste and recycling, have declining safety standards.

Combined, these three types of accidents consistently account for more than half of all fatal injuries to workers and this is a trend that has persisted since 2001/02.

» Deaths due to coming into contact with moving machinery and being trapped by something collapsing/overturning are down compared to the five-year average at nine and 12 fatalities respectively.

» Male and older workers are most at risk: The overwhelming majority (96 per cent) of those killed in work-related accidents in 2022/23 were male. In addition, 25 per cent of fatal injuries in 2022/23 were to workers aged 60 and over despite such workers making up just 11 per cent of the workforce.

This age disparity in work-related fatalities highlights the importance of businesses addressing the unique risks faced by di erent demographic groups

HOW CAN WE ADDRESS WORKPLACE SAFETY COMPLACENCY?

Speaking generally, accidents are o en caused by a combination of factors, including a culture of complacency and poor leadership.

To address this issue, we need to look at the current and varying rate of appreciation and understanding for health and safety within the workplace. Workplace surveys and consultations would help to determine the level of this and then point us in the direction of the solutions – which will almost always be more than one.

These solutions will o en include:

Other notable points we can uncover from analysis of the data are:

» Fall from height fatalities persist: Falls from height continue to be the number one cause of fatal injury at work, claiming the lives of 40 workers in 2022/23 – 30 per cent of the total figure. This represents a 38 per cent increase on last year’s figure (29).

» 29 workers were killed a er being struck by a moving (including flying/falling) object - up from 18 last year - and a further 20 fatalities were caused by being hit by a moving vehicle (down from 23 last year).

Promotion of good health and safety standards and the processes involved

Informing employees of the risks they are exposed to (and the methods in place to reduce this) Making training and learning a key part of roles Ensuring those at all levels - from CEO to senior managers and supervisors to front line sta - are aware of their responsibilities, delegating tasks where necessary and involve them in the health and safety auditing process allowing them to take ownership.

WHY INDOOR AIR QUALITY MATTERS

FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET

component of healthy IAQ. When the humidity is too low, it can cause itchy skin and eyes as well as rashes, and it can dry out sinus membranes. When humidity is too high, it can worsen asthma and allergy symptoms and make it easier for dangerous bacteria and mould to grow. Areas like restrooms, kitchens and showers can generate significant moisture and are likely spots for risk factors related to high humidity.

With the ebb and flow of people and seasons, buildings are dynamic systems that change based on their occupancy and usage. That means IAQ is continuously shi ing along with the weather, outdoor air quality, number of occupants, time of day and how building systems are performing.

Temperature has o en been the first thing people think about when considering the air inside a building, but that’s changing as there is a greater understanding of the impact air quality has on occupant health and performance.

From pollen to pollution, indoor air contaminants can impact anyone, with detrimental e ects including seasonal flu, allergies or asthma. Symptoms like cough, headache and poor concentration can be disruptive and, in the case of a virus, easily spread to other workers.

As a result, poor IAQ can a ect employees’ attendance as well as their safety. Indoor air contaminants can also decrease employee comfort and make it harder for them to focus and collaborate on complex tasks. For employers, problems with IAQ can lead to absenteeism, presenteeism (working while sick), reduced employee retention and lower productivity.

Workers who feel healthy and comfortable may be more likely to want to return to a space every day. And, when people feel better, they o en perform better.

IAQ CONSIDERATIONS

Today’s buildings are o en constructed in an airtight way to save energy on heating and cooling. The consequence of this design is a lack of fresh outdoor air supply. That lack of fresh air brings the need to find new ways to combat indoor contaminants.

For example, volatile organic compounds can be given o by carpets, furniture, paint and cleaning products. Carbon monoxide can be emitted from fuel-burning furnaces, water heaters and lab equipment. Contaminants also come from our bodies in the form of exhaled carbon dioxide and viruses like COVID-19, measles and the seasonal flu. The humidity of a space is also a key

HOW SMART BUILDING SOLUTIONS IMPROVE IAQ

Improving IAQ should be part of risk reduction in any environmental, health and safety (EHS) plan. However, it’s not enough to purchase new equipment for buildings and trust that air quality will improve. To truly be successful, a building’s air quality must be thoroughly assessed to determine where problems may lie.

Smart solutions can help to reliably track and continuously optimise building air quality, and include systems that allows IAQ experts to review data and provide insights and recommendations on how to improve performance.

Even well-managed buildings can experience periods of poor indoor air quality, and a smart system dynamically adapts to changing conditions in buildings to maintain

healthy IAQ. This capability is especially important during time periods when allergy and asthma symptoms are more di icult to manage.

Then there are solutions that go even farther. IAQ subscription services combine technology and sciencebacked expertise to provide building owners with a long-term, proactive approach to indoor air quality that can address emerging and existing challenges. By using a subscription service, buildings receive a tailored approach to clean air that can also maximise e iciency, energy and cost savings. Some subscriptions can even be bundled with sustainability and building management subscriptions for total building optimisation.

By optimising on indoor air quality using these smart solutions, building owners can uncover other issues and improve building aspects from all angles. Optimised humidity levels, for instance, can reduce or prevent mould growth. Some buildings are under or over ventilated related to their occupancy. Using an IAQ and building management service in tandem, building ventilation can accurately match occupancy.

IAQ CAN DRIVE ENERGY SAVINGS

Part of an IAQ plan should include considerations around energy usage and ventilation levels. With a measurable and adaptable HVAC strategy that controls ventilation based on carbon dioxide (CO2) levels, ventilation rates can be adjusted as CO2 rises or falls in line with occupancy, saving energy and improving IAQ.

Consider an o ice that is overventilated, or one that is heavily occupied with poor ventilation. The former is wasting energy, while the latter is contributing to health risks and impacting productivity. Packaging an adaptable ventilation strategy with an IAQ assessment delivers a detailed roadmap for IAQ and sustainability, enabling facility owners and managers to maximise their investment in IAQ – and some data suggests employing these smart strategies may also lead to significant energy usage savings.

IAQ improvements cultivate a healthy environment for all occupants, which is why cooperation between building management and occupants is essential for success. When the quality of the air everyone breathes is prioritised, everyone benefits.

Leveraging the right technologies to manage Indoor Air Quality (IAQ) can mean better occupant wellbeing, energy savings, and increased ROI says

Tyler A. Smith, Vice President, Healthy Buildings, Johnson Controls

WorkplaceTrends @workplacetrends Such a lovely attendee list building up for Workplace Trends 2023! Check it out along with our fantastic agenda at https://workplacetrends. co/events/wt23-whos-attending/

Jen Cottle linkedin.com/in/jencottle After a restful two weeks off, I’m ready to get my teeth stuck into my new role of Bidding Manager at Mace! I’ll be supporting winning contracts for their FM arm, Mace Operates.

ISS UK @ISS__UK Less waste, more options. The path to #NetZero means giving your business more choices, and fewer challenges. See today how ISS is championing your sustainable workplace. Watch the full video: https://lnkd.in/ey5KupWj

Robert Trewick, Group Operations Director at Churchill Group linkedin.com/in/ trewickrobert One of the best parts of my role is visiting sites and seeing our amazing Churchill Group teams delivering every day. When walking around Ealing shopping centre with Cheryl Anne Sanderson we saw what a difference #britishland make by supporting the vision and aims set out in the Neighborhood Plan. The “uniform shop” helps families by providing back- to-school uniforms and sports clothes for all age groups for free, families simply come along and find what they need for their children’s new term. In Churchill, we make culture count by encouraging our people to extend their talents and capabilities to accelerate our community’s success.

CBRE UK @CBRE_UK While economic uncertainty and hybrid working arrangements led occupiers to curb leasing activity in Q2 2023, a flight-to-quality trend continued to boost prime rents. Explore the latest insights in CBRE’s Global Office Rent Tracker: https:// cbre.co/3Pak6aN

BritishSafetyCouncil @BritSafe Being Well Together has used the Theory of Change methodology to guide health, safety and wellbeing thinking. The infographic summaries the roadmap. Find out more https://ow.ly/tPZh50PtNgV

Maxcene Crowe linkedin.com/in/maxcenecrowe-98854a4 IWFM London Region want you as a member join us #IWFM #LondonRegion https://lnkd.in/enqGWnXv

IWFM Community

ON THE ROAD TO NET ZERO, SCIENCEBASED TARGETS LEAD THE WAY

Back in 2018, the Intergovernmental Panel on Climate Change warned that global warming must not exceed 1.5°C to avoid the catastrophic impacts of climate change. To achieve this, emissions must halve by 2030 and reduce to net zero by 2050. Now, we’re halfway through 2023, the deadline for reducing emissions by 50 per cent is getting every closer with the net zero goal not much further behind.

The journey to net zero is not one industry’s cross to bear; it’s a path which the entire world must walk together. However, when you consider that the building sector is responsible for 36 per cent of the world’s final energy consumption, and 37 per cent of global energy-related carbon dioxide emissions, it’s clear that our industry can have a big impact in the path to achieving net zero. This is exactly why the Science Based Targets initiative (SBTi) was developed, to enable organisations to drive ambitious climate action through setting science-based emissions reduction targets.

The SBTi works with companies and financial institutions to aid them in developing a clear roadmap and timeframe to reducing their greenhouse gas (GHG) emissions. This roadmap acts as a measure of accountability and transparency, working alongside wider corporate net zero agendas and ESG strategies.

At NG Bailey we’re tackling this challenge head on, being amongst the first 10 UK construction, engineering and services businesses to have a science-based target with a 1.5°C near term and net zero commitment approved by the SBTi. We have committed to reducing our absolute Scope 1 and Scope 2 GHG emissions – which covers the emissions from sources we own and control directly, as well as those we cause indirectly – by 50 per cent by 2031.

We have also committed to making reductions in our scope 3 emissions, which covers the emissions of our suppliers further down the supply chain. The target we have set will ensure 75 per cent of our suppliers, covering purchased goods, services and capital goods, will have science-based targets by 2027, demonstrating they are committed to going on the same journey as we are.

NG Bailey has already reduced our absolute emissions by 27 per cent, however we know this is just the beginning of our journey. Through our market-leading net positive responsibility strategy we’ve developed a clear roadmap to reaching our longer-term goals, in line with our SBTi approved targets.

Our strategy’s six key pillars of zero carbon, zero waste, zero harm, sustainable growth, delivering social value and being a great place to work ensure we deliver on our goal of putting more

into society, the environment and the global economy than we take out. The development of this strategy has expanded our expertise, providing us with opportunities to advise and o er solutions for clients, many of whom are on their own sustainability journeys.

The Net Positive responsibility strategy has proven to be a holistic approach. It’s involved helping clients understand how to reach their emissions targets in a variety of areas, from sustainable MEP (mechanical, electrical and plumbing) solutions to utilising less carbon intensive methods of construction, such as o site manufacturing.

We’ve only been able to guide our clients on their own journeys by thoroughly scrutinising our own ways of working. The measures which we advise our clients to take, are the very same we’re implementing across our own business. We’re seeking to reduce our carbon impact which includes switching to 100 per cent renewable energy across our owned estate, as well as seeking alternative fuels for plant use and further developing our expertise in MMC (modern methods of construction).

Delivering ambitious science-based targets may at times seem impossible, but that’s exactly why committing to them is crucial. It is through these commitments to change our methods and to reduce GHG emissions that we will see tangible change in the industry.

Taking the initial, intimidating steps to getting our science-based targets approved, has enabled us to develop a clear roadmap to a more sustainable future. Now, we’re not only reducing our own emissions but are able to o er innovative sustainability measures to be used across the industry. The journey to net zero is a collective one, and it is through collaboration, influence, and innovation that we can begin to make a net zero future a reality.

SARAH HOTCHEN, MD FOR NG BAILEY’S FACILITIES SERVICES DIVISION

Sarah Hotchen, MD, NG Bailey, Facilities Services Division

Meet Tom.

Tom attended a blind customer’s house where he found the customer’s dog had passed away. The customer was completely unaware.

Tom worked tirelessly to complete the job and then respectfully informed the customer, and provided comfort until his carer arrived.

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Most people would run away, we’re not most people.

THE IWFM CHAIR’S VIEW MARK WHITTAKER, GENERAL MANAGER, THOMSON FM & CHAIR, INSTITUTE OF WORKPLACE & FACILITIES MANAGEMENT (IWFM)

The straightforward answer to the question being posed, in my opinion, is “Yes” and “Yes”, but would like to expand upon that further for clarity.

I suppose the first part is to understand the reason for the increased demand for more sustainable corporate o ice space. There are two obvious reasons for me from an operational and then ethical standpoint.

Firstly, we read a lot about the “war on talent” in which companies face sti competition to attract and then retain their people. Some argue that creating a sustainable workplace environment is an e ective means to positively highlight an organisation’s sustainability values, with research showing that more and more members of the workforce tend to value this highly in their decision making. Thus, it can have a significant influence on people wanting to join or continue to work for that organisation. In addition, other benefits of sustainable workplaces could include enhanced brand reputation, energy e iciency and creating an improved workplace experience, which some align to productivity gains.

The second element from an ethical/moral point of view is that organisations want to demonstrate how seriously they recognise the climate change crisis to be and the level of proactively they are prepared to take to try and tackle it. As we know the crisis has been a constant feature in the news, whether that be the “Stop Oil” protests or the wild fires which have raged across Europe and parts of America recently. This is why organisations want their workplaces to be a symbol of their climate change actions.

The point also to be made is that the movement to higher rents for more sustainable corporate o ices might simply be market forces at work; i.e. straightforward supply and demand economics, where the supply for future proofed, sustainable

workplaces is not currently meeting demand, resulting in the price increases mentioned.

Earlier this year the IWFM Outlook Survey was published and amongst the many insights provided was the increased importance given by many to the management of energy e iciency and sustainability goals within the workplace. In short, significant numbers of respondents told us that sustainability is an important positive catalyst for the FM market.

Many in the profession believe that the achievement of net zero is the biggest challenge facing the built environment, with pressure mounting. Indeed earlier this month, IWFM partnered with Mitsubishi to produce a roundtable report on 'The role of FM and building services in achieving net zero and energy e iciencies'.

Some of the key takeaways from the session was that facilities management professionals needed to “step up” and embrace the fact that they have a key role to play in the achievement of organisational sustainability and carbon net zero goals, with aligned themes of flexibility, collaboration and looking at e ective means to innovate.

The roundtable discussion also called for greater consistency in data reporting across the sector and in the case of retrofitting, that suppliers and their supply chain needed to be given the opportunity to be more pro-active and imaginative in coming forward with their sustainable solutions.

THE ESG CONSULTANT’S VIEW

Sustainability attributes in commercial real estate are, as we know, commanding a ‘green premium’. Alongside this, changes in building requirements including minimum energy e iciency

DR SOPHIE TAYSOM, FOUNDER & DIRECTOR KEYAH CONSULTING

New research suggests that companies are willing to pay higher rents for more sustainable corporate o ice space following the rise of hybrid working. Should the sustainability attributes of some buildings be enhanced to command a rent premium or should standard sustainability requirements be required which buildings must meet to encourage retrofitting within the built environment?

Mark Whittaker

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

standards (MEES) are establishing an important baseline in terms of sustainability requirements.

My answer to the question as to which should take priority, either enhancing a small number of buildings to attract premiums or having robust sustainability standards in place, is that we need both.

In the next couple of years, we’re likely to see a convergence of the two. What we think of and price in as a green premium now will increasingly become the norm. There will still be some element of premiums attached to the best in class in terms of sustainability credentials, but the gap will reduce.

There are a number of push and pull factors at play.

Building and energy requirements are important. In addition, over the last couple of years we’ve seen the ‘flight’ from the o ice with hybrid working in greater demand. This is having an impact on space and amenity requirements. And while there is a slow return to the o ice with a majority of respondents to the paper from CIM, 'Tenant Preferences in the UK O ice Market' anticipating that their business will move to at least three in-o ice days per week, it still marks a significant shi from pre-COVID days.

and commit to their own carbon reduction strategies. They will also be paying attention to how their approach impacts on talent acquisition and retention as we know sustainability is becoming a critical factor in people’s decisions about where and with whom they work.

But there is a big price tag that comes with all of this. It’s estimated that the decarbonisation of UK public sector buildings alone will cost £25-30bn. While in commercial buildings, a good case can be made to upgrade existing stock to attract those rental premiums for now, and to future proof, there is a real risk we end up with a large number of stranded assets, particularly outside prime locations. Not all commercial buildings are suited to being repurposed.

Another complicating factor is that there remains a lack of clarity on what the sustainability requirements are going forward. The British Property Federation has called on government to publish its response to the 2021 consultation on MEES. This lack of clarity risks undermining mid and longer-term targets for Energy Performance Certificates (EPCs). Many will be taking a wait and see approach before committing to projects.

and see approach before committing to projects.

It’s estimated that the decarbonisation of UK public sector buildings alone will cost £25-30bn. While in commercial buildings, a good case can be made to upgrade existing stock to attract those rental premiums for now, and to future proof, there is a real risk we end up with a large number of stranded assets, particularly outside prime locations. Not all commercial buildings are suited to being repurposed.”

DrSophieTaysom

We’ve also seen a focusing of minds, not least of all due to the energy crisis, with occupiers and owners more mindful of costs. And tenants will be paying more attention to the green credentials of the assets they occupy as they start to measure

E ectively we need to do both – enhance assets are far as possible which will attract green premiums, and at the same time have clarity on minimum sustainability requirements. This poses both challenges and opportunities for the sector.

E ectively we need to do both – enhance assets are far as way to improve building energy performance.

Commercial and residential contributions of all sizes will help create a greener, safer environment for generations and it is vital that we begin building ambitious, large-scale infrastructure with cutting-edge green technologies across the UK. Property designers, owners, occupiers and policy decision-makers must now determine the best way to improve building energy performance.

THE ARCHITECT’S VIEW

MITAKSHI SIRSI, DIRECTOR OF SUSTAINABILITY, BROADWAY MALYAN

Sustainable building rent ‘premiums’ have been discussed for di erent reasons over the past decade, from being tied to higher costs to certification FOMO. While the question persists, the underlying reasons have shi ed - for example, the cost misconception has been explained (for the most part).

Some might say it

is semantics - but I still find the use of the term “sustainable buildings” problematic. I suggest we call them better buildings because calling them sustainable just reflects the industry’s siloed approach to sustainability.

Let’s ask the question di erently, then. We understand now

Mitakshi Sirsi

Dr Sophie Taysom

There are a number of push and pull

that buildings can be made better and provide increased value without significant cost. How should the connection between rents, sustainable (aka better) buildings, and o ices figure in the larger picture of why we need to address their environmental impact?

Also consider recent changes. The pandemic was a shock to workplaces and city centres in the western world, reacting in unprecedented ways. Analysts believe that the existing rigid typology is going to get diluted in most urban centres now. This also coincides with increased awareness and new carbon related best practices being demanded from buildings. More is being expected from our industry from all sides, and we are still figuring out how to deliver this.

The premium concept hinges on value. How much does a company value its workplace? A company’s shi ing priorities post-pandemic are underlined by the values they embrace, and many anticipate a lasting, if not permanent, shi . Broadly speaking, companies now desire compact spaces with ample daylight, enhanced collaboration zones, flexibility, reduced energy expenses, intelligent technology, improved indoor air quality, and ventilation. This alignment is both smart for business and in response to a workforce seeking better spaces.

However, does this equate to a desire to design and commission more sustainable buildings? Not explicitly. "Sustainable" buildings generally embody the above traits, yes, but that does not work the other way round. Buildings that have these traits may still create a negative impact on the environment.

We live in a world where the cost of real estate remains a big concern. This means some can a ord better space than others, which is a positive if it opens pathways to innovation in the said space. However, disparities in a ordability must not halt action on the climate crisis. Adopting market driven initiatives as the norm and in regulations can revitalise structures, level the playing field and drive the necessary changes we need. Let's harness these – better sustainability regulations especially in retrofitting, will certainly help breathe life into our most ine icient buildings at scale.

While I applaud rent premiums for sustainable buildings, its flip side creates exclusivity. Standardising sustainability requirements create opportunities for loopholes and bureaucratic funk. So, are there no solutions here?

I would like to believe that all the above solutions combined with others such as upskilling technical abilities, behavioural change measures, education and more integrated working with less siloed approaches between industry professionals can make a huge di erence.

Let’s not choose between solutions – let’s do “all of the above”, and more.

BUILDING SERVICES AND MAINTENANCE PROVIDER’S VIEW

STEVE MCGREGOR, GROUP MANAGING DIRECTOR, DMA GROUP

It's predicted that 80 per cent of the buildings that exist today will still be standing come 2050. We need to accept the fact that almost every existing building will need to be adapted if the UK is to meet net zero targets.

There are many ways to reduce the carbon footprint of a building, but it should always start with reducing energy demand. For example, improved roof and wall insulation, double and even triple glazing, better lighting, or more e icient M&E maintenance. Once those e iciency improvements are made the building consumption

has been optimised, so considering renewables then becomes more appropriate.

Making these adaptations can be tough in any building but become much more challenging and complicated in historical buildings that weren’t designed with modern technologies and working practices in mind. Reducing the carbon footprint of heritage buildings is a greater challenge, and potentially more expensive, but the environmental need to do so remains critically important.

With a reduction in demand, there are of course immediate energy savings to be had. But there are drawbacks. Firstly, an organisation needs to know where to start. For some, deploying green initiatives can seem daunting despite the long-term environmental benefits they bring. They need guidance on the right methods that best suit them, and to do this they need to invest in an energy audit to prioritise what to do and how to do it.

Of course, deploying renewables drives us towards net zero carbon and a better, healthier environment for us all. However, we can’t be naïve. The capital costs involved in replacing a conventional gas boiler with a heat pump are huge by comparison. Even with a government grant, the cost of a heat pump is typically twice that of a conventional gas boiler. Not to mention the very long lead times to buy and install this renewable technology. These challenges are magnified by the exceptional macro-economic and geo-political events that currently conspire to compound our net zero objectives. More energy e icient buildings become a premium and as a result, sell quicker. And in new buildings it’s a lot easier to deploy green initiatives than repurposing our existing stock. When it comes to attracting rent premiums for enhanced sustainability attributes, there is the advantage of incentivising property owners to invest in sustainability features, which could drive faster adoption. On the flip side, this may create social and economic inequalities, with only big companies being able to a ord sustainable o ice space, while excluding smaller businesses.

However, by establishing a minimum standard in sustainability, environmentally friendly spaces would be more evenly distributed, preventing a scenario where only those who could a ord premium rents could access sustainable workplaces.

Standard requirements would likely lead to more widespread and lasting changes in the built environment, contributing to larger-scale reductions in energy consumption and carbon emissions. Having clear, mandatory standards would make it easier for companies to evaluate potential o ice spaces based on sustainability criteria. This could also drive competition among building owners to meet and exceed these requirements. The challenges here are the costs which could lead to resistance from property owners and developers and could still make sustainable workplaces una ordable.

Steve McGregor

Collaboration and Partnership: Future-Proofing Belmont House for Sustainability

In today’s rapidly evolving world, sustainability has become a crucial aspect of building management. Organisations across all industries are recognising the need to adopt sustainable practices to minimise their environmental impact and contribute to a greener future.

more sustainable workplaces is key. By optimising space utilisation and introducing flexible working arrangements, the partners aim to reduce energy consumption and improve employee well-being. This approach aligns with the evolving needs of modern organisations and their commitment to sustainability.

ADOPTING SUSTAINABLE BEHAVIOURS

However, sustainable practices extend beyond maintenance and updates. The partnership between MS and Belmont House emphasises the adoption of sustainable behaviours on-site to create a holistic approach to sustainability.

Ithas become apparent that collaboration is a key aspect to sustainability. The fundamental core of good partnerships is the ability to bring together diverse resources in ways that can together achieve more: more impact, greater sustainability, and increased value to all.

Belmont House benefits from the building services provided by MS Maintenance Solutions Ltd (MS), showcasing a collaborative partnership. Together, they emphasise their combined dedication to futureproofing the structure and preserving its exceptional BREEAM rating, all while prioritising sustainability.

Belmont House, o ers approximately 129,676 sq of premium o ice space, arranged around a sky-lit atrium delivering flexible energy e icient areas. It has made sustainability a cornerstone of its operations. The building attracts forward thinking occupiers who want high class o ice accommodation in Uxbridge town centre. By partnering with MS, Belmont House aims to ensure that the building remains at the forefront of sustainable practices and adapts to the evolving needs of the industry.

To achieve this, the collaboration focuses on two key areas: strict maintenance routines and the adoption of sustainable behaviours.

ADAPTING TO SUSTAINABILITY NEEDS

MS has implemented a stringent maintenance routine for Belmont House, ensuring regular Preventative Maintenance solutions, servicing, and updates to all M&E assets within the building. Recognising the importance of staying technologically advanced, MS facilitated recent IT and infrastructure updates for Belmont House. By integrating cutting-edge technologies, such as energy-e icient computer

hardware and advanced Building Management Systems (BMS), the building has been equipped to adapt to changing sustainability needs. The recent upgrade of the BMS has been instrumental in futureproofing Belmont House’s sustainability. The upgrade allows for better control and monitoring of various building systems, including lighting, HVAC, and energy consumption. This enhanced control enables the MS building management team to optimise energy usage, adjust settings based on occupancy patterns, and respond promptly to any deviations. The BMS upgrade has not only improved the overall e iciency of the building but has also contributed to maintaining its excellent BREEAM rating.

This proactive approach helps identify and address potential issues before they become major problems, optimising building performance and reducing energy waste. The regular updates and technological advancements facilitated ensure that Belmont House remains up to date with sustainable practices.

To further enhance sustainability, Belmont House has sensored lighting throughout the building. These sensors detect occupancy and adjust lighting, accordingly, ensuring e icient energy usage and minimal waste. The smart LED lighting system not only reduces electricity consumption but also contributes to the building’s optimal performance, creating a comfortable and well-lit environment for occupants.

As Belmont House’s space becomes occupied, the fitouts are seamlessly supported by MS. In line with sustainability objectives, the controls, BMS, and lighting are adapted and modified to align with the rest of the building while meeting the tenants’ requirements. As technology advances, creating

For instance, MS has recently installed a Brita tap on-site to promote plastic-free drinking. By o ering a convenient and eco-friendly alternative to bottled water, this initiative reduces single-use plastic waste and encourages occupants to bring their reusable water bottles. This simple but e ective change contributes to a plastic-free environment within the building.

Other examples include the Friends Garden, a shared green space available to all tenants and guests. This initiative serves as a serene retreat, promoting the importance of green spaces in urban environments and enhancing the building’s aesthetic appeal. The garden comprises of a bug hotel and bird box too. The Friends Garden not only supports biodiversity but also fosters a sustainable and vibrant community within Belmont House.

CONCLUSION

The collaboration and partnership between MS and Belmont House exemplify their commitment to sustainability and future-proofing. By implementing strict maintenance routines, making regular updates, and adopting sustainable behaviours, Belmont House maintains its excellent BREEAM rating while keeping pace with sustainable practices.

As the partnership between MS and Belmont House continues, they will play a crucial role in shaping the sustainable future of building services. Together, they will continue to prioritise sustainability, e iciency, and environmental responsibility, ensuring that Belmont House remains a leader in sustainable building management for years to come.

www.msmsolutions.co.uk

http://belmont-uxbridge.com

ATTRACTIVE PROPOSITION

With many commercial tenants now demanding top-flight amenities to help attract and retain the best talent, Hayley Blacker from workplace design and build company Interaction reveals today’s most sought-after o ce facilities

The shi ing power balance between commercial property owners and tenants presents new opportunities for facilities managers. As businesses settle into hybrid ways of working, they are demanding top-flight amenities, flexible leases and workspaces, and close working partnerships with their landlord. This means the role of the facilities manager is more pivotal than ever in ensuring that the needs of the occupants align with the aspirations of the landlord.

This requires that FMs have a clear understanding of the types of facilities that are now most in demand and is particularly important if you are looking to encourage employees back to the workplace, attract the best talent or if you’re nearing the end of your lease and considering a move to new premises.

FLEXIBILITY IN THE OFFICE

If you’re a facilities manager who is tasked with looking for a brand-new workspace for your organisation, it’s worth keeping up to date with the way landlords are o ering their spaces.

Flexibility is a key driver for organisations - both in the o ice space itself and their tenancies. O ering a fit-out as part of the lease is becoming increasingly popular, with landlords o en creating a fitted space ready for a tenant to move into.

Creating a space that a business can treat as a blank canvas on which to add their own brand and personality can be very appealing. They attract best-in-class tenants and provide a competitive and convenient advantage. You may find that your prospective landlord is happy to fund or co-fund the entire fitout ahead of you moving in.

– especially those coming from serviced o ices –have come to value. Shared social spaces, ground floor cafes, open receptions, and even internal communications and event programmes, help to unite di erent businesses.

This sense of community is an attractive pull for tenants and employees who want to join a lively space with opportunity for networking and relationshipbuilding across businesses, departments and sectors.

Tenants want to build a collaborative relationship with their landlord and make the building their home. Facilities managers are integral in fostering this new dynamic, helping landlords who go the extra mile cultivate this relationship that proves mutually beneficial.

RECRUITMENT AND RETENTION

Tenants want to build a collaborative relationship with their landlord and make the building their home. Facilities managers are integral in fostering this new dynamic, helping landlords who go the extra mile cultivate this relationship that proves mutually beneficial.”

On a practical level, units must be flexible in the headcounts they can accommodate. If you represent a high-growth business with ambitious plans, you may not use all the existing space initially available.

In the meantime, you may share space with other businesses or sub-let parts of the o ice in the initial stages of tenancy, then grow into the extra space as the number of employees increases over time. Having this option is key for commercial landlords, particularly as many SME businesses are planning to increase their headcounts in 2023.

It’s worth bearing this in mind if your organisation has outgrown its current premises and is looking to expand further. Co-working spaces are popular choices for freelancers, remote workers, and small businesses – and facilities managers can learn much from them. Although giving some of the floorplate to communal areas may initially put some property owners o , the long-term benefits are far greater than the maximisation of headcount.

These spaces grow vibrant communities within the building, which is something that tenants

As well as flexibility, the so-called war for talent and meeting ESG (environmental, social and governance) goals are also top considerations for organisations, and again, FMs are in an ideal role to spearhead ESG initiatives within their organisations. O ice space is a vital way for organisations to demonstrate their culture and values, with prospective talent prioritising creative, welcoming spaces that encourage team members to come together and collaborate. If people return to the o ice to save on their household bills, they want it to be a comfortable and

stimulating place to work.

Many organisations now have a range of policies designed to support and empower their employees and demonstrate their values. These have manifested most visibly in initiatives championing equality, diversity and inclusion, mental health, and learning and development.

Businesses that make a point of implementing such policies and practices are seen as a huge draw for talent looking for new roles, as they demonstrate additional care and consideration for the wellbeing of their employees.

Facilities managers are at the forefront in ensuring the o ice is attractive to candidates as an environment which focuses on wellbeing and demonstrates an awareness of employees’ priorities and values.

For example, changing spaces, showers, and space for fitness classes are opportunities for occupants to feel more energised, while quiet rooms and relaxation spaces encourage them to rest and take breaks. O ice spaces with these wellbeing o erings

are in high demand.

To support hybrid working practices, businesses are prioritising collaborative areas for employees. These o en come in the form of on-site cafés, reception areas, break-out spaces and quiet spaces for focussed work.

SUSTAINABLE DESIGN

The sustainability of your workspace is likely to be important to your people, with 67 per cent of employees demanding their business becomes more sustainable(i)

There are many things you can do to ensure your space is more ethical and sustainable, but understanding the workspace’s current environmental footprint is a good place to begin.

This may be as simple as developing trackers to measure things like energy or water use, or conducting a lifecycle analysis on the materials used within the o ice fitout, to determine the environmental impact over the building’s lifetime.

It’s also important to ensure that the physical components of your interior are ethically made and use sustainable or reclaimed materials, ideally nationally rather than internationally sourced. This should include furniture, décor and other design features.

The o ice should also be a highly energy e icient environment. Use technology such as LED lighting fixtures, smart lighting and

environment controls and HVAC systems, all powered by renewable or green energy sources. Not only is this good for the planet, it’s also good for your bottom line.

Be sure to integrate renewable and organic materials into the architectural design of a space and, if furnishing it, opt for décor and furniture that is a combination of secondhand, low carbon, sustainable and ethically made. Ensuring that a building has first-rate facilities is a sure-fire way to attract high quality tenants willing to pay a premium.

For organisations wanting to support employees with more sustainable and healthy commutes, secure bike storage is a growing need. Changing facilities and on-site showers are also a priority so that active commuters or those exercising during lunchtime can feel fresh.

CONNECTING WITH NATURE

The design elements of the building are key too. Integrating natural resources into the architecture of a building, creating a closer connection between nature and our everyday lives.

That means lots of natural light to create bold, bright spaces, adding plants and living walls into the décor and high-quality air. Not only does this create a beautifully stylish and modern workspace, but one that brings plenty of work-related benefits to a team’s wellbeing.

These include a reduction in headaches,

migraines and eye strain, as well as a boost to productivity and satisfaction levels. Workplace wellbeing has become an increasingly important element of o ice design and is something that facility managers need to consider.

MANAGING CHANGE

The commercial property market has been through some major changes over the last few years, and commercial landlords and tenants are only just beginning to find their feet again.

These changes have shi ed the property landscape as we knew it. Tenants and job seekers have the luxury of choice in today’s marketplace and will choose the o ice space – and organisation – that best suits their needs.

As such, landlords and employers must take the time to update their buildings and amenities, integrate flexibility and learn the challenges that their prospective tenants and employees are facing in order to meet them halfway.

Facilities managers have a pivotal strategic role to play in ensuring they are all on the same page.

For more information download Interaction’s Attracting Tenants: What Commercial Landlords Need to Know(ii)

(i) https://bit.ly/3Kuapkr

(ii) https://bit.ly/3rW7Zoo

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TRANSFORMATIVE CHANGE

Sunil Shah, MD of Acclaro Advisory and the Sustainable Facilities Management Index (SFMI) explains why the SFMI Sustainability Benchmark has elevated wellbeing, biodiversity, and ED&I to help drive transformative change

Sustainability is now undoubtedly a critical component of any organisational success, with stakeholder, investor, client and colleague demand for transparency high on the agenda.

Taking into account post-pandemic learnings, evolving regulations and practical examples from FM assessments, the Sustainable Facilities Management Index (SFMI)(i) has updated its 23 environmental, social and governance (ESG) assessment criteria, with a focus on wellbeing, biodiversity, and carbon-related initiatives.

COMMITMENT TO ESG AND SOCIAL IMPACT

To score highly on the assessments, FMs will now need to demonstrate their impact on colleagues and the wider community. For example, diversity is now considered a strategic issue, and internal reporting should include diversity within supply chains to display industry leadership.

Mental wellbeing has been recognised as a crucial aspect of Health and Safety and FMs should integrate it into their engagement and delivery with customers and communities. This holistic approach

highlights the “S” (social) aspect of ESG and ensures that sustainable practices are embedded at all levels.

Wellbeing is a balance of physical and mental health which can not only increase productivity and reduce absenteeism but also help retain employees. Companies are increasingly looking at good wellbeing support to check and improve their performance internally and externally. Wellbeing programmes should be two-way. For example, employees feel more valued if senior management are seen to advocate and demonstrate great wellbeing practices

by driving the wellbeing and mental health agenda.

The FM is increasingly playing a part in wellbeing, not just for employees and long-term contractors, but also tenants and customers. How a workplace environment is set up has a huge impact on wellbeing. We saw how this was demonstrated starkly by the COVID pandemic, and learnings are still being applied to workspaces with changed occupancy and use, for example with the more common use of HEPA filters to purify air, and regular health checks for employees.

The FM can also signpost employees towards initiatives to improve wellbeing. This may include mental health programmes and practices and more recently, improvements for sleep and its benefits for health and safety.

Gaining and acting on tenant and employee feedback is essential. Building on research, and new technologies, FMs can measure the impact of workplace changes and demonstrate improvements. However, always consider any environmental impacts to ensure there are no trade-o s.

ENVIRONMENTAL FOCUS EXPANDS

While reducing carbon emissions has rightfully garnered significant attention, the SFMI acknowledges the importance of other environmental concerns such as biodiversity and water in its scoring requirements. Assessed FMs will have to incorporate biodiversity considerations into their net zero plans, recognising the benefits for both customers and communities.

With so much of the built environment based in urban areas, management of ecology and biodiversity is important. Indoor space can o er green opportunities such as wall gardens and plant pots for filtering and improving air quality, maximising natural light and ventilation. Even though urban areas have experienced significant development and expansion, plants and animals continue to o er important benefits and functions to the environment and human society. These benefits are referred to as “ecosystem services” –such as trees supplying shade, nature regulating the environment, cultural experience through natural and green areas and supporting services such as biodiversity maintenance.

Within the built environment, outdoor space can be used to plant new wildflowers, provide hedgehog shelters, or water areas for wildlife. This type of

activity can also help with wellbeing as well by engaging with employees who get involved.

FM can ensure ecology is integrated into grounds maintenance and workplace management and are aware of and minimise the ecological impacts when altering a landscape to fit the needs of each location. This requires FMs to understand and manage the impact of external spaces, which includes connecting employees and the built environment with nature. To achieve this, FMs need to understand natural capital and the value that protecting and enhancing ecology and biodiversity will bring to contracts and workplaces.

This can be demonstrated by assessing opportunities, measuring current ecology and biodiversity, and acting on the data provided. Using the Natural Capital Protocol2(ii) provides a standard way of measuring ecological impacts and dependencies across the built environment, as well as species identification surveys, biodiversity action plans, employee surveys to spot opportunities, site walk and assessments, and occupational evaluations that

include ecology. Although relatively well understood for construction, improving ecology benefits are a new area of sustainability for many sectors including FM and the built environment which are still learning how this area is best approached.

TRANSPORT AND AIR QUALITY

The impact of vehicle emissions on health and air quality has received extensive media coverage in recent times. In response, the SFMI emphasises the need for FMs to address these issues. Practices such as reducing idling, promoting eco-friendly driving styles, and avoiding congested areas are encouraged to improve air quality while generating social value. To score highly, FMs must demonstrate their e orts in measuring exhaust fume impacts, engaging in air pollution reduction measures (with a focus on social value), and linking electric vehicle targets to social value creation.

Transport includes both business vehicle fleets used for day-today operations and employees commuting to the workplace. Both have an impact on global climate change and local air pollution, with overall transportation contributing 34 per cent of UK carbon emissions in 2022.

While the adoption of electric vehicles is increasing, fossil fuelled vehicles remain dominant on our roads. Admittedly motor

Although relatively well understood for construction, improving ecology benefits are a new area of sustainability for many sectors including FM and the built environment which are still learning how this area is best approached.”

vehicles have generally become more fuel-e icient over time – largely due to EU regulation – however, increased e iciency does not eradicate the problem.

FM can be a mobile workforce, with for example, hard service FM providers relying on their fleet of vehicles; and catering requiring food distribution. Vehicles can o en be one of the largest impacts of an FM provider at over 90 per cent of carbon emissions(iii). FMs may also need to provide employees with transport options as part of so services. The good news is that emissions are understood and reported publicly.

FMs need to firstly understand what travel is necessary and what can be performed remotely through technology. Managing the transport options at a business facility using low carbon options would help to reduce transport impact as well as understanding commuting habits of employees. City centre buildings, for example, are obviously more likely to be reached by public transport so motor vehicles would be used predominantly for operations.

The cost of moving a whole fleet to electric vehicles in one go could be prohibitive, so FMs should consider

replacing with electric models when they would normally change vehicles.

GOVERNANCE AND RISK MANAGEMENT

Diversity is not the only strategic issue gaining attention in the SFMI assessments. Risk management criteria are being strengthened to incorporate non-financial sustainability risks at both corporate and contract levels. Best practices now require scenario testing of climate risks relevant to the FM business unit, with demonstrated results driving organisational behavioural changes. This integrated approach ensures that sustainability risks are e ectively managed and helps in the transition towards more sustainable business operations.

A CALL FOR BUSINESS TRANSFORMATION

These updates to the Index intend that the focus should extend beyond mere reporting to drive transformative change. FM organisations possess the potential to support customers in improving their own businesses while becoming restorative in nature. The SFMI acts as a crucial mechanism for the sector to achieve this goal. Partnerships with the SFMI enable organisations to showcase their leadership in sustainability and embed sustainable practices into their core business operations.

As sustainability becomes increasingly vital for FM organisations, the SFMI assessments for 2023 raise the bar by prioritising mental health, wellbeing, biodiversity, and carbon-related initiatives. With regulatory requirements and greenwashing concerns on the rise, verified data and evidence of sustainable practices are now essential. By highlighting the social aspect of ESG and broadening the environmental focus, the SFMI ensures that FMs are equipped to meet industry standards and make meaningful contributions to a sustainable future.

REFERENCES

(i)The SFMI assessments serve as the industry benchmark for FM organisations. Currently evaluating FM partners that constitute around 15 per cent of the UK FM Market, the SFMI provides a comprehensive evaluation of sustainable practices.

(ii) https://bit.ly/3OoIJie

(iii) https://bit.ly/3OybWau

Link to 23 ESG update and report: https://bit.ly/44XApNs

As sustainability becomes increasingly vital for FM organisations, the SFMI assessments for 2023 raise the bar by prioritising mental health, wellbeing, biodiversity, and carbon-related initiatives. With regulatory requirements and greenwashing concerns on the rise, verified data and evidence of sustainable practices are now essential.”

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WINTER-PROOFING OUTDOOR SPACES

Daniel Took, Head of Professional Marketing at Kärcher UK, shares best practice guidance on how estates teams can winter-proof their outdoor spaces section-by-section

SECTION 3: FLOWER BEDS

Any plants with dead or wilting sections should be cut back, and any weeds should be removed. All annual flowers should also be removed, and any faded perennials cut down so they are around 5cm above the ground.

All borders need to be trimmed and shaped one last time. The beds should then be covered with a thick layer of compost, bark or well-rotted manure that will condition the soil, prevent it from being eroded away by sustained rainfall and protect roots from the frost when the temperatures start to plummet.

Flowering plants, such as pansies, cyclamen, heather and hellebores, are all capable of giving beds and containers a pop of colour that lasts all winter long.

Essential tools: Grass trimmer, cordless weed remover.

SECTION 4: GARDEN TOOLS

Garden tools, especially products that are batterypowered and feature the latest innovations, such as brushless motors, low noise and zero emissions technology, must be securely stored away to make sure they retain optimum functionality.

Any dirt should be wiped o , using a steel wool, wire brush or a high-pressure washer, depending on the level of dirt. Once used, pressure cleaners should be fully emptied and any hoses drained and rolled up without any kinks.

No gardening tools should be le outside during the winter. Rubber components can become porous when exposed to low temperatures, which can result in them becoming deformed. Meanwhile, any electronics in battery mowers, hedge trimmers and any other battery-operated tools are also at risk of becoming faulty and damaged if exposed to wet and cold weather.

With the clocks changing next month (October), signalling the end of summer for another year, winter-proofing gardens and other outdoor spaces becomes top priority for UK-wide estates teams.

SECTION 1: LAWNS AND GRASSY AREAS

While the grass-cutting season may be rapidly drawing to a close, there’s still time to get one, or two, final cuts in. Given the fact the grass will be too wet and cold to mow for up to five months, making sure it’s around five to six centimetres tall will ensure it is nice and even and healthy when it does start growing again next spring.

Any loose leaves, small branches, twigs and moss and lawn cuttings should all be removed – not only will this help prevent the grass from decaying and becoming mouldy, it will make sure it gets maximum light exposure.

Finally, lawns and other grass areas should be given one last feed with a lawn fertiliser, which will provide all of the vital nutrients that are required to survive the winter.

Essential tools: Lawn mower (battery or cordless),

leaf blower, rake, brush cutter, grass and shrub shear, grass trimmer.

SECTION 2: BUSHES, HEDGES AND TREES

For more established gardens and outdoor spaces, it’s not uncommon for there to be numerous established trees, as well as hedges and bushes throughout.

Regular maintenance, particularly heading into the winter when older branches are prone to breaking o in the wind, and the vast majority of hedges and bushes lose their leaves, exposing them to the elements, is essential. This involves making sure any diseased and dead sections have been removed and any longer branches, sections or sprouts are securely supported and/or fastened in place.

Hedges should be cut in a trapezoidal shape (narrow from the ground up). This allows light to shine on any ground level sprouts. It also means the hedges will retain their shape and won’t collapse under the weight of piles of snow.

Essential tools: Hedge trimmer, brush cutter, line trimmer, grass and shrub shears, grass trimmer, chain saw, tree lopper.

Advice for winter-proofing high-pressure washers: Switch the high-pressure washers on without a water connection for approximately 30 seconds until it has run completely dry. If the device has a detergent tank, empty and rinse it out and store it away. Fill the tank with approximately 0.2 litres of fresh water to remove any residual cleaning chemicals before briefly switching the cleaner on in cleaning mode until the tank is empty.

Advice for storing battery-powered lawn mowers in the winter: They should ideally be locked away in a dry space at the end of October. The battery should be charged to around 75 per cent - as completely discharging lithium-ion batteries reduces their lifespan – and put in a place where the temperature is between 10 and 20°C. The actual lawn mower can be kept in outdoor storage facilities. But if the battery is permanently installed, the entire device should be stored in a dry place.

Winter is on its way and there are plenty of endof-the-year jobs for estates teams to carry out over the coming weeks. Fortunately, thanks to the latest garden tool technology, the work can be carried out e ectively and e iciently, regardless of the task at hand.

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NEXT ON THE MENU

Almost one year since workplace caterer BM appointed Co-Managing Directors Antony Prentice and Angus Brydon to lead the next phase of the company’s journey, they explain how

and why catering

Catering has never been as important to the workplace as it is now,” Brydon boldly claims. He adds: “We’ve never seen such an incredible reliance and respect for what we do.”

Brydon and Prentice were o icially handed the reins in October 2022, having worked for the business for six and 13 years respectively.

Prior to the COVID-19 pandemic, BM (Bartlett Mitchell as it was formerly known) was flying. The company was approaching turnover of £60 million and employed more than 1,000 people across the UK.

Fast forward three years and throw in a global pandemic, acquisition by WSH, inflation, and a complex and di icult labour market, the new MDs have had quite a di erent task on their hands.

“It’s safe to say that it has been quite the

rollercoaster. We were on top of the world, then our business shrank by two-thirds, and now we are feeling really positive about the market again,” says Brydon.

And rightly so. Since the pair have taken over, the company has returned to its preCOVID turnover figures and achieved a 95 per cent client retention rate.

TRUSTED ADVISORS

“It’s sounds clichéd to say, but we’ve gone back to the basics and the fundamentals of our business,” says Brydon. “If COVID taught us anything, it was that we are in a really good position to support and advise our clients and customers on all sorts of matters – it’s not just limited to food.”

He adds: “We work with so many clients from across the UK, all of whom will

have very distinct needs. However, at its core, they all feed their people and have workplaces. We are privy to so much insight so we can share what works and what doesn’t with so many people, inside the fabric of any building. But, most importantly, we have been able to truly understand the new and changing needs of employees.”

The company demonstrated this during the pandemic through its regular online ‘amuse bouche’ workshops and food events, which became hugely popular with clients and team members, bringing estates and facilities professionals together to discuss how they were tackling the issues of the day, all while cooking and preparing food over Zoom.

“These sessions really brought home the value we could add to clients,” says Prentice.

“We knew that we could be a truly trusted

they’ve restored the fortunes of the business post-COVID,

is acting as a conduit for bringing people back into the o ce

advisor to so many of our partners and, given everything that was going on, we had a real opportunity to demonstrate this,” agrees Brydon.

Post-pandemic, the challenges presented by the cost-of-living crisis and hybrid working patterns have meant business uncertainty among both clients and customers, but also sparked conversations about how catering can be part of the solution.

CATERING HELPING TO BRING BACK EMPLOYEES

According to the Gensler Research Institute’s US Workplace Survey 2022, 83 per cent of employees would return to the o ice at least one additional day per month if their o ice provides their ideal mix of experiences, and Professor Jeremy Myerson in his book ‘Unworking: The Reinvention of the Modern O ice’, suggests these experiences could include concierge-style services, technology support, bicycle maintenance, exercise and wellbeing, from gym classes and meditation to nutrition.

Deloitte also reinforced this through a study which found that employees also want to feel good when they come to the workplace – 59 per cent of employees would consider taking a job with a company that o ers better wellbeing benefits than their current employer.

There has been a challenge around the perceived value of food and how much customers are prepared to spend on it, particularly against a challenging economic backdrop, which has seen some clients switch to free issue (i.e. free food and drink to employees).

One client who has gone completely free issue has consequently returned to prepandemic levels of o ice occupancy Monday through Thursday, while another that o ers specific free issue days sees a spike in

attendance on those days, they explain.

“If you want to get people back into the business, use catering,” says Brydon.

“If you are investing in catering, really go for it. Make it a USP. People may think we are bound to say this but the evidence is there; where clients have invested properly, we

have seen a massive return to the o ice.

“We want to work with clients who see catering as a part of their culture,” says Brydon.

Prentice elaborates: “We don’t want transactional relationships. We don’t believe in a race to the bottom scenario. Catering is an investment. It’s important that we are all on the same page.”

IT’S ALL ABOUT THE PEOPLE

However, whilst the overall business progression is clear, the perennial people problem in hospitality hasn’t gone away. This, according to Prentice was one of the major challenges to address when taking over the business.

“People make our business and it has always been important for us to recognise this. We always talk about our BM family and the need to look a er one another. This was never truer than during and a er the pandemic. Our continuous engagement with clients needed to extend to our teams too.”

The company regularly held online ‘social’ events during the pandemic and invited all sta , even those who were no longer on the company’s books, and continued to

There has been a challenge around the perceived value of food and how much customers are prepared to spend on it, particularly against a challenging economic backdrop, which has seen some clients switch to free issue (i.e. free food and drink to employees).”

send birthday cards, gi s, and personalised messages from senior management. “Even a er they’d le , it meant that people didn’t feel completely shut out of the company.” This, according to Brydon, is why the company has been able to recover so quickly and hasn’t necessarily struggled in the same way to recruit sta as other businesses.

“Of course, there are macro issues the whole sector is tackling, but we truly believe that this has been minimised as so many of our teams wanted to come back and work for us,” he explains.

NEW LEADERS, SAME VALUES

Although the sector’s labour shortages have been significant, Prentice and Brydon have been able to focus on getting to grips with their new roles, new working relationships, and their new vision for the company.

“We were working up to the job for a number of years. We had already begun to build our partnership, acknowledging our di erent strengths,” says Brydon.

“The challenge from day one was knowing how to be an MD. We really wanted to

focus on the core elements of the business: people, health and safety, marketing, and food development. These were all at the heart of how our company was formed more than 20 years ago. And when we were budgeting, we really wanted to make sure every department felt invested in.”

Prentice adds: “We wanted to tap into our strengths to help create an environment really fit for growth.”

US VS THEM

Part of this was bridging the gap between London and the regions and shi ing the ‘us and them’ perception.

Brydon previously looked a er the company’s London business, while Prentice was responsible for BM’s business in the regions. The appointment of joint MDs who brought together on-the-ground knowledge of the challenges and opportunities across both fields was part of that strategy.

“Less face time and less interaction could have led to feelings of isolation,” explains Brydon. “We don’t want our teams to feel like that. We made a decision to remove

what was a historic London vs the regions mentality and bring the teams closer together. It’s important that people feel unified, now more than ever.”

With the labour challenges easing slightly and a somewhat renewed confidence in the hospitality sector, the focus for BM is now on the future.

HOTELIFICATION

The team is also considering how the o ice catering solution of the future will meet shi ing customer demands and behaviours. The ‘hotelification’ of the workplace has become a bit of a buzzword with the underlying message that o ices are being seen as places to collaborate, not just work, and to make their commute ‘worth it’ when they can just as easily work from home. Prentice is bullish about the future of the o ice. He believes that hybrid working is the future, with more flexible spaces and the rise of ‘zoning’.

The view is that caterers can facilitate this shi and add value to the o ice experience. “We are working with FM teams to create flexible spaces to eat and drink that also encourage socialising, serendipitous encounters, inspiration and relaxation, as well as permit employees to eat and work at the same time. They are becoming like a home away from home.

“Restaurants can provide informal meeting spaces,” he points out. “Organisations are placing more trust in employees. They come in at di erent times and eat at di erent times, so the FM o er needs to manage this.”

Brydon adds: “We’re seeing a lot more shared spaces and the bringing of departments together. It’s now less ‘finance on the third floor, HR on the second’, and more about integrated seating.”

CATERING FOR THE FUTURE

In the longer term, BM has an eye on smart use of customer data and machine learning to tailor employees’ workplace experiences. The company sees opportunity for security, desk-booking and wellness. Applications are also being considered for nudges for healthy food ordering to all be available through a single, integrated workplace app, which could then allow AI to provide suggestions and further optimise the o ice experience.

“VR and AR could even be used to show customers the restaurant menu, a personalised view of dishes’ native origin, how it’s made and, the ingredients’ provenance,” says Brydon.

The food sector has gone through quite the journey over the last few years and, if BM’s success is anything to go by, there will be a few more items on the menu in the coming years.

We are working with FM teams to create flexible spaces to eat and drink that also encourage socialising, serendipitous encounters, inspiration and relaxation, as well as permit employees to eat and work at the same time. They are becoming like a home away from home.”

Encouraging connections in the o ce to boost sta wellbeing

How dedicated water facilities and amenities can boost the wellbeing of o ce workers and help businesses keep their sta

Gethin Nadin’s top tips on supporting employees to feel their best at work:

Tackle stress in the office with a sociable office environment

Offer wellbeing incentives that your employees won’t be able to get at home

Create a culture of open conversations around wellbeing

ENCOURAGE EMPLOYEES TO TAKE REGULAR BREAKS

44 per cent of o ice workers say talking to a colleague helps them deal with stress at work. Gethin recommends encouraging sta to regularly step away from their screens and emphasises the importance of staying hydrated to maintain good wellbeing, concentration, and alertness.

The versatile Top Pro can be a countertop or floor standing water dispenser, which is perfect for setting up multiple water stations around the o ice. This will encourage workers to get up from their desks for a short break whilst staying hydrated with refreshing filtered water.

Sincethe pandemic, 81 per cent of workplaces in the UK have increased their focus on mental health and it’s clear to see why.

Half of employees have experienced at least one characteristic of burnout, and mental ill health costs UK employers approximately £56 billion each year. To add to this, employers are facing significant di iculties retaining their sta . Research has revealed a quarter of employees are actively searching for a new job .

To help employers address these pressing issues, BRITA VIVREAU has asked o ice workers about their

workplace cultures and what helps their mental wellbeing at work.

With the help of award-winning mental health campaigner and workplace wellbeing expert, Gethin Nadin, BRITA VIVREAU highlights the importance of high-quality amenities in facilitating workplace friendships.

RECOGNISE THE IMPORTANCE OF CONNECTIONS BETWEEN STAFF

BRITA VIVREAU’s research found that 75 per cent of o ice workers would be more likely to stay in a job if they’ve built connections with their colleagues. 44 per cent say talking to a colleague helps them deal with stress at work. This means employers should be facilitating positive relationships between their sta . But how?

Gethin has found that “casual encounters are the number one reason people want to go back into the o ice” and they have been proven to make people feel happier and less stressed. It’s time for businesses to facilitate more of those water cooler moments to help sta connect.

Installing a user-friendly and state-of-the-art Extra C-Tap water dispenser will create an area for sta to congregate and socialise and build positive relationships with colleagues.

OFFER INCENTIVES THAT PEOPLE MIGHT NOT GET AT HOME

To encourage sta to come into the o ice, employers should o er incentives that people most likely won’t be able to get at home.

BRITA VIVREAU’s research found that 36 per cent of o ice workers would feel valued by their company if their o ice had a water dispenser that o ers instant, filtered water that can be chilled or hot, sparkling or still.

By installing a BRITA VIVREAU water dispenser, employers can encourage sta to use the o ice space, socialise with more colleagues and build stronger connections. Combine this with staying hydrated and taking regular breaks, workers will be healthier and happier, more productive and more likely to stay in their jobs.

Find out more about BRITA VIVREAU’s range of water dispenser solutions for your o ice by heading to the website.

www.brita.co.uk/water-dispensers

DESIGNING IN ACOUSTICS

Whether ceilings or walls, acoustics are a key factor in the design and management of o ces to ensure a happy and productive workforce

Acoustics are an element of a workplace that can’t be seen but if overlooked can detrimentally impact occupants. E ective management of acoustics contributes significantly to the overall comfort, productivity and wellbeing of employees. There are many elements to managing acoustics as part of o ice interiors which facilities managers need to consider.

Noise control is the most obvious one. The o ice floorplate needs to be designed in such a way and equipped with soundproofing equipment to minimise both external sounds such as tra ic noise or construction and internal sources of sound such as the whir of the printer or the clank of crockery in the kitchen.

There’s also the issue of the chatter of colleagues, particularly in designated focussed working areas. There is a delicate balance between wanting sta to come back into the o ice in order to collaborate and maintaining more peaceful areas for tasks that require concentration. People who are non-neurotypical are particularly susceptible to noise-based distractions. Confidentiality is also crucial in certain interactions in the o ice and indeed paramount in particular industries such as the legal sector. It’s o en di icult to incorporate acoustic privacy in open plan o ices as opposed to more cellular floorplates but this can be achieved through clever design and placement of white or pink noise systems, partitions, panels to

ensure that sensitive conversations, phone calls or video conferencing content are not overheard. Protecting speech privacy fosters trust as well as confidentiality within the workplace.

ACOUSTIC SOLUTIONS

International interior finishes company Woven Image has addressed how the role of the physical workplace has changed at an exponential pace in terms of both technology and lockdowns, leaving many organisations reassessing how best to use space. The result is the Serene Contours collection which has linework strongly inspired by the Art Deco era. Last autumn, the company, which originated in Australia,

introduced two new EchoPanel® precision cuts; Palace and Ohm along with Duet Ion, a dual-sided panel for partitioning applications. Also included within this collection is the quilted acoustic fabric Focus Chain. These products combine the move for more tactile surfaces and three-dimensional textures with the drive towards sustainability as well as strong acoustic performance. Further responding to the changing nature of the o ice post-pandemic as primarily a place to connect and interact, exchanging ideas and information is Woven Image’s latest launch the Array and Fuji ranges of design-driven acoustic ceiling and wall finishes.

Fuji has a range of ceiling acoustic tiles which reduce reverberation times through a high sound absorption rating. Array is a dramatic, customisable acoustic ceiling ba le system that helps to control reverberated noise in busy, shared spaces. Architects, designers and specifiers can achieve unique installations through varying configurations of tile size, colourway, hardware finish and suspension height.

SOUND MASKING

It’s clear that more than ever, communication and collaboration are essential in o ice environments. However, excessive noise can impede these activities. Facility managers must consider the acoustic requirements of various spaces, such as meeting rooms or collaborative areas, and ensure that they are appropriately designed to facilitate clear and intelligible communication. Implementing acoustic treatments, such as sound masking systems or strategic placement of absorptive materials,

can enhance communication and collaboration among employees.

A recent edition of research body the Leesman Review points to the workplace environment being crucial in fostering connection and coaching, however employees are finding that they have more control of noise when working from home, due to the ability to take impromptu calls without disturbing others to focus at any time without being disrupted. Acoustics, it concludes is our biggest concern when in the workplace.

Marissa Wallder, Associate Director with Resonate Interiors, which works

across the workplace sector including CAT A, CAT A+ and CAT B schemes as well as education and residential advises: “It should be noted that not everyone has a dedicated space to work from home and even if they do or have designed their day to intentionally collaborate in the workplace, there will be pockets of time when focus or calls within the workplace are required.

requirement for better acoustics

says: “The quality of sound has a major

“The return to the workplace has therefore signalled an increased requirement for better acoustics to compete with the tailored home environment.” She pinpoints three key broad ‘A/B/C areas. A is for Absorption. She says: “The quality of sound has a major impact on focus & concentration. We are finding that all projects now require sound absorbing acoustic wall & ceiling treatments to be designed into the initial concept, rather than as a retrofit on day two.

“The wide variety of decorative finishes available can also have a major impact on the overall scheme, which is why it is becoming crucial to design them into the initial concept.” B refers to Blocking. “Like water, sound can pass through the tiniest gaps and so the construction of the partition and the coordination of services passing through it is critical in ensuring a space is acoustically sealed.

major impact on the overall scheme, which is why it is becoming crucial to refers to Blocking. “Like water, sound

“An increased number of our projects now require partitions to be constructed from floor to ceiling slab, to reduce the number of weak points incurred by acoustic void barriers and the services that need to pass through them.” Special attention is also required when abutting to external facades & base building elements.

Facility managers must consider the acoustic requirements of various spaces, such as meeting rooms or collaborative areas, and ensure that they are appropriately designed to facilitate clear and intelligible communication.”

C, meanwhile, is for Cover. “The electrical generation of a noise frequency to mask distracting sounds was previously a ‘nice to have’ item in a project budget, however we have seen an increased requirement of these devices within the M&E scope of works on several projects.”

A QUIET PLACE

RSK Acoustics Associate Director Thomas Goose explains how facilities managers must adapt their o ce spaces to handle the demands of more flexible working patterns and better suit the di erent needs of employees

EXCESSIVE NOISE

There are a handful of other issues to address when it comes to acoustics. Excessive noise can be a major distraction and significantly hinder employee productivity. Facility managers should consider strategies to minimise reverberation and echo as these can reduce the intelligibility and further increase background noise levels. Welldesigned sound absorbing materials such as acoustic ceiling tiles or wall panels can really come into their own here to control sound reflections and create a more acoustically balanced working environment which in turn enables employees to work more e iciently. While there is detailed provision for fire protection in terms of sprinklers, fire alarms and extinguishers enshrined in law, facility managers should check the requirements for o ice buildings in terms of soundproofing as part of building regulation compliance. In terms of health and wellbeing factors, prolonged noise levels can lead to several conditions among them stress, fatigue and even physical health issues. Controlling noise pollution is so vital to eliminate the risk of ailments such as headaches, anxiety or even hearing loss and create a healthier and more comfortable workplace. Acoustics play a crucial role in o ice interiors and facility managers should prioritise its management. By focussing on factors such as speech privacy, collaboration and health and wellbeing, they can design a great place to work which means happy employees and a thriving organisation.

Post-COVID

it is clear that the o ice is not dead, but it will never be the same as before. Companies are increasingly looking for o ice spaces that provide areas for lively, collaborative work, emphasising the team and social culture of the o ice, while needing quiet spaces for more focused work. Modern o ice fit-outs are trending towards more open, collaborative spaces, and a greater consideration of acoustics is crucial within these designs. It must be easy for people to speak to one another within the o ice, as well as for the space to have options for taking calls or hosting meetings without disturbing others around them.

Three aspects of acoustics – ambient sound levels, sound transfer between spaces and reverberation – are the main factors in o ices. The relationship among these three aspects determines the speech intelligibility within and between di erent areas: high speech intelligibility between people in conversation makes it easier to communicate, but low speech intelligibility from a nearby conversation improves privacy and makes it easier to focus on individual tasks.

MULTIPLE ACOUSTIC ENVIRONMENTS

When it comes to work requirements, meetings o en require a private space. Whether held among HR personnel, board members or the finance team, meetings are o en best served by a space that enables those present to discuss confidential matters away from others in the o ice, and this calls for an acoustically isolated space.

A larger, open-plan space can be le relatively undampened to create a space that feels lively and busy, suitable for collaborative working and socialising. This is also an ideal location for tea and co ee facilities provided that suitably quiet machines can be sourced (such as those with a Quiet Mark certification).

Lastly, open-plan but secluded areas with ceiling panels and acoustic screens can provide a good flexible space for work where some ambient noise exists but that is still conducive to focused or quiet work. Multiple acoustic zones can enable occupants to switch from collaboration to independent work several times in a working day, so adaptability is vital.

More recently, awareness of neurodiversity in adults has begun to increase, bringing with it an understanding that many people learn, understand and process information in a variety of ways. Much research, including an informal survey within RSK’s own Neurodiversity Network, has highlighted that sound can be particularly distracting to neurodivergent people. This o en includes the background noise from mechanical ventilation or open windows. The former

tends towards a dull but constant ‘hum’ or ‘rumble’ tone, while the latter can be less tonal but lead to infrequent and random disruption from car horns, planes or other outside noises. Either can be disruptive to di erent groups of people, throwing them o their focus and making it di icult to get back in the ‘zone’.

SOUND PROOFING

Facilities that have yet to be fully finished or fittedout stand to gain the most from these acoustic considerations, as there is greater scope to use built-in cavity insulation to create ‘quiet rooms’ including walls with good sound insulation (to adjacent spaces) and absorption (to control reverberation within the room), as well as a reflecting ceiling that makes it easy to hold a conversation across a meeting table while minimising audibility in other spaces.

Existing o ice spaces are more challenging, but generally most medium o ice buildings already come with at least one meeting room. As long as there is a room that can accommodate work, it is possible to add additional sound absorption and increase wall linings to create a quieter space for those who need it.

Where there is no separate space, or in smaller o ices or co-working spaces it may not be possible to use a dedicated room for quiet work, a higher degree of sound transfer is unavoidable and compromise will be necessary. Room dividers can be used to temporarily create slightly quieter or secluded areas, such as when meetings are scheduled, but, especially for confidential or sensitive topics, these aren’t ideal. Acoustically absorptive ceiling panels can also be used to reduce the distance that noise travels, enabling you to create a quieter area on one side of the o ice.

Alternatively, freestanding ‘meeting pods’ or ‘phone booths’ can be installed which are increasingly seen in airports and train stations to give business travellers a quiet area for working. The drawbacks of these are that they are typically small and designed for one or two people only, and their small size limits their soundisolating material, meaning that they are not as flexible or as quiet as a dedicated room.

Ideally, each o ice would have a range of acoustic environments: an open space where noise travels, which feels lively and encourages casual conversation and the free sharing of ideas, as well as separate meeting rooms, which o er privacy and a place for quiet conversation, and balanced working areas, where ambient noise is neither disruptive nor o -putting. Getting this right is crucial in ensuring employees can work at their best, as well as empowering them with choices of where to work in an increasingly hybridised world.

OPTIMISED ADVANTAGE

Mike Darby, CEO and Co-Founder of Demand Logic explains the advantages of using optimised Building Management Systems solutions to help reduce carbon emissions in buildings

and construction teams to assess the long-term environmental impact of their buildings and make informed decisions about the design and material choices. These solutions are needed across the supply chain and throughout a building’s lifecycle to ensure all areas of the business are focused on reducing emissions.

THE ENERGY PERFORMANCE GAP

Currently, construction and operations in the built environment are responsible for 26 per cent of all global greenhouse gas emissions(i) according to research from McKinsey. While this is lower than it was a year ago, it’s still a cause for concern. Furthermore, new regulations, such as changes to Energy Performance Certificates, mean buildings will naturally have to start taking steps towards net zero and it’s predicted that it will only get stricter. So, businesses that are prepared to be a step ahead of the curve will likely end up on top.

Alongside this, in the past two years, some energy bills have soared by 500 per cent(ii), a ecting households and businesses across the UK, according to findings from Energy Systems Catapult. And though costs are beginning to slow down, businesses and their teams still need to consider their bottom line.

Research from Watco has discovered that almost half of facilities managers(iii) believe their business will become unviable if they do not embrace digital technologies. With this in mind, there’s no better time for buildings to adopt tools to help identify how and where energy is used throughout a building so that fixes and changes can be made to cut back. In order to become net zero, new solutions and technologies like these are imperative.

Technology, and in particular PropTech, can help building owners understand just how much energy their properties are using, allowing them to reduce these figures and get closer to their net zero goals.

In fact, the same report by McKinsey has predicted technology that already exists could help buildings lower as much as 50 per cent of their carbon emissions by 2030.

Optimised Building Management Systems (BMS) can assist building teams in lowering their emissions by providing more centralised control and monitoring over various processes. This helps building teams to actively manage heating, ventilation and air conditioning (HVAC), lighting and other systems based on occupancy, time schedules and environmental conditions.

MEASURING BUILDING PERFORMANCE

When we talk about the carbon impact of building performance, it is o en broken down into two stages of a building’s lifecycle.

Operational carbon emissions refer to the use or operation of the building and so this is what most building owners or managers tend to focus on. These emissions are usually caused by systems like heating, cooling, lighting and other energy consumption. Embodied carbon emissions, on the other hand, encompass the entire lifecycle of a building, including extraction, manufacturing, transportation, construction and even demolition.

Understanding both types is essential for addressing carbon emissions and their impact on the environment. While reducing operational carbon emissions is important for immediate emission reductions, considering embodied carbon emissions allows property developers

Due to a performance gap that occurs between the design and operational periods, people are o en simply unaware of how their building is really performing, rather than willingly ignoring its carbon output. The performance gap is the disparity between the predicted energy e iciency of a building during its design phase and how e icient it actually is when it is operational. This is a worldwide issue that needs to be solved and it’s where PropTech solutions really come into play. By helping businesses to understand which areas of their buildings are underperforming via their BMS, they can cut energy usage and, in turn, their energy bills. Many buildings have found that as much as 60 per cent(iv) of their energy usage is spent on heating water and heating and cooling spaces. This figure could be drastically reduced if property managers were able to clearly identify these sources and either monitor the times when this energy is being wasted or even install more environmentally friendly heating and cooling solutions like heat pumps.

DATA IS KEY

In the UK, a number of PropTech solutions have been developed and employed to reduce building energy usage by tapping into their BMS. These include Energy Management Systems (EMS) that monitor and control energy consumption, Smart Metering for real-time data on energy usage and Building Energy Modelling to optimise designs and understand energy-saving measures and energye icient features and fittings including renewable energy sources.

These technologies collectively enhance energy e iciency, reduce costs and mitigate the environmental impact of buildings throughout their lifetime. And by implementing a combination of these PropTech solutions, building managers and tenants alike can help to drive energy e iciency improvements in UK buildings before the country’s net zero targets in 2050.

(i) https://bit.ly/3YsqZqI

(ii) https://eibi.co.uk/news/7046-2/

(iii) https://bit.ly/3OtqMPI

(iv) https://www.iea.org/energy-system/buildings

STO SPECIFIED FOR NEW TIMBER-FRAME HOUSING DEVELOPMENT

More than 30 timber frame homes are benefiting from an external wall insulation system manufactured by Sto to help reduce heating costs and energy.

Constructed by Westridge Construction for Hyde New Homes, the crescent-shaped development consists of 32 homes ranging from two to four bedrooms. Located in Saltdean, East Sussex, the art-deco inspired properties are located between the south coast and the South Downs National Park.

The StoTherm Vario expanded polystyrene insulation (EPS) system, including Sto-Rotofix mini mechanical fixings, were specified and installed by Square 1 Architectural Solutions. Compared to rail systems, the Rotofix fixings require fewer components, the insulation boards can be installed more quickly, and Rotofix enables better levelling capabilities, as the fixings can easily be adjusted to provide a level surface prior to installing the rendered façade.

“We proposed Sto for this project as its Rotofix system was ideal for the timber frame construction,” explained Andrew Downer, Director at Square 1

Architectural Solutions.

“The undulation which can occur in timber-framed walls makes it more di icult to fix external wall insulation. The Rotofix mini fixings have a unique spiral design which overcomes these challenges and results in a higher quality façade finish. The system also enabled us to create a cavity behind the insulation board allowing any excess moisture to drain and provide the wall structure with a secondary line of defence from the e ects of the weather.”

The StoTherm Vario system was finished with StoSilco K silicone resin render, in white, to provide high water repellence and resistance to dirt build-up, as well as the growth of algae and fungus. To enable the render to be applied around the circular windows which feature throughout each property, a curved bead was also supplied by Sto to help form the neat render finish.

Andrew continued: “It was vital to use a high-quality render like StoSilco to provide both a protective and decorative finish. The homes are located just a stone’s throw away from the sea and every building is

OWA UK’S CEILING BAFFLES ARE THE SOUND CHOICE FOR NEW HEALTHCARE BUILDING

Leading acoustic ceiling solutions manufacturer OWA UK has supplied its highperformance Cloud acoustic ba les to create a calm and creative working space in the new Paterson Building at The Christie, a leading specialist NHS cancer care centre in Manchester.

Part of OWA UK’s established OWAconsult collection, the Cloud ba les bring both acoustic and aesthetic benefits. The clean lines of the vertical ba les are assembled create a striking round shape, which can then be clustered together to evoke a cloud formation. As well as providing a stylish addition to the interior ceiling design, the use of OWA UK’s Cloud system has also helped to improve the acoustic comfort of the workspace. The acoustic ceiling ba les reduce reverberation and reflected sound to improve speech clarity and eliminate unwanted noise pollution.

OWA UK collaborated closely to provide technical advice to the wider project team, which comprised specialist contractor John Atkinson Acoustics Ltd and main contractor IHP (Integrated Health Projects). This included specification and onsite support from OWA UK’s dedicated regional sales specification manager for the North and Scotland, as well as acoustic information and calculations from the manufacturer’s in-house acousticians who were able to advise the best layout and design of the ceiling ba les to meet the project’s specific requirements.

www.owa-ceilings.co.uk enquiries@owa-ceilings.co.uk

completely white. The StoSilco render will ensure the homes will maintain their clean, bright appearance for many years to come.”

Available for sale, rent and shared ownership, the homes are collectively known as Seaview Meadows. The development won the silver prize for Best Interior Design at the WhatHouse? Awards and has been praised for its innovative design and enviable location.

SNICKERS WORKWEAR TROUSERS – WORKING AS HARD AS YOU DO!

Hi-tech fabrics, functionality and fit are the hallmarks of this market-leading working clothes range.

For discerning professional tradesmen and women, trousers that deliver maximum functionality, comfort, protection and mobility are key factors in their brand choices.

That’s why the sustainable, street-smart, body-mapping features of Snickers Workwear Work Trousers make them the clothes of choice for those who want to work at their best.

www.snickersworkwear.com/list/product-guide/trousers-made-to-fit The AllroundWork trousers suit any kind of work in any trade. FlexiWork trousers deliver superior freedom of movement. While LiteWork trousers keep you cool, dry and ventilated.

Then there’s Ru Work trousers, reinforced and tough for the roughest work on site. ProtecWork protective wear for hazardous environments and certified HighVis trousers when personal visibility on site is a priority.

Snickers Workwear Trousers also deliver certified protection with the patented KneeGuard® system and CORDURA® reinforcement for greater flexibility, comfort and durability.

All in all, this is what makes them the optimal choice for cra smen and women who need to get every job done comfortably, e iciently and sustainably on site.

www.snickersworkwear.co.uk

sales@hultaforsgroup.co.uk

01484 854788

The future of FM: Why the facilities sector needs more qualified EPA assessors

facilities, commercial buildings to industrial sites. Depending on the specific apprenticeship program and assessment requirements, assessors may need to visit these facilities to conduct practical assessments or observe apprentices in real-world scenarios. This variety in assessment settings enriches your experience in the role and allows you to witness firsthand the impact of the assessments across industries.

The freelance nature of the EPA Assessor role means that you can seamlessly integrate it with other sources of income. The number of assessments you undertake is entirely within your control, enabling you to adjust your workload to your own personal schedule. Whether you’re a full-time professional seeking to diversify or a retiree with a penchant for giving back, this role can accommodate your aspirations.

In the ever-evolving landscape of facilities management, a critical need has emerged for skilled professionals who can guide and shape the next generation of practitioners. The number of apprenticeship standards across all sectors has grown massively in recent years, which is fantastic to see, but has additionally increased the need for assessors carrying out End-point Assessment for all standards. As the industry, and technology, advances, so does the demand for these individuals responsible for maintaining and managing active leisure centres. Enter the Qualified End-point Assessment (EPA) Assessor - a role that holds the key to elevating the standards of facilities management and ensuring the proficiency of emerging professionals.

The UK’s leading Ofqual-recognised awarding organisation for the physical activity sector, Active IQ, o ers over 100 accredited qualifications in a variety of disciplines from Entry-Level to Level 5. Within the apprenticeship sector, Active IQ o ers 22 End-point Assessments across the leisure, education, facilities management, and community sectors. Active IQ is currently recruiting to expand its team of freelance assessors for its EPA service, leading the way to meet rising demand for End-point Assessors. As one of the first End-point Assessment Organisations (EPAO) within the physical activity sector to be approved on the Register of EPAO’s, Active IQ has great experience in this sector, and we’re looking for individuals as passionate as we are about maintaining the standards across this rapidly expanding industry.

Could the role of EPA Assessor be right for you?

Unlock your career potential as an EPA Assessor

As an EPA Assessor, you have the unique chance to continuously deepen your expertise and knowledge in your field. Engaging with apprentices and their work can enable you to stay at the forefront of industry trends, best practices, and regulatory standards. This constant learning process fosters a deepened understanding of facilities management across all its dimensions. By guiding apprentices through their learning journey, you not only impart knowledge but also reinforce your own expertise. Moreover, the diverse backgrounds of the apprentices you’ll meet and interact with will enhance your communication and interpersonal skills, making you a more well-rounded professional.

Being an EPA Assessor also allows you to have a career that aligns with your lifestyle and schedule. Many assessment tasks can be accomplished remotely- whether it’s reviewing portfolios, conducting online presentations, or engaging in professional discussions, the role will give you unparalleled flexibility. As long as you have a stable internet connection, this remote work o ers the freedom to work from home or any other suitable space, eliminating the need for daily commuting and providing a greater sense of freedom and autonomy. While remote work will o er you great flexibility, there are also opportunities for on-site engagement. Facilities management covers a vast spectrum of settings, from educational institutions to healthcare

Among the most gratifying aspects of being an EPA Assessor is witnessing apprentices evolve and flourish. Guiding and supporting them on their journey to acquiring skills, knowledge, and confidence is profoundly fulfilling. Knowing that you have played a crucial role in helping apprentices achieve their goals and enhance their professional journey as a facilities operative or grow their career as a facilities manager, is a source of immense satisfaction and fulfilment.

If the prospect of shaping future facilities professionals while enhancing your own career excites you, then the role of an EPA Assessor is your gateway to a fulfilling new vocation. Our qualifications include background information about the development of apprenticeship standards in England, the principles and requirements of End-point Assessment and a clear overview of the di erent types of End-point Assessment methods. Those undertaking a qualification with Active IQ will acquire all the knowledge and skill to be able to plan, manage, and fulfil an EPA. Dive into a world of continuous learning, unfettered flexibility, diverse environments and deeply rewarding experiences, and start your journey to be an EPA Assessor today.

https://activeiq.co.uk/end-point-assessment-forapprenticeship-standards

CCF IS ON THE ROAD TO LOWER CARBON DELIVERIES WITH HVO FUEL

As part of its commitment to reducing the environmental impact of its business operations, leading insulation, drywall and ceiling product distributor CCF has invested in a new sustainable fuel source to cut carbon emissions across its delivery fleet.

CCF has now introduced hydrotreated vegetable oil (HVO) refuelling sites at several of its branches across the country to provide part of its delivery fleet with a low carbon alternative to the use of diesel fuel. The shi to a more sustainable fuel source is part of CCF’s commitment to decarbonise its deliveries to customers by steadily reducing the carbon footprint generated by its lorries by up to 92 per cent when compared to the use of diesel.

The HVO used by CCF is sustainably sourced and made from waste materials such as used cooking oils and other waste oils. In addition to reducing carbon dioxide, it also has the potential to reduce other emissions, including nitrogen oxide by up to 30% and particulates by up to 85%, and requires no modification to existing diesel engines. As well as bringing tangible environmental benefits, CCF has made the move to HVO fuel to support customers who are working on low carbon schemes or simply wish to reduce the embodied carbon within their supply chain. The move also supports CCF’s growing involvement in the public sector where the distributor

www.ccfltd.co.uk

is working with main contractors and specialist contractors to deliver the decarbonisation ambitions of the Government’s Net Zero strategy.

In addition to this, CCF’s move to a 100% renewable electricity tari in November 2021 is now generating an average of 45 tonnes less carbon emissions per month across CCF’s operations, and to mitigate emissions of the company’s estate further, the installation of energy saving solutions, such as utilising LED lighting and solar panels is well under way.

35 YEARS AND COUNTING

2023 sees GEZE UK celebrate another milestone in the company’s history – 35 years in business, and in that time the company has grown and developed hugely. Formed in 1988, GEZE UK was the second subsidiary to be established by German parent company, GEZE GmbH, following GEZE France. Based in Chelmsford, Essex, the company started trading mainly in the distribution of door closer products.

Recognising a gap in the UK market, a new division was set up in 1997, in Tamworth, Sta ordshire to concentrate on the provision of complete automatic door solutions from design to installation and including technical advice and guidance on building regulations.

By 2003, GEZE UK had outgrown the Chelmsford o ice and the decision was taken to merge it and the Tamworth operation into new purpose-built premises at Fradley Park in Lichfield, Sta ordshire.

In 2008 the first service o ice was set up followed by a further 6 o ices throughout the UK. The Scottish o ice, near Glasgow, is a full-service provider for the Scottish market, dedicated to the

www.geze.co.uk

specification, installation, and service of automatic doors.

Kaz Spiewakowski, MD of GEZE UK, said: “During my 10 years at GEZE UK I have seen many changes and challenges including Brexit, the Covid pandemic and a recent cyber-attack. As a company we have shown fantastic resilience and the ability to all pull together in di icult circumstances.

“From a handful of sta in the early days to over 250 today, the company would not have developed as it has without their expertise, determination, and dedication.

“As we look to the future, we continue to focus on o ering the very best customer service, as well as managing issues such as product certification, sustainability, and fire safety. We also look to ‘give back’ through our corporate social responsibility programme.”

To find out more about GEZE UK and the comprehensive range of automatic and manual door closers, and window technology products, email (info.uk@geze.com) or visit (www.geze.co.uk).

METRO ROD MARKS 40TH ANNIVERSARY WITH CELEBRATIONS AND CHARITY COMMITMENT

a pub with a drainage engineer, who explained what he did for work. We worked on a dairy farm in Warwickshire at the time, but we had been wanting to move back to Cheshire. We decided to launch the business and move at the same time – the adventure began from there.

“One of our biggest achievements was realising we had built a business from scratch that was of interest to the likes of Thames Water, who took over ownership in 1990 – it proved we’d done a fantastic job. We experienced that same proud moment in 2017 when Franchise Brands became owners, and now we’re able to celebrate that small business we started from nothing turning 40.

“Owners that care and the amazing management team are what drives this company forward, as well as unbelievable hard work from all its franchisees. We have evolved into a thriving, successful business in Metro Rod, and I know everyone who works here will continue making me proud for a long time to come.”

Current CEO of Metro Rod, Peter Molloy, said: “This is a momentous time in the history of our business, and it has felt very special to bring so many of our key team members together to mark the occasion.

“Metro Rod came from the ingenuity of our founder Gill who spotted a gap in the market for a drainage provider that could deliver. We’ve remained true to those values, continually identifying opportunities to capitalise, and as a result have gone from strength to strength, recently hitting revenues of £60m and creating a wealth of opportunities for our franchisee.

Drainage and sewage pumps specialist, Metro Rod, has celebrated its 40th anniversary, marking four decades as the leading provider in its field.

Established in 1983 by Gill Walker, the company –originally named A1 Drains – has evolved significantly. Starting from a single premise in Cheshire providing basic drainage services, it has grown to over 55 franchisees across the UK, including specific plumbing franchisees, and now o ers a wealth of 24/7 drain-related solutions including tankers, pumps, CCTV drain surveys, grease trap management, asset mapping and high-pressure drain jetting.

Metro Rod became part of Franchise Brands in 2017 and throughout its lifetime, has grown its customer portfolio to include many national, household names. In 2022, it visited 93% of UK postcodes with 149,000

site visits and achieved revenues of £60m for the first time.

To celebrate the milestone, sta from the business’s support centre and senior board met at its Macclesfield headquarters in June for a summer party including food and drink, and live music and entertainment.

Wanting to use the anniversary as an opportunity to give back to the communities it operates in, Metro Rod is launching a ‘40 bags for 40 years’ initiative where each of its franchisees will donate 40 bags of food to local food banks –equating to more than 2,000 packages provided to people in need around the country.

Reflecting on when she first launched the business, Gill Walker said: “The idea for Metro Rod originally came from a conversation in

www.metrorod.co.uk

“Ours is a recession-proof business, meaning there are always new opportunities for us to expand our footprint and welcome on-board new franchisees who share our passion for exemplary service. As such, there is a bright and prosperous future ahead. I hope whoever is in my position in another 40 years can look back on what we’re doing right now with the same pride I have for everything that’s come before today.”

SOUTH AYRSHIRE INCREASE RECYCLING RATES IN PARKS

South Ayrshire Council is collecting 36.8%* more recyclable waste in residential parks since installing over 400 new recycling bins by Leafield Environmental in June 2022.

South Ayrshire Council grouped together three Leafield Maxi recycling bins to form recycling points across six parks. Leafield were able to match the colours of the recycling labels and apertures to the household waste collection bins in South Ayrshire, so residents were able to recognise what and where to recycle items more easily.

South Ayrshire Council worked closely with Zero Waste Scotland to provide waste analysis during the first 14 weeks of installing the new recycling bins. During the first 14 weeks, 36.8% total volume of waste collected has been recycled, which is an excellent start considering these parks didn’t collect any recyclable waste previously.

*Data obtained by Zero Waste Scotland Report on data for the period of June to September 2022.

NORTHWOOD LAUNCHES WHISPER ECO

Northwood Hygiene Products Ltd, the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products, has further enhanced its luxury Whisper range of toilet rolls, facial tissues and airlaid hand towels with the launch of Whisper Eco – the first toilet tissue in the range to be wrapped in paper.

A premium, environmentally friendly 2-ply toilet tissue, Whisper Eco uses FSC® certified, sustainably sourced, 100% recycled paper and now comes in plastic-free packaging. With all packaging, including the core, paper, wrap and box, coming from FSC® certified sources, Whisper Eco is the most sustainable toilet roll Northwood has ever produced.

Paul Mulready, Marketing Manager at Northwood,

said: “O ering washroom visitors a greener experience with eco-friendly products is more important than ever and we’re committed to tackling some of the biggest environmental issues by improving our products, packaging and processes. We really are proud to be doing our bit with the launch of Whisper Eco – a super sustainable product that caters for environmentally conscious washroom users who still want a luxurious toilet tissue.

“Whisper Eco is made from 100% recycled toilet paper, is packed in a paper-wrap and all packaging is made from 100% recycled material that can easily be recycled a er use. And, unlike many recycled and bamboo toilet tissues, Whisper Green is domestically manufactured in the UK, which significantly reduces the mileage it has to travel. All this adds up to make Whisper Eco a very sustainable addition to any washroom, but very importantly, one that doesn’t sacrifice on quality or indulgence in any way.”

Designed to o er ultimate so ness and luxury, Whisper Eco features an embossed pattern for added absorbency and comfort and incorporates laminated plies to add strength and bulk to the roll. Each roll of Whisper Eco contains 210 sheets and comes in a paper-wrapped four-pack.

Northwood’s established Whisper toilet roll

range combines superior quality, comfort and high performance. As well as Whisper Eco, the Whisper collection also includes Whisper Gold, Whisper Silver, Whisper Classic, Whisper Green, Whisper Ultra, Whisper So and Whisper 320.

The Whisper brand and packaging have recently been overhauled to achieve a more consistent look and feel across the entire range, whilst appealing to the needs of modern customers.

SMARTER WAYS TO MANAGE YOUR BUILDINGS

REGISTER NOW FOR SMART BUILDINGS SHOW 2023 - EXCEL, LONDON, 18TH-19TH OCTOBER 2023

Smart Buildings Show will cover all key aspects of creating and managing an intelligent building, including;

Health & safety, Energy e iciency, Lighting and controls, Security, Smart meters and monitoring, HVAC, Networks and wireless, So ware, Services and support, BEMs, Building automation systems, Building automation and design, Regulations and consultancy and Workplace and wellbeing

operate independently, so that these systems can share information to optimise total building performance.

Conference programme

The show will host a busy conference programme, providing a vast range of thought-provoking thoughtleadership sessions, industry updates and panel discussions, across four theatres:

Taking place at ExCeL London on 18th - 19th October, Smart Buildings Show 2023 will connect visitors to the latest information and technology in the smart buildings industry. The show is FREE to attend and registration is now open.

Why Visit?

Register now for your free ticket and:

Get the information you need to make your buildings more economic and functional

Be part of the latest thinking and share the experience of other organisations

See what’s new in the industry and keep up to date with latest innovations and technologies

“Facilities Managers will be more aware than most of the importance of ensuring the premises they look a er can save energy and minimise running costs at the same time as o ering a comfortable working environment for their occupants. Smart buildings and smart technology have the potential to make the day-to-day job of a Facilities Manager a lot easier without compromising on e iciency and comfort. Smart Buildings Show o ers a perfect opportunity to get a close-up look at all the latest technology being installed in the buildings of tomorrow, today.”

Ian Garmeson, Event Director

Learn from case studies in similar situations and organisations to yours

Catch up with your current suppliers and meet new ones

Find new partners and business opportunities

Network with your peers from other organisations

Find ways of saving money

Visit the exhibition of leading vendors

Sustainability

Sustainability is something that appears to be at the top of the agenda for some companies, but many are simply playing lip service to the concept. But what is sustainability?

A simple definition is that sustainability consists of fulfilling the needs of current generations without compromising the needs of future generations, while ensuring a balance between economic growth, environmental care and social wellbeing.

At a recent Smart Buildings Magazine panel debate, which took place at The Dar Group’s new building at 150 Holborn, it was clear that whilst sustainability is a goal from whichever perspective you are looking at, the means to getting there are not clear at all.

Smart buildings deliver services that make occupants productive at the lowest cost and environmental impact over the building lifecycle. To do this requires adding intelligence from the design phase through to the end of the building’s useful life. Smart buildings use information technology during operation to connect subsystems, which typically

https://smartbuildingsshow.com

Management

This theatre will look at how a smart building is managed, including FM, so ware, security, sector analysis and market information, integration, data analysis and services.

Controls & Networks Theatre

This theatre will look at the physical devices in smart buildings including building controls, energy e iciency, BEMS, sensors, wireless, networking and lighting.

Energy Management Theatre

This theatre will look at the importance of energy usage in smart buildings, whether it be in reducing costs, emissions or mapping out a sustainable future or working towards a net zero world.

Residential Developers Theatre

From large installers on large new build projects to a local installer of smart devices, the Residential Developers Theatre will have the answer.

Bringing together the integrators, resellers and manufacturers in this sector, plus the key associations the Residential Developers Theatre will answer all the key questions and show the benefits of being a player in this fast growing sector.

Expert speakers will be present from leading organisations such as:

Mitie - Tridium - Lutron - Helvar - KNX - Schneider Electric - Siemens - Beckho - CEDIA

TRUVOX INTERNATIONAL FOCUSES ON FLOORCARE AT THE CARE SHOW

Visitors to stand # K21

at The Care Show 2023 at NEC Birmingham on 11/12 October will see the latest innovative floorcare solutions from Truvox International.

“Proper floorcare in a care home environment is essential as it makes a major contribution to health, safety and hygiene,” says Truvox International UK National Sales Manager Paul Robinson. “At The Care Show we will be demonstrating some of our latest floorcare machines which focus on ease-ofuse and manoeuvrability, coupled with maximum reliability and performance.”

Ideal for use in the care home environment, the Multiwash™ PRO range of scrubber dryers wash, scrub and dry in just one single pass, so floors are le clean and dry, ready for sta , residents and visitors to walk on.

Also, on show at The Care Show will be: the VTVe compact tub vacuum, which o ers great performance with excellent manoeuvrability, and includes a HEPA 13 filter as standard; and the Hydromist Compact – a simple, manoeuvrable and e ective all-in-one carpet cleaning machine for carpet and upholstery cleaning.

“Throughout and since the pandemic, cleaning routines have become more of a front of house activity,” says Robinson. “So, the fact that the Multiwash™ PRO, VTVe – and all our machines – look so professional is a positive benefit, and we know that visible cleaning reassures residents, sta and visitors.”

www.truvox.com

sales@truvox.com

IT TAKES LONGER TO MAKE A CUP OF TEA THAN TO EVACUATE A FIRE

For a fire evacuation to be safe, everyone should ideally be out within 2 minutes of the alarm ringing or the fire starting. This short span of time is crucial and can be all that stands between life and death. And yet, in fire drills up and down the country, businesses struggle to get their sta up and out.

We compared a safe fire evacuation time with the time it takes the average Brit to make a cup of tea.

Making a cup of tea takes, on average, 4-6 minutes - twice the amount of time it would take to safely evacuate a building. To boil 1 litre of water takes roughly 2-3 minutes and, when you factor in brewing time at 2-3 minutes again, we can safely say it takes around 5 minutes on average.

Organisations should be carrying out at least one fire drill per year and recording the results, which should be kept as part of a fire safety and evacuation plan to try to improve their evacuation speeds year-on-year to guarantee the safety of their employees.

Looking to improve the fire safety of your building or organisation? Fire Seals Direct o er a comprehensive range of passive fire protection products - from fire seals to fire door closers - which can help delay the spread of fire.

www.firesealsdirect.co.uk

029 2085 7959

sales@firesealsdirect.co.uk

WE ARE FITTING WATERBLADE BECAUSE ENERGY IS OUR COMPANIES THIRD BIGGEST COST, AND WATERBLADE IS A QUICK WIN WITH A FAST PAYBACK AND A LONG-TERM RETURN

Is what we were told by a client recently.

We think that Waterblade o ers the best low-flow washing and rinsing performance there is. It is easily fitted to your existing washroom taps and can help you make a dent in your third biggest expense, energy. Our trials indicate that you can reduce your whole building water by around 5 per cent. That also reduces your whole building energy consumption by around 1.5 per cent, by using less hot water.

For a measure that takes minutes to implement and has a Return on Investment measured in Months, it has to be worth considering!

Waterblade has been fitted to 10,000+ hotel bathrooms in the last year, as well as 1,000’s of washroom basins. It is WRAS approved, and UK manufactured in premises with ISO 9001 and ISO 14001 Contact us and we can discuss which Waterblade best suits your taps and set you up with a sample to try for yourselves.

Or, if you missed us at Build2Perform at the start of the year, come and meet us in person at the Hotel & Resort Innovation Expo 2023 in October.

www.thewaterblade.com

WESTGROVE APPOINTS NEW GROUP MD

Facilities management firm, The Westgrove Group, has appointed Glenn Wilson as Group Managing Director.

Wilson joins the Warrington-based business with a wealth of industry experience, gained most notably with Incentive FM. This ultimately resulted in a Senior Board role as Divisional Director in the retail and distribution arenas.

Wilson has delivered proven success stories with innovative and sustainable service solutions across all sectors of the FM market. His leadership played a pivotal role in the company’s success in the Midlands and North regions. This success also contributed significantly with a more global dynamic to the overall sustained growth before its recent merger/sale to a renowned plc in the market. Wilson’s appointment sees Claire McKinleySmith transition to a more strategic role as CEO for the Group.

NEW FM DIRECTOR TO DRIVE GROWTH AT MOMENTUM

The Momentum Group has bolstered its senior management team with the appointment of Matthew Pilling as Director of the company’s facilities management business.

In his role, Pilling will further develop Momentum Maintain’s operational excellence to help meet the Group’s ambitious five-year growth plan. This will include implementing sustainable facilities management practices and establishing best in class e iciency through the implementation of sector-leading innovation.

Pilling joins The Momentum Group from GeoBear Global where he was Managing Director for Residential. He has also held previous roles at BNP Paribas, Incentive FM, Cloudfm and at Engie where he led on the US Airforce FM contract for all nine of their UK bases and at Capita where he headed up its portfolio of more than 250 London properties.

FM CAREERS - PEOPLE

DIRECTOR HIRE AT BIDVEST

NOONAN

Bidvest Noonan, a provider of facilities services across the UK and Ireland has appointed Nick Platt, a senior executive with more than 17 years of leadership experience in the industry as Director of Sales for Great Britain. He also joins the company’s Executive Committee.

Platt has built a long and successful career in the industry, leading sales for organisations such as Rentokil, Interserve, and Salisbury Group. He has a proven track record of managing high-performance teams and delivering strong organic growth.

In his new role with Bidvest Noonan, Platt will contribute to the company’s growth, leading the sales function for all its strategic business units. As Sales Director, Platt will help shape the company’s strategies and he will take responsibility for identifying new opportunities to increase and strengthen Bidvest Noonan’s market presence.

OUR RECRUITMENT TEAM

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

Simeon McTighe | Associate Director

Simeon leads the FM team here at Build. He personally specialises in senior FM appointments, Simeon works with a number of service providers and direct clients, sourcing for senior FM and technical services. Working on both a temporary and permanent basis, Simeon is your ‘go to’ if you’re looking to expand your team.

T: 07809 575 715 | E: simeon.mctighe@buildrec.com

Elliot Cariss-Smith | Recruitment Consultant

With a five-year background in facilities management

Elliot specialises in all things managing agent and property management here at Build. Due to his time within FM he has very good understanding about what the industry needs to move forward and recognises top talent within the industry. Elliot is responsible for all roles through to management and director level and is happy to give advice and assist in your career move.

T: 07960253264 | E: elliot.cariss-smith@buildrec.com

Marcus May | Business Manager

Marcus started his career in recruitment in 1997 and has since built up a vast amount of experience within the built environment. Largely focused on the Public Sector, he has successfully recruited for roles within the NHS, Healthcare, and Higher Education, across Estates Directorates, FM (Hard & Soft) and Capital Works. He has supplied staff on a Retained, Permanent, Fixed Term Contract, Freelance and Interim basis at all tiers up to Executive Director Level.

T: 07951786236 | E: marcus.may@buildrec.com

We have specialist consultants in mechanical and electrical FM, who work with all trades staff and engineers in the commercial sector, including air conditioning, fabric, mechanical, electrical, gas and lead engineers, Our consultants can help you keep your building running across one floor or an entire estate with either temporary or permanent recruitment. Build Recruitment also have consultants who specialise in soft services including cleaning, admin, reception and other front of house roles.

PERSONNEL TOUCH

Emma Thornton, Marketing Manager for facilities management recruitment experts 300 North makes the case for skills-based recruitment in the FM Sector, including personality profiling

Skills shortages in facilities management are still causing headaches for organisations that continue to have some long-term vacancies on their books. This has led to hiring managers considering di erent approaches to filling roles; including drilling down on which skills are absolutely essential and looking at candidates from other parts of FM or alternate sectors. Some are o ering significant training and development packages and evaluating candidates based on their so skills where appropriate.

An evaluation of how so skills might benefit teams and businesses more widely is really valuable. In the post-pandemic work environment, FM is recognised much more as a people orientated profession, over the typical ‘bogs and brooms’ classification of the past. So skills are much more personality focused, and many companies find merit in psychometric testing for their teams to gain a better understanding of individual ways of working and group dynamics. Personality profiling, using methods such as the DiSC psychometric assessment tool provides a “model for demonstrating common emotional responses to the perceptions and demands of a person’s environment”. For team leaders, it supplies insights on how to create a working environment your team feels comfortable in, leading them to

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collaborate more e ectively, communicate better, and explore ways of fixing problems together.

ADVANTAGES OF PROFILING

For individuals, profiling can bring a greater understanding of their own workplace personality, allowing them to engage more fully with colleagues and gives them the space to set more meaningful boundaries at work. They are able to mediate more successfully with colleagues and navigate the workplace in a more natural way, by quickly identifying situations that may make them less productive, for instance where they are expending more energy by working in a way that does not come easily.

person best suited to a particular role.

For example, many data driven people share similar ways of working and a meticulous and analytical approach to projects, even if they may not have worked in the specific field before. Finding an equivalent so skills profile could demonstrate a candidate who will be able to take on the work without a lot of experience in the sector.

A similar approach can be employed when looking to replace team leads or other management roles within an organisation. If one manager is roundly praised and works really well with the surrounding personnel inside and outside of a company, looking for someone with a similar so skills profile may be just as important as the experience they have in regards to the more technical aspect of a role.

This approach does therefore require robust onboarding processes to get people integrated into the company quickly. It can also require sound training processes for people to gain technical skills they need to develop. Using their profile whilst onboarding them can improve the experience too. As noted by workplace consultant, Alyson McNeela, an Everything DiSC Practitioner, personality profiling of successful candidates can ensure “their onboarding into the company can be better tailored to meet their needs, ensuring engagement and open communication from day one”.

Personality profiling can also be used in recruitment and onboarding processes to make more informed hiring decisions. Companies that are open to considering candidates with the right so skills profile alongside their technical expertise can have access to a wider talent pool, with the emphasis on the so skills allowing for more people outside of the sector or those who haven’t done that role before, to be in the running. This can be very valuable in encouraging a diversity of thought within a business; while bringing more recognition to the FM sector.

IDENTIFYING REQUIREMENTS

This approach requires hiring managers to have a good understanding of the current team and the vacancy in question in order to identify which skills would be necessary. This type of hiring can be targeted at filling gaps in the current team, or ensuring that the new hire will work well within the group. They can also use the personality profile of the outgoing employee to inform on the type of

WHEN TO USE PROFILING

Profiling can be used throughout the hiring process. If looking for a person who works in a certain way or needs particular skills to fit well into your current team, you can arrange your interview questions to highlight where candidates may have those skills and allow interviewees to demonstrate their use. This could lead to more informed decision making when thinking how someone may benefit the team dynamics, and could even make the recruitment process more e icient by having that data sooner. This could lead to fewer interviews, streamlining the process and saving costs, as well as creating a better overall experience for candidates.

Personality profiling is routinely used by businesses to improve team cohesion, reduce tensions and develop relationships, both within the team and externally, with clients and other stakeholders. It is also used to better inform decision making in the hiring process and broaden access to talent in the market, which helps diversify the workforce.

SKILLING A RETROFIT REVOLUTION

The race to achieve net zero by 2050 is on, and it will be a huge challenge for the country. But it is one that we cannot a ord to fail and risk missing out on the economic opportunity that it provides.

Decarbonising buildings is a vital part of the wider net zero plan. While the focus has o en been on shiny new technology, making our existing buildings more e icient and sustainable is crucial if we’re to hit our net zero targets on time.

The government already has specific targets in place to reduce the energy consumption of buildings and industry by 15 per cent against 2021 levels by 2030 and to reduce heat demand by 25 per cent by 2035. However, this reduction cannot be met with new buildings alone – upwards of 80 per cent of existing buildings will still be in use in 2050 – so, a retrofit revolution is required to meet these targets. To achieve this, the UK will need to upskill its

workforce in green skills and energy e iciency.

REED ENVIRONMENT

That’s why we have launched Reed Environment. Reed Environment is part of Reed in Partnership, a company with 25 years’ experience of delivering highquality public services that improve people’s lives. Through our employability programmes, we have supported over 250,000 people back into work across the country. We are also part of the Reed Group, the world’s largest family-owned recruitment company. We want to use that knowledge and experience to close the green skills gap.

Without addressing the green skills shortage, net zero will not be achieved. The numbers are stark, with significant shortages of retrofit assessors and coordinators, heat pump installers and other skilled tradespeople. If the country has any hope of meeting its climate targets, around 400,000 more people

will need to work in the net zero space by 2030, and retrofit recruitment needs to triple.

We have made an investment in the Oxford Energy Academy, a highly-rated OFSTED training provider based in Witney, Oxfordshire. Our investment will build on OEA’s track-record of delivering high quality gas, electrical and plumbing training to add two new courses to their programme:

Domestic Energy Assessor: This qualification equips learners with the ability to carry out Energy Performance Certificate assessments to rate the e iciency of a domestic property.

Retrofit Assessor: Retrofit Assessors undertake an assessment of a building looking to make energy e icient and cost-e ective improvements. Incorporating RdSAP data collection, a condition survey and an occupancy assessment, the assessor will gather a variety of information, including but not limited to, the identification of the installed building services, an appraisal of the dwelling’s heritage and an identification of any constraints imposed by the local planning authority. Courses will cost between £1,200 and £1,500, with salaries for retrofit coordinators sitting at around £30£40k a year. With flexible working, these jobs o er a huge amount to would-be applicants.

ADDRESSING RETROFITTING DEMAND

We have plans to expand by opening two more academies by 2025 in areas of the country where demand for these skills is high. At full capacity, we will add 1,000 new retrofitters to the market each year - and we won’t stop there. We plan to widen our o er of green skills training, including new retrofit courses, as well as solar, electric vehicles and heat pump installation.

Closing the green skills gap o ers huge economic opportunities in every part of the UK. It will create well-paid, highly skilled jobs that benefit individuals, their families and their communities. We will tap into our networks to connect newly trained workers to job opportunities with local authorities, housing associations, and private landlords.

We are proud to play our part but we cannot do it alone. We need better, targeted policies from government that are clearly designed to increase demand for retrofit and other green technology while supporting the development of skills training that will be required to deliver it. This is an investment in the country’s future, and one that will spread opportunity equally.

Private landlords and local authorities also have skin in the game and will need to be at the forefront of driving demand for retrofitting at scale as they upgrade aging dwellings and build new developments. For all those responsible for building management, now is the time to make the case for investment in retrofit which will make buildings more sustainable and cheaper to run.

The time to embrace retrofit is now, and we look forward to working with government, businesses and individuals to supercharge this green skills revolution.

Current rates of retrofit recruitment must triple if the country is to meet its 2050 net zero target. But we can’t have a retrofit revolution without closing the green skills gap, says Tom Hoines, Director of Reed Environment

Amulet signs Greater Manchester Good Employment Charter

Over half of permanent employees open to leaving a job for better paid contract role

Churchill Group’s specialist security division, Amulet, has signed up as a Supporter of the Greater Manchester Good Employment Charter.

Founded in 2019 as an initiative from the Mayor of Greater Manchester, the voluntary membership and assessment scheme is for the betterment of employment standards to deliver good jobs – where employees are treated appropriately, o ered inclusive opportunities, and paid fairly within the Greater Manchester area.

Amulet has become one of 22 new Supporters this month, in addition to the hundreds of pre-existing Supporters across the private, public and third sectors.

The Charters’ tiered structure of Supporters and Members work to establish and instate seven characteristics of Good Employment. These include providing employees with secure work, paying the Real Living Wage, and o ering wellbeing support. The Charter’s commitments to improvement align with Amulet’s own ongoing dedication to equality, diversity and inclusion in its hiring and sta retainment process.

Kieran Mackie, MD of Amulet, said: “Our people are at the heart of everything we do at Amulet and that is why it was important for us to support the Greater Manchester Good Employment Charter. We want to make Amulet an employer of choice but also elevate the security industry as a whole and make it an attractive career option for the next generation of the workforce. Aligning ourselves with this Charter is an important step in that direction.”

Amey supports 10,000 Black Interns programme

Amey has partnered with the 10,000 Black Interns programme, a scheme aimed at fostering diversity and providing valuable opportunities for aspiring professionals from black backgrounds to welcome 12 individuals on paid work placements, selected through the rigorous process of the 10,000 Black Interns programme. The interns will work across various departments, including Engineering, Consulting, Project Management, IT, Finance, and HR.

Neetu Khosla, Multicultural Chair and Social Value Manager at Amey, commented: “We would like to enable everyone to feel like they belong at Amey and continue to provide a voice for underrepresented individuals. However, across the industry, there are significant barriers to achieving racial equality in the workplace. By fostering a culture of inclusivity and partnering with a programme like the 10,000 Black Interns, we’re actively working to change the existing norms and we are committed to creating an environment where diverse perspectives are valued, respected, and celebrated.”

The new Contractor Recruitment Guide from sta ing firm Walters People has revealed over half of permanent employees (58 per cent) in full-time work would consider switching to a contract role for the right pay, with 43 per cent stating that the primary driver is the current economic climate.

Just a fi h of professionals stated that they would not at all be interested in switching to a contract role – a small number given that 48 per cent of workers admitted that their biggest concern about switching to a contract position was the roles end date, followed by

lack of employment rights (26 per cent).

Janine Blacksley, Director of Walters

People, commented: “With the rise of fully remote working and four-day week trails, it is no surprise to hear that professionals are re-thinking how they carry out their day job –and contracting can be a viable option.

“Once upon a time, permanent jobs provided the best level of job security – but with the economy as turbulent as it is, professionals are becoming more comfortable with jobs not being ‘for life’ and that is where the gig economy comes in.”

A £3K pay rise needed to keep pace with inflation

The average annual UK salary would need to increase by £3,000 in order to keep pace with inflation in 2023. According to an analysis of historic annual changes in the average rate of inflation and the average salary in the UK by peer-to-peer real estate investment platform, easyMoney, in 2021, the average annual salary fell by -0.7 per cent to £31,437. At the same time, inflation rose by 2.6 per cent.

In 2022, earnings saw a promising uptick of 6.3 per cent to reach an average of £33,402 per year. Unfortunately, 2022 also saw inflation rise by 9.1 per cent

Based on the average rate of inflation for 2023 so far, it can be forecast that by the end of the year, the year-on-year increase will be a further 9 per cent.

In order to match this increase with a complimentary 9 per cent rise in earnings, the average salary would have to increase by £2,992 to reach £36,394 by the end of the year.

Even if the salary increase was based on the most recent monthly inflation rate (July 2023) of 6.8 per cent, earnings must increase by £2,271 per year to keep pace.

Jason Ferrando, CEO of easyMoney said: “Rising inflation is reducing the spending power of the pound and making everyone in the UK worse-o . On top of that, wage growth simply isn’t keeping pace, making the situation even worse.

"With the economy as it is, many businesses and employers are reluctant to give su icient pay rises because they’re already concerned about surviving this period of financial stress.”

Maximise hygiene, minimise carbon impact

Tork carbon neutral dispensers

As of May 2023, a selection of 27 existing Tork dispensers are carbon neutral. Carbon emissions have already been reduced by using certified renewable electricity in the production, and the remaining emissions are compensated with verified climate projects through ClimatePartner. Together with Tork sustainable refills, we offer you the best hygiene solutions for your business that also help reduce the environmental impact.

tork.co.uk/sustainabledispensers tork.ie/sustainabledispensers