The publisher does not necessarily agree with the views and opinions expressed by contributors. No material may be reproduced in part or whole without written permission from the editor. Editorial contributions are accepted on an all-rights basis only. Letters to the editor may be published in their entirety or in edited form and remain the property of kpm media. While due care is taken to ensure the accuracy of information contained in this magazine, the publishers cannot be held responsible for any errors in editorial articles or advertisements. Subscriptions are available to non-qualifying and overseas readers at £120 p.a. (UK), £160 p.a. (EU countries) and £240 p.a. (overseas-other).
As IWFM CEO Linda Hausmanis points out on page eight of this edition, the beginning of a new academic year gives us a chance to reflect on the opportunities being o ered by the institute to gain professional qualifications in facilities management.
Although the IWFM has been doing much to promote continuous learning and development in FM, within the sector it’s a decidedly mixed picture. According to a senior lecturer I spoke to recently the academic route has hit something of an impasse. He believes there are currently no undergraduate courses in the UK while the number of universities o ering postgraduate degree level qualifications in facilities management have shrunk over the last 10 years.
We’ll delve into the details in a later issue of FMJ. Su ice to say that while there remains plenty of opportunities to gain relevant skills and certificates in FM related topics while already in a facilities role – more needs to be done to promote the value of recognised academic qualifications to help equip future leaders in what is a complex and demanding discipline.
I’ve been covering the facilities management sector as a journalist for over 20 years and still am routinely asked to explain what being an FM entails and why becoming a facilities manager o ers an interesting and varied career. The main worry regarding the future talent pipeline is that many people in the sector still recall ‘falling into FM’, from a range of job roles, from engineering to hospitality. While some might argue that reflects the very broad church that FM represents, academic courses that o er the chance to hone your knowledge, skills and expertise and gain a recognised qualification is the only way the sector will finally attain the recognition it so truly deserves.
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.
THIS MONTH...
This month’s summary of everything that has hit the headlines in the FM sector.
The latest news and views from membership organisations.
Johnny Rose of Allied Universal o ers advice on how to build better security by understanding a client’s culture and values.
Flexible furniture and smart designed audio pods and booths can support collaboration and connection in the hybrid workplace says Adil Sheikh of MuteBox.
James Dodgson, Commercial Director, SOCOTEC UK on taking an approach to asbestos management that not just meets but exceeds legal duties.
Given existing and upcoming bans on the manufacture and sale of fluorescent lamps, Micaela Abbott at Megaman UK describes some of the recommended alternatives.
Peter Hayes, Head of Facilities Management, Rapleys says FM may not be the sexiest topic but it helps assets increase in value.
It’s estimated that two thirds of FM services are outsourced, as it’s seen as the best way to increase e iciency and tap into expertise. With a recent trend towards selfdelivered solutions, how can facilities managers determine which approach is best for their needs?
environments in the winter months, advises Scott Saunders of Watco.
INTERVIEW
32 Declan Doyle, Group CEO of Bidvest Noonan highlights the significant, yet o en underappreciated, role of the facilities management sector.
24 A workplace requires more than just brilliant interiors, it must have ‘heart’ too, which is exactly how Admiral’s Cardi o ice has been designed.
WINTER PREP
28
Brendon Petsch, Chief Technology O icer at OUTCO, sheds light on the intricate world of keeping businesses operational through the winter. 30 A proactive approach to maintenance and repairs can help FMs create safer working
ENERGY MANAGEMENT
36 Jason Instrell, Industry Lead at SFG20, the industry standard for facility maintenance specifications, o ers valuable advice on strategies to help reduce your carbon footprint.
ASSET MANAGEMENT
38
Nadeem Ashraf, Head of Systems & Asset Management, JLL Integral UK on the advantages of a data driven, smart asset management approach.
40 Roger Marks, MD of Aeromark explains why total cost to serve and asset up-time are key metrics for profitability.
FLOORING
42
To mark the start of a new academic year, Donna Hannaway of Forbo Flooring Systems o ers a quick lesson in flooring design for educational settings.
and service launches and company news from the FM industry.
51 Find out who’s moving where in the facilities management profession.
RECRUITMENT
52
Invest in social mobility to create career opportunities and sustainable employment, says Toni-Marie Vaughan, Head of Social Mobility, OCS UK
Loraine Perkins, Owner and Co-Founder of DSE Assessments o ers advice on how to ensure the Health & Safety of an employee whether they are onsite, at home or even out of the country
A brief roundup of the latest careers news in the facilities management sector.
A case study focuses on the benefits to FMs of rewilding and developing grounds as centres of environmental recovery. We’ve the results of a survey which reveals the biggest concerns for FMs when it comes to choosing the right digital solutions; and there’s an update on the latest innovations in room booking so ware. We’ve a guide to choosing the right solutions to support workplace wellbeing, from lighting to cleaner air, while leading interiors suppliers explain how o ice design can help blend the physical and virtual workplace together. There’s advice on the specific requirements for smoke control in residential, commercial o ice, educational, retail and healthcare environments and we assess the current issues with fire testing and discover why achieving technical compliance may fail to address real-world applications.
LEGAL VIEW
MARTYN’S LAW: THE IMPACT ON FM CONTRACTS
With the new UK Government having signalled strong support for ‘Martyn’s Law’ in last month’s King’s Speech, Grant Campbell, Andy Nolan and Rebecca Taylor, from Brodies’ specialist facilities management group, consider the touchpoint areas within FM contracts that may be impacted by its introduction.
The Terrorism (Protection of Premises) Bill, otherwise known as ‘Martyn’s Law’, is targeted at organisations, businesses and authorities that own or operate publicly accessible premises and have a capacity of 100 individuals or more. This will cover everything from shops and shopping centres to open-air sports grounds and premises used for recreation, exercise or leisure. Responsibility for compliance will fall on those who have ‘control of the premises’. The legislation is named after Martyn Hett, who was a victim of the 2017 Manchester Arena terrorist attack.
While we await clarity on exactly what this legislation will contain, it would be prudent for FM providers and customers to be aware of the likely impact on their FM contracts and to put measures in place where possible, to ensure a smooth transition to compliance.
Horizon scanning
Many FM contracts contain provisions which require the FM provider to notify the customer when they become aware of upcoming changes in law likely to impact the contract. If a contract contains such a provision, the FM provider needs to have Martyn’s Law on its radar and notify the customer at the appropriate time – otherwise the service provider might be in breach of contract.
Specification changes
Contractual obligations on FM providers and detailed service specifications will need to be reviewed and potentially changed, as may customer obligations and dependencies. These changes will probably be dealt with through the change control procedure provisions within the contract, as will the cost implications and whose account they are for. Specific issues might include:
- vulnerability risk assessments;
- duty to provide terrorism protection training to relevant workers;
- additional security measures, including procedures to be followed in the event of an act of terrorism in the immediate vicinity of the premises or event; and
- changes to business continuity and recovery plans.
Relief events and force majeure
How will failures by a party, responsible for complying with the legislation, flow down into the ‘relief event’ and ‘force majeure event’ contractual provisions? If, for example, a terrorist event occurs, and it was not prevented because a customer failed to discharge its obligations under the legislation with the result that the building itself is partially closed for an extended period, does that relieve the contractor from its contractual obligation to provide the relevant service? If it can provide the service but at additional costs, where do these additional costs lie?
Other areas
Other parts of FM contracts that may also be affected include:
- general service obligations and standards, particularly in the context of complying with applicable laws
- the customer’s right to step-in – can that be triggered in an appropriate event, where an FM provider is failing to comply with its obligations and an emergency occurs?
- liability and indemnities – again, will the liability and indemnity provisions respond appropriately to an event that triggers loss?
All of these issues are likely to turn on the detailed wording of a particular FM contract. Often the relevant provisions will have been heavily negotiated, and therefore the analysis may be complex. That is why it is important to monitor the progress of Martyn’s Law as it runs its parliamentary journey, and to develop early a clear strategy for identifying and dealing with any contractual issues that are coming down the track.
FLEX SPACES TOP LIST OF MOST POPULAR OFFICE CONVERSIONS
O ice landlords in the UK are turning to flexible or coworking spaces when converting existing o ices into new types of real estate, according to new research by workspace provider, infinitSpace.
The independent survey of 250 UK O ice landlords has revealed that repurposing traditional o ice space into flexible or coworking space was the most popular type of conversion (11 per cent), ahead of hospitality (10 per cent), retail outlets (8 per cent), and residential property (7 per cent).
This comes as a quarter (23 per cent) of landlords have converted their traditional o ice space into flexible or coworking spaces over the past two years, and one-in-five (22 per cent) plan to do the same in the coming two years.
When questioned about their greatest motivations for converting into a flexible workspace, over half (57 per cent) of landlords said that aligning with current market trends was the most popular answer.
This was followed by keeping pace with competitors (54 per cent), enhancing the value of their property (43 per cent), maximising revenue from empty or underutilised space (40 per cent), and futureproofing assets (35 per cent).
REVIEW OF UK 2018 WASTE STRATEGY SHOWS IMPLEMENTATION HAS BEEN ‘INCREDIBLY SLOW’
A review of the 2018 Resources and Waste Strategy undertaken by CIWM (the Chartered Institution of Wastes Management) has found that only 20 per cent of the policies in the strategy have been fully implemented, with another 54 per cent only partially in place. As a result, work is yet to start on over a quarter (26 per cent) of the polices originally detailed over six years ago.
The reasons cited for this slow rate of progress include frequent ministerial changes post 2018, preparing for the UK’s exit from the European Union and responding to the Covid-19 pandemic.
CIWM makes the point that while delivery of some aspects of the 2018 Resources and Waste Strategy, such as EPR (Extended producer Responsibility) and Consistent Collections, must be prioritised, the world has moved on. As a result, this strategy is now outdated and will be unable to deliver a zerowaste economy which could deliver significant growth in UKGDP, increase jobs and maximise resource e iciency. CIWM believes there is an urgent need to produce a new Resource Resilience Strategy aimed at delivering a circular economy and helping the UK to achieve net zero.
To read the full CIWM review of the 2018 Resources and Waste Strategy visit https://bit.ly/3z4M4PN
Just Eat for Business has unveiled its 2024 half-year food trends report, which shows a significant rise in desk orders to a continued trend towards healthier lunchtime food options.
The report finds that office workers are increasingly opting for the convenience of using tech-driven solutions to order lunch to their offices. Orders on Just Eat for Business’ platform have seen a substantial rise of 25 per cent compared to the first half of the year in 2023, highlighting the growing trend of in-office food deliveries for lunchtime dining.
Vegan and vegetarian orders have soared, rising by 15 per cent over the last year. This shift reflects a broader trend towards more sustainable eating habits among office workers.
Another trend highlighting the surge towards healthier food options can be observed, with restaurant partners such as Salad Kitchen receiving a 44 per cent growth in orders on Just Eat for Business’ platform between January – July 2023 compared to the same period in 2024.
Tuesdays, Wednesdays, and Thursdays have emerged as the most popular days for office food deliveries, accounting for 72 per cent of total orders. This rise in orders reflects a stronger midweek office attendance for UK employees and the popularity of hybrid workers using food to fuel them while they’re in the office.
Buffets and platters are more popular than ever, as the shift to hybrid working means office workers value communal dining on the days they do venture into the office.
GOVERNMENT HUB ACHIEVES
The Government Property Agency (GPA) has gained a worldleading award for its Quay House o ice hub building in Peterborough.
It is the second time the agency has achieved Leesman+ certification – global recognition of exceptional workplace experiences which only six public sector o ices worldwide have ever attained. The GPA first achieved Leesman+ certification for its Birmingham hub at 23 Stephenson Street in 2023, which was recognised as the best amongst Leesman+ buildings.
Quay House in Peterborough, was opened in March 2023 as the GPA’s first new-build hub within the Government Hubs Programme. It brought together 1,200 civil servants from several government bodies to work in one shared building as part of a £120 million regeneration of Fletton Quays.
The building was aligned to the Government Workplace Design Guide across its seven floors, providing flexible, digitally-connected workspaces to support greater productivity, create cost e iciencies and enhance carbon reduction.
The survey results for Quay House showed that 70.1 per cent of respondents agreed ‘It’s a place I’m proud to bring visitors to’, whilst two thirds agreed the building provides an enjoyable environment to work in and enables them to work productively.
you have any knowledge of FM news from across the world,
email sarah.obeirne@kpmmedia.co.uk
RICS PLEDGES INITIAL £90,000 TO STUDENT BURSARY PROGRAMME
The Royal Institution of Chartered Surveyors (RICS) is pledging £90,000 to the Chartered Surveyors Student Bursary Programme. The bursary programme, established by the Worshipful Company of Chartered Surveyors (WCCS) in 2019, assists talented students from underrepresented backgrounds in entering the property industry, a key recommendation of the Bichard Review.
According to the RICS 2022 Insight Report, just 18 per cent of RICS members are women. Meanwhile, only 27 per cent of real estate industry professionals enter from lower socio-economic backgrounds, and just six per cent of construction workers are from Black, Asian, or other minority ethnic backgrounds. RICS is committed to breaking down barriers for underrepresented groups and this contribution is a tangible part of RICS’ broader inclusion strategy.
The programme has been a resounding success, securing pledges from over 30 companies in the property industry, raising a total of over £1 million. This support has enabled the programme to assist around 40 students so far. A property industry sponsor funds each student awarded the bursary, paying £10,000 a year for three years, covering the student’s university living expenses. Aside from financial support, a Bursary sponsor also provides the student with comprehensive pastoral support, along with advice and training for CVs, job applications, and post-workplace assistance, enabling the student to focus on their studies, achieve the best grades, and transition smoothly into the workplace. The students attend courses at the 57 UK educational institutions accredited by RICS.
RICS President, Tina Paillet, said: “There is still so much work to do to make the built environment a genuinely inclusive industry. RICS is making critical contributions to support change, and this initial commitment to fund the WCCS Bursary Programme represents a vital part of this ongoing project.”
PROFESSIONALS, HERE’S HOW TO HIT THE GROUND RUNNING IN THE LAST QUARTER
HEALTH AND SAFETY INVESTMENT CAN BE “GAMECHANGER” SAYS IOSH
The global chartered body for health and safety professionals has called on UK Prime Minister Sir Keir Starmer and his government to invest further in legislation which prevents workers from being harmed.
Such a move would reduce workplace accidents and work-related ill health and provide a “game-changing prize” of improved performance and productivity which will support economic growth.
In a letter to Sir Keir, the Institution of Occupational Safety and Health (IOSH) highlights the UK’s Health and Safety at Work Act, which was published 50 years ago, and says there is an opportunity to build on the foundations it created.
It calls for an improved focus on mental health while adding it is encouraged by the government’s forthcoming Employment Rights Bill. The letter is co-signed by IOSH Chief Executive Vanessa HarwoodWhitcher and Board of Trustees Chair Professor Peter Bonfield OBE.
Regardless of when you finished full-time education, September’s arrival heralds a ‘new term’ just as January heralds a ‘new year’. At such times, workplace and facilities management (WFM) professionals reflect on the real progress they are making: Is life as it should or could be? Have we climbed our tallest mountain? Have we explored and tested what our true potential could be? If not, what is your gi to yourself to make it a reality? That is where your professional body works alongside you.
It’s time to refocus and consider what you want to achieve before the end of the year, so take the opportunity to engage with IWFM’s CPD tracking tool. It enables you to assess your professional progress and where you can upskill and reskill. We encourage you to secure training dates and enrol in qualifications, the achievement of which stands you above the rest. We recently launched new and updated courses on key topics in the
sector, including contract management, contract development and the Building Safety Act. Additionally, with webinars, Good Practice Guides, survey research and many other resources to look over, staying abreast of industry trends can make an immense impact.
Furthermore, engage with the community. Connect with your colleagues and peers on a regular basis, share insights while navigating the sector. Get involved with IWFM’s Regions, Special Interest Groups (SIGs) and Networks, where you can meet a range of professionals with di erent backgrounds, interests and specialisms. Not only can you develop your professional understanding, but potentially meet like-minds and friends for life.
Indeed, what if you could call on someone to help you enhance your understanding of the sector? IWFM Mentoring is our one-to-one, personalised career support service which we provide as an inclusive benefit for members in professional grades and those with a complimentary one-year membership as part of an IWFM qualification.
Once you register as a mentee, we will pair you with a mentor who has the knowledge, experience and skills to help you learn and become the professional you want to be. Care to share your insight? Become a mentor and IWFM will pair you with a mentee who can benefit from your input. Keen to share your expertise and understanding on an even higher-level basis? Join the IWFM Strategic Leaders Forum (SLF). Anybody who presently holds CIWFM, FIWFM or (H)FIWFM is eligible to join the SLF, which focuses on what it means to be a WFM leader today and tomorrow. It responds to calls for more support from members in strategic leadership roles and those who aspire to senior levels. Not only will the community benefit from your involvement, but your own skills and expertise will be honed through collaboration with peers.
With these top tips and resources, I hope IWFM puts you in good stead during this time of year. As ever, IWFM is by your side as you and your organisation push ahead. Likewise, as organisations move forward, the strategic leadership of WFM will be crucial in charting a successful course through the evolving landscape of work.
IWFM CEO, Linda Hausmanis
At Colt, we demand the highest standards from our maintenance engineers. That’s why we recently set up the Colt Service Training Centre. This new, state of the art facility enables us to provide the extensive and detailed training that our engineers require and that we were unable to find from external training providers.
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 service provider 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.
CERTIFICATED INSTALLER OF ACTIVE FIRE PROTECTION
Certificatenumber:IFCC3141
What a smoke control maintenance visit should look like.
Smoke is different to fire, that’s why you need specialist maintenance. A smoke test or functionality test is no substitute for a proper service. If your current servicer is not conducting full motor resistance and load tests, checking battery charge rates and identifying cause and effect of any failures, then your system is not being tested robustly enough to ensure that it will be fully functional in the event of a real fire.
Colt carries out thorough testing on all the systems we maintain and our engineers receive full technical training on all system types. When you get a Colt service, you can rest assured it’s been done properly.
To find out more, visit us at: coltinfo.co.uk/service-maintenance calls us on 02392 491735 or email service@uk.coltgroup.com
SECURE CULTURE
Johnny Rose, Managing Director of Allied Universal Europe o ers advice on how to build better security by understanding the client’s culture and values
The role of the security provider has developed significantly over recent years. Alongside technological and intelligencesharing advances, a focus on collaboration and understanding the client’s culture and values is now crucial to delivering the best security and customer experience.
It is no longer enough for security companies to understand their clients’ operations to address their security challenges. They must also immerse themselves into their client’s culture and values and have an understanding of their employees and customers.
Security should be tailored to the client’s requirements, with the security operatives becoming an extension of the client’s team, working in close collaboration with the facilities and front-of-house teams to deliver the most appropriate, bespoke service and best possible experience.
In London, in particular, security teams o en provide the first and last interaction with visitors and, in some cases, deliver the front-of-house services. The security team must be able to engage with visitors, and the more they understand the culture of the organisation and the people that work within it, the more tailored that communication and their response will be. However, having a security operation that is aligned with the customer’s values and culture has benefits that go far beyond the security team looking and sounding like an extension of the
team and providing excellent customer service. Understanding the culture helps the security team appreciate how the business operates, including how people move around the building, and this means they are more aware of any security vulnerabilities which need to be addressed.
For example, as part of their culture, some locations require frictionless access to their buildings, using devices such as watches or phones to secure entry. Security providers need a team that understands the expectations of those within the building and who has the appropriate skills to operate e ectively in this environment. This could include having enhanced training to spot people who should not be in the building, as well as additional customer service training. Strong customer service skills are extremely important, both to engage with and assist employees and visitors, but also to use what we call ‘the power of hello’ to start a conversation and quickly establish whether the person is a legitimate visitor.
For other customers, such as those involved in construction, health and safety will be a dominant part of the organisation’s culture and so, by being fully aligned with this, the security operation will ensure that it is providing a service that is compliant with the health and safety requirements.
PARTNERSHIP APPROACH
Achieving this alignment requires a partnership
approach, with e ective induction programmes, regular communication and ongoing assessment.
The security provider and client should work in partnership to agree on how the security operation will be aligned to the culture and values of the organisation, with regular feedback and specific KPIs established to measure how well the security team are aligning with the organisation’s values.
For many security employees, the start of the process is to take part in the clients’ own induction programme, which helps them to understand the culture, ethos, history and purpose of the company, and their role within it. Where this is not possible, the Allied Universal security manager will create an appropriate induction programme for security personnel.
Both during the induction and on an ongoing basis, it can be useful to introduce programmes to enhance employees’ understanding of the client’s culture. For example, awards to reward employees for demonstrating the customer’s values and making it an important part of the employees’ feedback and appraisal processes.
Alignment to the customer’s values and becoming an extension of their team will also impact the way the security o icers dress, with workwear reflecting the businesses in which they operate. The customer’s culture can even impact the job title of the security operatives, who may for example be called ‘guest experience o icers’ rather than security o icers.
ONE TEAM
Alignment to the organisation’s values should extend to other suppliers working within the building, such as cleaning and maintenance teams, with a ‘one team’ approach that will also have security benefits. Everyone in the building has the opportunity to see security vulnerabilities and should be empowered to report them to the security team so that mitigations can be put in place. To achieve this, it can be helpful for all teams to undertake induction training together and for regular meetings to take place. Allied Universal also runs security masterclasses for non-security individuals to raise security awareness amongst everyone within the building, and works closely with neighbouring organisations to share best practices and intelligence and actively bring the industry together to shape security policy and set quality standards.
Understanding a client’s values and culture enables providers to deliver a service that not only addresses their security challenges more e ectively but does this in a way that achieves better customer service for the client and its customers. When this is combined with experience, knowledge, resources, and an understanding of the local community and cultures, security providers are best placed to protect their clients from the varied and emerging threat landscape.
Manage your workplace and facilities at scale
Energy management
Neighborhoods and collaboration areas
Space utilisation data
Conference room scheduling
Work order management
Real estate planning
Desk booking
Space allocation
Occupancy sensors Service request tickets
Remote collaboration tools
Move management
Building access management
Eptura digitally connects your people, workplaces, and assets in a single unified platform. Automate your day-to-day operations and bring together your entire world of work, from floorplan visualisations and employee desk booking, to service requests and visitor access control.
IN-OFFICE SOLUTIONS
Adil Sheikh, MD of MuteBox on how flexible furniture and smart designed audio pods and booths can support collaboration and connection in the hybrid workplace
The hybrid genie is not going back into its bottle. A study from real estate and management specialist JLL has found that globally, some 87 per cent of businesses are now operating under hybrid working patterns. This dramatic upheaval of the world of work has occurred in a relatively short time, and yet, per this study, hybrid is now as set as concrete for the future of working.
While some larger businesses continue to try to tempt people back for five days, others have recognised wider benefits from this turnaround in working patterns. When many businesses are still forced to account for every penny, moving to shared workspaces saves rent, shares bills, and a ords the company more benefits.
This shi has le facilities management picking up the pieces. How to e ectively manage a space which could well be a veritable ghost town on certain weekdays and on others filled to the brim with demand for a variety of spaces – meeting room bookings maxed out and quiet corners occupied for private calls? Those who work in fully owned properties will have wrestled with di erent challenges than those suddenly faced with shared environments, adapting to constantly changing footfall and ways of working.
FLEXIBLE SPACES
These physical spaces are no longer bound to the long-standing, fixed-in place lines of desks and open plan formats. Instead, businesses are finding their in-o ice days should cater equally to meetings
and collaboration, as well as focused individual work, placing more onus on their surroundings to suit a variety of needs simultaneously. What’s more, MuteBox’s research among commercial property specialists identified an expectation for the o ice space to adapt to new workplace demands every 6-18 months. This could be the worst possible news for facilities management professionals as it piles on pressure to perpetually accommodate the changing nature of working.
Tech is bridging some of these gaps for facilities management. From smart meeting space bookings and desk allocation in shared spaces with that setup through to on demand facilities management solutions, app providers are seeking to fill this gap. This goes some way to li ing the burdens of managing the needs of a physical property, and also helps to track demand and plan for high/ low occupancy, but tech can only go so far to optimise processes. Some of the rest can be done by the spaces themselves.
For example, the fixtures and fittings of business environments are also changing. Many (our own included) have acknowledged these shi s in o ice use, and now provide modular fittings which can easily be broken down and resited, or even moved around so that o ices’ investment is not wasted when the physical environment predictably transforms once more. We are also seeing updates to the sustainability of o ice furniture and design, encouraging reuse and helping those managing properties to contribute to ESG imperatives by slashing their site’s carbon footprint, waste and future emissions.
Hand in hand with this shared occupancy surge is the necessity of flexible, adaptable spaces which can facilitate individual focus, small breakout meetings, bigger get-togethers and even mass entertainment or gatherings with equal ease.
NOISE ISSUES
Noise in particular is a problem when shared workspaces are heaving and properties can have a premium on dedicated areas where confidential, private discussions, and important meetings can be conducted without intrusive background sound. Indeed, a recent Jabra study has found that 71 per cent of workers find that noise levels in their workspaces can make them mentally stressed, while half claim the audio stress makes it hard for them to focus.
Again, smart design is coming to the modern workspace’s rescue here. Demands for audio pods and booths have been considerable, giving people individual, private breakout zones for concentration and calls away from raised voices. But designs like our own even include features on the outside to dampen the noise levels in surrounding shared spaces.
The MuteBox product range is designed with audio panels inside and out, meaning that inside the space is more private, but enhancing its external location too. This is combined with soothing natural building materials to suit most o ice aesthetics, meaning that the surrounding ambiance is enhanced, but also visually appealing. Facilities management professionals have o en had a number of plates to spin in their roles, and at first glance it might seem that this burden has more than doubled with the increased pressures of hybrid working. However, at least for spaces having to accommodate fluctuating numbers and working needs, there is support. The physical environment itself has come a long way in recent years and some simple tweaks to internal design and layout can li some of the pressures when it comes to keeping up with the evolving nature of the o ice.
Remote monitoring for smoke control systems? Trust Kingspan Light + Air to save you time, effort and money.
With Kingspan Light + Air, you can enjoy peace of mind and enhanced visibility about the status of your system at all times. Our SmartServ Pro remote monitoring system can enable remote system management and maintenance, reducing call-outs and saving you money and time.
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.
Tailored to your needs
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. We understand that each building is unique and that’s why we tailor our maintenance plans to meet your specifi c needs. We offer a range of packages, including both annual and multi visit annual contracts for smoke ventilation system maintenance.
Talk to us about a service contract
Our experts are available nationwide 24/7, 365 days a year to respond to system failures and call out requests. They are also equipped to perform remedial works and preventative refurbishment to replace older or broken equipment as they carry a comprehensive stock of spare parts.
ASBESTOS: UK BUSINESSES TAKE RESPONSIBLE ACTION IN LIEU OF REVISED REGULATIONS
In association with
James Dodgson, Commercial Director, SOCOTEC UK says an increasing number of clients are showing an interest in the approach to asbestos management in other more progressive countries, with a desire to not just meet but exceed their legal duties
In the UK, regulatory progress regarding how asbestos in buildings is managed has been called into question in recent years. In November 2019 think tank ResPublica, produced their report ‘Don’t Breathe In: Bridging the Asbestos Safety Gap’, which set out key areas where the UK falls behind their European counterparts in their asbestos risk management legislation.
Subsequently, a 2022 Parliamentary inquiry, set out a series of recommendations on how asbestos management in the UK could be improved, however the government has yet to implement them. Comparatively EU countries are seeking to improve their asbestos management legislation - for example in the Netherlands the phased removal of all asbestos roofs has been underway since 2016, and across the EU the occupational exposure limit is 10 times lower than the UK’s control limit. The legislation in the UK is largely unchanged in the last 12 years, with The Control of Asbestos Regulations (CAR) having been in their current form since 2012.
BUILDING OCCUPIERS GOING ABOVE AND BEYOND REGULATIONS
Building owners/occupiers have a legal duty as set out within CAR. This means they are obligated to limit the health risks posed by asbestos-containing materials (ACMs) in their buildings. Current regulations note that if asbestos is in a good condition and not likely to be disturbed then it is not considered a significant risk, as long as it remains managed and regularly reviewed. There is a control limit for airborne asbestos in the UK set at 0.1 fibres per cubic centimetre of air (0.1 f/cm3) averaged over a four-hour period. As well as this, there is a short-term exposure limit set at 0.6 f/cm3, measured over a 10-minute period. Additionally, there is the clearance indicator, which is 10 times lower than the control limit (0.01 f/cm3) and is the limit applied to work areas following asbestos removal works, used to approve the areas for ‘reoccupation’. Despite the legal requirement for this level to not be exceeded, it is not considered “safe”.
Within the UK specifically, there are calls for the government and the Health and Safety Executive (HSE), Britain’s national regulator for workplace
health, to enhance the asbestos management requirements for non-domestic buildings. This is to ensure buildings are up to the highest standard they can be whilst prioritising the safety of those occupying and visiting. However, legislative activity in this space has been limited in recent years.
In spite of this context, a number of SOCOTEC clients are now seeking to go “above and beyond” the minimum required standards. One sector where we have seen an ongoing desire to continually improve and reduce ongoing risk, has been within the retail sector. Here we’ve seen leading retail
brands prioritising sta and customer safety by seeking extra guidance and support for their asbestos management.
ALERT AND AWARE: STAYING VIGILANT WITH PROACTIVE MANAGEMENT AND PRECISE MONITORING
One example of such an approach, is the consideration given to the proactive removal of asbestos materials. For example, an asbestos containing ceiling may currently be in good condition, however a leaking roof or pipe can cause the ceiling to collapse, and the asbestos to be disturbed. By removing the ceiling in advance of the potential collapse, you can remove the risk.
Technology has also advanced in recent years, and we can now monitor airborne fibre concentrations
www.socotec.co.uk
to much lower levels than the 0.1 f/cm3 control limit. This allows clients to undertake more precise airborne fibre measurements and use this data to monitor and assess risk more closely. For example, it is now possible to monitor airborne fibre levels as low as 0.0005f/cm3 – 0.00001f/cm3 to allow comparisons to background/ambient levels of asbestos fibre in the air.
In a recent ATaC/NORAC report, ‘The First Annual Data Analysis Report into Asbestos in UK Buildings’, of the 128,761 buildings inspected, 100,660 (78 per cent) were found to contain asbestos. Of the asbestos containing materials identified 71 per cent were found to have some level of damage. This identifies the extent of the outstanding risk from asbestos and highlights why UK businesses should ensure compliance with legislation by:
Training employees on the dangers and how asbestos risk can be managed
Identifying and monitoring asbestos containing materials- this includes monitoring existing materials to ensure the condition remains satisfactory and identifying new materials before works
Producing a written asbestos management plan outlining procedures pertaining to asbestos risk management
Planning and undertaking remedial actions as required, ensuring registers and management plans are updated
Ensuring risks and procedures are adequately communicated to all relevant parties
Undertaking ongoing review and update of the asbestos register and the management plan
REDEFINING THE PROCESS WITH THE RECENT STEP CHANGE
With the backdrop of an ageing UK property estate, desire to increase the energy e iciency of buildings through intrusive retrofitting projects and ongoing property upgrades/refurbishments, the UK is presented with an opportunity to reduce its asbestos risk burden. Whilst regulatory change is unlikely to come anytime soon, it’s encouraging to see some UK businesses defining their own path to asbestos risk mitigation and management.
INSTALL MAINTAIN REPAIR PUMPS
Did you know we’re sewage pump experts, too? Many people don’t!
Well, from installation to ensuring your system flows freely without disruption, your local Metro Rod team offer complete top-tier drainage and sewage pump solutions, backed with over 40 years’ experience and technical know-how.
SAY GOODNIGHT TO FLUORESCENT LIGHT
FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET
Micaela Abbott, Sales Director at Megaman looks at the existing and upcoming bans on the manufacture and sale of fluorescent lamps and describes some of the recommended alternatives
TheRestriction of Hazardous Substances Directive (RoHS) first came into force in the EU in 2003. It aimed to end the use of hazardous chemicals in all electrical and electronic equipment (EEE). Following an amendment in 2021, this was extended to fluorescent lamps, which contain potentially harmful levels of mercury. However, considering the e iciency benefits o ered by LED alternatives, the legislation enabled an industrywide shi towards more sustainable options consistent with national and international climate policy.
As such, and despite the UK leaving the EU in 2016, fluorescent lamps have been phased out in stages in accordance with the Directive. The goal is that by 2030, 85 per cent of lamps will be LED. Only specialist lamps, such as those for medical and scientific purposes, that currently have no viable LED alternative are exempt from the ban.
THE LEGISLATION SO FAR
At the time of publication, the ban
includes T5 and T9 circline fluorescent lamps, compact fluorescent lamps with plug-in base (CFL) and halogen pins (G4, GY6.35, G9). Manufacturers of T5 and T8 tubes also had their exemptions from the RoHS revoked in February 2024, amounting to a ban on production for the UK market; however, lamps already manufactured can continue be sold and used.
T9 lamps are also due to be phased out in February 2025 with some highpressure sodium (SHP) lamps and metal halide lamps surviving until 2027. However, these dates are likely to be revised as new LED products come onto the market, providing viable alternatives. Although the industry has been moving towards e icient lighting solutions for many years, fluorescent lamps are o en still bought in both the commercial and residential sectors because of the perceived convenience of replacing products like-for-like. However, as existing stock begins to dwindle, this strategy is likely to become increasingly costly for facilities managers. Furthermore, because fluorescent
Fortunately for facilities managers looking to replace existing lamps, increased e iciency doesn’t mean a reduction in performance as LED tubes can deliver up to 185 lm/W, whereas a standard fluorescent lamp produces just 50 – 100 lm/W, guaranteeing an increase in light output as well as a decrease in energy input.
E iciency can be enhanced further by incorporating a microwave sensor into any LED lighting set up, ensuring you aren’t wasting energy by lighting an empty room. Corridor function is also a useful energy saving feature of some microwave sensors, allowing a low level of light to be maintained in certain areas.
Although the initial up-front costs of LED tubes may be o putting to some, LED products provide a lifespan of approximately 75,000 hours compared to 15,000 for an equivalent fluorescent lamp. Consequently, considerable OPEX and long-term CAPEX saving can be made as a result. What’s more, the initial cost of purchase for LED lamps is likely to decrease as demand and production increases.
Finally, LED tubes are also significantly safer than fluorescent lamps.
lamps can last for several years, many buildings won’t require an immediate replacement. This is especially likely with T5 and T8 fluorescent lamps, which are still commonplace in many workplaces, schools or communal areas of residential buildings. However, some LED tubes are now being manufactured that are compatible with both conventional magnetic ballast and mains input fixtures, without the need for rewiring. As a result, a fluorescent tube can be removed and an LED tube slotted straight in. What’s more, being proactive and swapping out fluorescents for LEDs sooner rather than later can have significant cost benefits.
BENEFITS OF SWITCHING
The primary advantage of LEDs over fluorescent lamps is the increased levels of e iciency they o er. Usually operating at 25 watts or less, switching to LEDs can provide instant and significant energy savings, particularly for large building with lots of fixtures.
Fluorescent lamps pose a significant health hazard for two reasons. Firstly, they are prone to shattering as the bulb ages, which can create potentially dangerous shards of glass. The second hazard is the mercury contained within the bulb. A dangerous neurotoxin, mercury can cause a number of neurological conditions if it enters the body.
Conversely, LEDs are mercury free and can also be engineered to be shatterproof. Megaman, for example, uses a protective PET coating as standard on all its 2, 4 and 5 T8 LED tubes. This prevents the glass from shattering on impact, ideal for communal, public or education environments.
Although many will be aware of the fluorescent lamp bans and the industry wide shi towards LEDs, it is important to stay on top of changing legislation and plan purchasing accordingly. As a result, facilities managers need to think ahead and ensure that they are optimising resources and choosing the best lamps possible. While fluorescents may once have been the most logical choice, the advantages of LEDs from a health, e iciency and financial perspective mean that there has never been a better time to switch on to their benefits.
High-performance roofing systems for commercial estates
Our PartnerCare commitment means we prioritise sharing our expertise - in service, support and product recommendation - above everything else.
For over 20 years, our dedicated roofing experts have built trusted relationships with thousands of customers nationwide, manufacturing quality roofing systems and providing experienced, unbiased technical advice to help you to make the best decision for your asset.
WFM Ireland - FM Summit 2024 - “From heritage to hub: repurposing historic buildings for modern workplaces,” our IWFM Ireland FM Summit in Belfast. To register, follow this link - https://lnkd.in/eNezHcWN
@BritSafe British Safety Council
Suicide rates in England and Wales reached their highest level since 1999 in 2023. @MatesInMind MD Sam Downie said: “Implementing a continuous and comprehensive approach can help reduce the likelihood of individuals reaching crisis point.” http://tinyurl.com/4xvu8xea
Michelle Connolly linkedin.com - We’re thrilled to announce an upcoming webinar in collaboration with the Career Transition Partnership (CTP) focused on career opportunities in Workplace & Facilities Management - specifically designed for armed forces service leavers. Are you or someone you know transitioning out of the armed forces and exploring future career paths? This webinar is a fantastic opportunity to learn about the dynamic and rewarding field of Workplace & Facilities Management. Date: Tuesday 17th September. Time: 14:00 -15:00. https://lnkd.in/eVQJmrCk
@iemanet IEMA’s Senior Public Affairs Officer, Asim Ali examines the UK Government’s policy announcements from August & how they affect the goals of #decarbonisation & #environmentalsustainability, including updates from @DefraGovUK @energygovuk & more. https://bit.ly/4cP2zgH
4 Day Week - Global4 Day Week https:// www.linkedin.com/company/4dayweek/ posts/?feedView=all Workers could get the right to work their contracted hours in 4 days instead of 5. Businesses can reject the demands “where it is not reasonably feasible”, but wording of this will be confirmed in October. The shadow business secretary, Kevin Hollinrake, claims that businesses are “petrified” about the plans. This is not a new way of thinking about work. Belgium introduced this law and other countries are also looking at introducing this type of legislation. What do you think?
@FMJOBFINDER New toolkit to support service providers to boost pay is launched https://buff.ly/3Mswd0C #LivingWage
PETER HAYES, HEAD OF FACILITIES MANAGEMENT AT RAPLEYS
FM MAY NOT BE THE SEXIEST TOPIC BUT IT SURE HELPS ASSETS INCREASE IN VALUE
Much focus has been on the need for customer experience, amenities and services in schemes in order to both attract and retain tenants, yield income and add value to developments – particularly in the BTR and prime o ices world.
However, as an industry colleague once pointed out to me, “what’s the point of spending all that money on a state-of-the-art gym if the li doesn’t work for someone who needs to get to the ninth floor?”
The reality is that a good scheme does deliver exceptional customer experience, but it starts with the basics, the functionality. And that’s where facilities management comes in. That doesn’t mean that all FMs are basic or the same – far from it. A good FM is innovative, trustworthy and understands and mirrors the client’s values and priorities.
The four pillars of Facilities Management are people, processes, the building and the technology. That means all need to be thought about with every strategic decision and approach.
The best first approach is a simple one, focused on people primarily: “Come to work safe, go home safe”. Everything else comes second. Health & Safety monitoring and experience cannot be anything other than superlative from security to air quality, access to wellbeing, cleaning to repairs.
It’s one thing fixing what’s broken but a good FM pre-empts and plans to mitigate future issues and risks. Looking at maintenance years ahead is also much more cost-e ective than a ‘whacka-mole’ approach, tackling each problem as it rears its head. The key to this is a mixture of experience and insight, technology and data. If we know every material used, every date of every installation, repair, certification and check, all details about every supplier, how much we use of every utility, how o en some areas need cleaning vs others and so on, then we can work out where we need to focus more time and energy, pre-empt likely issues and feed this into the future strategy, improving the management all the time whilst budgeting better.
FM is also key to identifying and delivering cost and energy saving opportunities and initiatives. At the coal face we can see how people interact with the di erent parts of a building and what’s being used (or not). This is insight that can’t be guessed at: people’s behaviours, actions and preferences.
A welcoming, friendly and trustworthy team on site also means we can support people and service them, whilst engaging in customer and stakeholder feedback.
All of this information also leads into better design and layout which can optimise productivity for a business. A more productive and happy business will be more likely to stay and pay higher rents in response which adds value to an asset and helps it perform.
And how do you know your asset is truly performing or not? Through transparency of data and reporting: perhaps the most important tool of all in the FM arsenal.
Clients need to have total comfort that their assets are not only being looked a er, but performing as well as they can be. The only way for them to know this for sure is to provide totally transparent and accurate reporting.
This is best done with regular reports that show all compliant assets as well as non-compliant ones, providing full mitigation into what can be done with the latter, should those arise. FM is o en the first area to flag any potential risks through careful monitoring of assets and analysis of performance, both current and future.
Such transparency will also allow facilities managers to show the client an asset’s depreciation chart which will demonstrate when the asset will cost more to run and thus when money is needed to be saved to invest or replace. By both presenting and monitoring this information FMs will be able to ensure that the client does not have any unforeseen expenditure and are able to keep service charge levels down whilst still providing a best-in-class service.
That’s why transparency matters and why FM ultimately adds value in the present and future.
Peter Hayes, Head of FM at Rapleys
Are You Looking For Ways To Develop Your Hard FM Leadership Teams?
Help them to understand their management responsibilities across your site or project by selecting a training pathway similar to this:
We also provide discipline-specific courses for technical services operatives permitted to work on Mechanical, Electrical, F-Gas, Water and Fire Safety systems. Including Multi-skilling!
Over 80+ Assured courses to choose from. Available in York, Slough, Livingston & On-site at your premises.
Training for FM Contractors
FM CLINIC
It’s estimated that two thirds of FM services are outsourced as it’s seen as the best way to increase e iciency and tap into expertise. However, there has been a recent trend towards the adoption of self-delivered solutions. How can FM’s determine which approach is best for their needs?
moving back to in-house hard services provision. The reasons included there being very poor communication between the contractor and the client. An engineer would respond to an issue raised on the help desk and frequently the end user and/or the FM in that building would e ectively be out of the information loop and not know or understand what had been done, or if not, why it had not been done.
The Head of Facilities having assessed the situation initially decided to directly employ (fully funded) additional
In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management
THE FM CONSULTANT’S VIEW
BERNARD CROUCH, DIRECTOR, ACUMEN FM
Forty years ago, facilities management was a still newish term, but there was another new term which the FM sector was talking about, outsourcing. Outsourcing promised the benefits of improved service delivery, cost savings, innovation, expertise and flexibility.
The private sector saw the opportunity to reduce directly employed headcount, make cost savings and enjoy those benefits while focussing on their core services, while the public sector was keen to make cost savings and introduce outside expertise and flexibility. Outsourcing however came with some possible drawbacks:
Quality concerns
Loss of knowledge (client side)
Contractors not understanding the organisation
Risk of contractor failure (Carillion etc.)
The client needed to be an ‘intelligent client’ and carry out due diligence with well-developed and monitored KPI’s. A lean organisation might struggle to monitor outsourced contracts properly possibly leading to the quality concerns mentioned earlier.
Recent years have seen issues around large-scale privatised contracts. Carillion’s collapse highlighted the risks of a major contractor failing and the repercussions this would have for an organisation. This led to the Government reviewing and reconsidering outsourcing.
A senior FM managing multiple sites has recently insourced,
sta as an interface between the hard services contractor the internal teams and end users to resolve those communication problems. The contractor then stated they intended to add an additional charge for the privilege of having some fully funded in-house sta to improve communication between their teams and end users. This was the final straw for this organisation who have since insourced hard services with a directly employed engineering team including both static and mobile engineers. Where a contract has not met expectations and has been retendered with di erent contractors also not achieving the desired outcomes, it would be extremely beneficial to carry out a review and establish if it would be better to either insource or continue to outsource. Dialogue with other organisations that have insourced could also be advantageous to understand and identify what issues may arise and which is the best course of action.
THE FM SERVICES PROVIDER’S VIEW
JAMES BRADLEY, CEO AT CHURCHILL
There are various factors to consider when determining whether to outsource FM services or to self-deliver. However, it’s important to look beyond the perception that outsourcing automatically equals greater e iciency and to challenge the misconception that FM services are simple or commoditised. While it's true that outsourcing allows businesses to concentrate on their core operations, the real value lies in the expertise and specialised knowledge of an outsourced partner – and establishing a long-term relationship with the service partner enables the partnership to benefit from ongoing investment. Outsourcing FM services isn't merely about shi ing responsibilities; it's about tapping into a reservoir of specialised skills and industry knowledge that can significantly enhance operational e iciency. FM providers live and breathe their specialisms—whether it's cleaning, maintenance, security or guest services. This deep focus allows them to innovate, adapt to sector-specific challenges, and consistently apply best practices that an in-house team, which might be spread
Bernard Crouch
thin across multiple tasks, could struggle to achieve.
Specialist providers have access to the latest technologies, products, and so ware, which are essential for maintaining high standards of service. These tools, combined with their experience across various sectors and building types, enable them to execute tasks more e ectively than a generalist in-house team could.
Having the same partner deliver multiple services can be more e icient, but carrying out due diligence is important to ensure that you still receive that specialist benefit. Once a client is confident that they have the right partner, they can focus more on their core business, knowing that their FM needs are in expert hands. But outsourcing shouldn’t be about just ticking boxes. A true FM partner will not only meet the basic requirements but will also drive you to improve, o ering insights that can enhance the workplace experience and contribute to the overall success of the business.
This can extend to enhanced support of the environmental and social impacts of operations. For instance, a good FM partner can help a business contribute more e ectively to its ESG strategy, particularly in areas like reducing Scope 3 emissions or enhancing social impact initiatives. This broader perspective and reach are o en beyond the scope of what an inhouse team can manage.
James Bradley
sta in-house. As a result, they o en rely on subcontractors to meet fluctuating demand. This in turn drives down pay rates to unsustainable levels, leads to high sta turnover, and subsequently a ects the overall quality of service delivery. Given the crucial role security o icers play in keeping our communities safe, we believe such compromises should not be an option, particularly during times of significant national threat levels.
We hope that Carlisle’s leadership serves as an inspiration for other industry leaders to prioritise ethical labour practices. By doing so collectively, self-delivery can become the norm, raising industry standards while minimising buyer pressures to reduce labour costs. This, in turn, can help attract much-needed new talent to the industry.
Transitioning to an entirely in-house delivery solution required headcount investment in our recruitment and operations teams, but it has also focused our attention on long-term workforce planning and mobility across contracts. This process has involved gradual progress with a primary focus on recruitment and training, including the completion of ACT and SCaN training modules by all Carlisle team members (not just those in SIA licensed roles) by the end of 2024 to maximise in-house capabilities. It has played a critical role in minimising our dependency on subcontractors, ensuring a seamless transition period.
JamesBradley
Partnerships are of course a two-way street. Without fail, the most successful outsourcing partnerships are where the client is willing to be open to integrating with the supply chain partner to unlock the full potential. This is true for FM or indeed any supply chain partner.
Each distinct service can drive significant value, influencing everything from employee productivity to the overall atmosphere and performance of the business. This is why businesses should consider experts who can contribute to a better workplace, rather than defaulting to in-house solutions simply because no one else wants to deal with these tasks.
THE SECURITY AND EVENTS PROVIDER’S VIEW
PAUL EVANS, CARLISLE CEO
In April 2024, Carlisle decided to remove the use of subcontractors to deliver core, non-specialist roles across frontline security and events operations. This move was part of our broader commitment to promote ethical labour practices and to raise industry standards.
In the security industry specifically, margins are o en low, which gives providers little flexibility to recruit and train
A true FM partner will not only meet the basic requirements but will also drive you to improve, offering insights that can enhance the workplace experience and contribute to the overall success of the business.”
This initiative has already been transformative for our company, leading to better sta retention and a more cohesive and collaborative working environment. It has reduced risk, improved e iciency, and enhanced the overall quality of service. By understanding our people, their skills, and their suitability for various roles, we ensure they are fully trained, inducted, and provided with progression opportunities for a fulfilling career. In fact, 58 per cent of newly created salaried roles have now been filled by internal candidates.
Finally, eliminating subcontracted labour has provided us with more control over vetting and compliance, aligning with the SIA’s ‘Operation Benchmark’ initiative to remove security training malpractice. Our employees feel more connected to the company, leading to increased job satisfaction and a greater sense of ownership and pride in their work. This has resulted in lower turnover rates and a more experienced and knowledgeable team dedicated to upholding our high standards.
Achieving self-delivery required extensive e orts from operational leaders and teams across the whole organisation, but it has proven to be one of the best decisions we could have made. We will continue to develop exceptional people and build diverse teams that embody Carlisle’s core values, aiming to nurture a positive culture and deliver exceptional service to our portfolio of clients.
Paul Evans
FM CLINIC
THE CATERING PROVIDER’S VIEW
ANTONY PRENTICE, JOINT MD, BM
We believe the benefits of outsourcing stem from specific catering expertise, which o en di ers from the client’s business and focus. A caterer brings extensive experience, deploying specialist knowledge, training, technology, innovation, key legislative understanding and market access to take their catering o er to the next level.
our long history of success stories, and our number of long-standing, happy customers, many of whom have been with us for years.
THE COMMERCIAL PROPERTY DEVELOPMENT EXPERT’S VIEW
ROBERT GOODMAN, RETAIL OPERATIONS DIRECTOR, LANDSEC
Towards the end of last year, we announced that we were elevating our retail operating model to help us better deliver our customercentric, experience-focused, retail strategy.
Under the new model we work directly with specialist facilities management partners across hard and so services, as well as landscaping, while a newly created in-house property services team has overall responsibility for our operations and supplier management.
allows them to tap into the skills, knowledge, mentoring, and training
Catering teams get much better opportunities to learn from others within their own field by being part of a wider catering network that allows them to tap into the skills, knowledge, mentoring, and training an outsourced caterer can o er.
Caterers also have access to a larger range of quality fully vetted suppliers because of an enhanced supply chain network compared to smaller, in-house operations, and e ective cost management processes, such as waste management programmes and robust benchmarking. We can provide clients with cost and sales reports to help them make decisions around customer tari s and menus and can provide proven case studies as well as up-to-date information on current trends and innovations.
BM has a long history of securing in-house catered operations and in some cases, we have seen hospitality volumes double, largely due to being able to provide better resource and training to upskill teams. Caterers can act as trusted advisors to clients to guide them in enhancing facilities, driving sales through better marketing, and in some cases even facility relocations.
It's important to treat a previously in-house catered operation like any new contract, starting by establishing a robust, tailored mobilisation plan based on regular meetings with clients and stakeholders. TUPE is nearly always a factor, and time is spent getting to know the teams, answering questions and addressing any concerns.
We make sure the team is aware of the benefits for them, for example having access to that wider pool of expertise, mentoring, support and potential career development. Sometimes it might take a little longer for established habits to change and it’s important to have the whole team on board in such circumstances. To do that, you must communicate the reasoning behind any changes and take the team on that journey with us.
Depending on the specifics of the contract, the client tends to be responsible for the running costs of the building (services, maintenance and so on) while the caterer has responsibility for procuring any consumables, managing the catering teams and ensuring that due diligence and legal compliances are met. Flexibility and agility are among core skills as caterers, who thrive on change and are well used to adapting to changing client needs, customer expectations and any changes in legislation. As a result, we can tailor our approach to individual client needs.
In our experience, a collaborative approach makes for the best working relationship. Open, honest communication is key and something we establish from the start with all our clients. We know it works and the benefits we can bring as a catering business because of
We took this approach because we believe that operations are fundamental to the success of our places. Getting this right means that we can deliver maximum value for our brand partners, while going above and beyond expectations for the millions of guests who visit our destinations across the UK. It also allows us to take a long-term, strategic view of operations which in turn has unlocked more opportunities for us to work with our partners to deliver our business strategy and support our customers.
Robert Goodman
Data and insights underpin our strategy - allowing us to track performance and deliver maximum value for our brand partners. And, less than a year since we implemented the changes, we’re seeing results. With a central team leading a more unified approach to providing the best guest experience, we’re capitalising on the opportunity to further boost the performance of our retail portfolio. Our teams are better placed to execute key initiatives and deliver against business objectives.
This approach has also brought our teams closer together and allowed us to tailor recruitment to each of our places, creating local jobs so that our destinations better reflect the communities in which we operate.
The security of our places is always our highest priority and our approach to FM enables us to build on our existing robust and flexible process. Working closely with our partners, local and national police and security services is integral to ensure our places remain the welcoming places they’ve always been.
The changes to our retail operations were modelled on our workplace portfolio where a central team has worked with specialist partners to provide best-in-class experiences across our London o ices for years. In a competitive market where the quality of space, diverse amenities and stand-out day-to-day experiences are increasingly driving leasing decisions for o ice customers, seamless operations are more crucial than ever.
Do you have a question that you’d like answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
Antony Prentice
ONE BATTERY 130+ PRODUCTS
Discover the expansive XGT 40V & 80V Max line-up. With over 130 products and still expanding, the XGT range is your ultimate alternative to traditional petrol and mains power sources. Experience on-demand power across our complete product spectrum. Makita provides more than just power tools, explore our full range at makitauk.com and follow socials for updates.
over
to 65% Increase in Speed, accuracy and user safety when cutting & trimming Up to 68% Improvement in preserving work surfaces and protecting products being worked on avoiding cross contamination Up to 50% Reduction in replacement tool costs by extending tool and blade life
HEART OF THE OFFICE
Helen Strother describes how Admiral’s Cardi o ce has been designed as a commute-worthy and thriving workplace with real heart
UK workers spend just over half the week in the o ice,(i) yet nearly twothirds(ii) of employees are still in the same workplaces they were in pre-pandemic. Overhauling workspaces to suit employees’ new hybrid behaviours is now a hot priority for many businesses, particularly as they strive for more in-person collaboration in the o ice.
Insurance giant Admiral is one of those businesses. When Admiral decided to reinvigorate its Ty Admiral building on David Street in Cardi and encourage a return to the workplace for its 9,000 + strong workforce – it knew it required a highly creative and people-focused solution.
Calling on the support of nationwide interior design and fit-out business Claremont, Admiral is now undertaking an evolutive workplace transformation project to boost productivity, sta wellbeing, and its sense of community.
Claremont’s Creative Director, Ken Bundy, who’s delivered statement interiors for Flutter, TalkTalk and abrdn, is the visionary behind the Admiral project and is leading the design and refurbishment across all floors and a 2,088 sq. roof terrace.
Bundy said: “Any business that prides itself on community, collaboration and a supportive culture needs a workplace that delivers on every level. Admiral is founded on those values and beliefs, so unsurprisingly, that came through strongly in their brief.”
For Admiral’s senior leadership team, the project was about more than redesigning the spaces in the building. It was about celebrating their culture and creating commute-worthy workplace experiences.
Bundy added: “This whole design and fit-out process has allowed them to capture the magic of their culture and o er the memorable, on-brand and highly social workplace experiences that hybrid workers are looking for. They’ve seized the opportunity.”
PHASED DELIVERY
the building. It was a vital step and has given us the confidence and employee buy-in to continue.”
A WORKPLACE WITH HEART
Many organisations are keen to encourage a return to the o ice, but as people can work remotely and o en have more choice and control over their homeworking environment, it’s not always an easy sell. According to Claremont’s Bundy, it requires more than just brilliant facilities. Workplaces must have ‘heart’ too.
“The modern workplace has to give workers the feelings and experiences they can’t get elsewhere – many of which focus on face-to-face collaboration, community and socialising. That means o ering authentic experiences beyond simply helping people do their work.
“An organisation’s culture, working methods, and people determine the pulse and rhythm of daily life. We call this ‘the beat’. Every workplace should reflect that organisation’s ‘beat’ so people can thrive.”
The modern workplace has to give workers the feelings and experiences they can’t get elsewhere – many of which focus on face-to-face collaboration, community and socialising. That means o ering authentic experiences beyond simply helping people do their work.”
Due to the scale of the building, the team’s occupation throughout, and Admiral’s desire to ‘test’ spaces before rolling them out, the o ice enhancements project is being delivered in a series of phases.
Claremont’s design and Admirals’ in-house facilities teams have worked collaboratively throughout. The project’s first phase, which included the first floors of Admiral’s Cardi and Swansea buildings and a test plan for the li lobbies, has just been completed. It will act as the foundation for future changes and give a flavour of how the building will look, feel, and operate in the future.
Huw Llewellyn, Real Estate Director at Admiral, said: “We decided to design and refurbish just two floors initially so that we could capture our employees’ feedback and be sure we were creating desirable spaces before refurbishing other floors in
In a hybrid world where many employers want a return to the o ice, organisations must overlay cultural practices and positive social experiences onto the key unique moments that make up their operations. Bundy added: “When organisations o er extra reasons to visit, perhaps for wellbeing or social activities with colleagues, they boost culture and occupancy, too. Admiral does this exceptionally
well and knows the power of its organisational culture and workplace together.”
CELEBRATING COMMUNITY
Devising the o ice’s design concept took six weeks, followed by 26 weeks on-site to deliver the first two floors.
Admiral wanted a highly branded welcome for the first floor, and Claremont responded with a design that celebrates community. The space has been divided into zones to consider employees’ arrival, accommodate community groups, and create an open, easy-to-navigate space.
The strategic decision to incorporate a large town hall space into the first floor has been particularly e ective. By giving Admiral space for its people to come together, Claremont’s design has unlocked monthly savings as the company reduces the need to use third-party venues for company meetings and training events.
Bundy said: “What’s so interesting about this project is that Admiral’s role in the local community is far greater than simply being an employer. They
have used workplace transformation to embed themselves in the community and provide an asset everyone can use. There’s something extraordinary about that.”
Kyle Everitt, Facilities Manager at Admiral, added: “We can now host events that tend to happen in hotels or conference venues, and bring them back into the o ice. The flexibility of the space is key, we’ve hosted a variety of events already, from internal department updates to training and awards and it can also be adapted to host our regular fun events. The more it gets used, the more creative the event requests are becoming - we’ve even had requests for spin and yoga classes!
“The space is also used for external community events such as local school debates, supplier fares and guest talks. It’s important to have other people come from outside the business to experience Admiral and everything we’re about.”
FLEXIBLE, CHOICE-RICH AND COLLABORATIVE
The first-floor design concept uses all the components of a modern destination o ice to help Admiral’s team communicate and collaborate more e iciently. It includes wellequipped collaboration spaces, town hall spaces for company-wide and large team gatherings, cafes and refreshment points, AV-enabled meeting rooms, individual
focus pods for quiet working, collaborative settings, traditional desks and a model o ice.
Modular furniture o ers complete flexibility so people can use the space as they see fit. Additionally, distinct zones enable people to work together in a wide variety of ways, such as in a boardroom, on bleacher seating, or in a presentation area.
Careful thought has been given to how people work and move, with clever wayfinding and easy connectivity between di erent departments, floors, and work settings. The final part of the first phase focused on the building’s 12 li lobbies. At 14 metres long and accommodating six li sha s and a staircase, each li lobby needed to feel part of the main floor plate.
Bundy said: “Every part of the workplace is an opportunity to do something special, even the more ancillary spaces such as li lobbies. The use of bold branding and signage, foliage, acoustic solutions and write-on surfaces has made them feel part of the main o ice, so there’s a consistent experience.”
Claremont’s three areas—the ground floor, collaboration floor, and li lobbies— collectively provide a ‘kit’ of work settings that set the new standard for Admiral and will be replicated as work continues on the building. The result is a cohesive design that allows for personalising departments and
floors while embodying Admiral’s brand and culture.
WORKPLACE BEST PRACTICE
Admiral’s employee feedback on the first and ground-floor transformations has been exceptional, and work will soon begin on the second, sixth, and seventh floors and the 12th-floor roof terrace.
Llewellyn said: “The sta are blown away, and we’ve already got over 300 in-o ice events planned throughout the remainder of the year. The feedback has been overwhelmingly positive. People want to use it, which is exactly what we wanted.”
Bundy concluded: “Admiral is a bestpractice example of how an organisation can harness its ‘beat’ and create brilliant, memorable workplace experiences. We’re giving them a stand-out destination o ice that combines their cultural attributes, physical spaces, and technology. This project delivers a clear message - you don’t need to mandate a return to the o ice when you o er commute-worthy and peoplecentric experiences!”
(i) Source: 46%. Gensler Global Workplace Survey Comparison 2023: https://www.gensler.com/gri/globalworkplace-survey-comparison-2023
(ii) Source: Gensler Global Workplace Survey Comparison 2023: https://www.gensler.com/gri/global-workplacesurvey-comparison-2023
TRUE GRIT
Brendon Petsch, Chief Technology O cer at OUTCO, sheds light on the intricate world of keeping businesses operational through the winter
We o en bemoan the way that bad winter weather can bring our country grinding to a halt, but the past decade has seen snow and ice clearance grow ever more sophisticated. However, with so much occurring under the cover of darkness - or even more mysteriously in the digital ether between smartphones and server rooms - it can be astonishing how much technology is keeping businesses running in the toughest conditions.
To shine a light on this process, let’s take a ride with an OUTCO customer. Meet John, Senior Operations Manager for an online retailer. It’s 7am on a frozen winter morning and he’s carefully driving in to start work at his company’s fulfilment centre in the Midlands. Having already passed two accidents, he’s wary of the icy road surfaces and already thinking ahead to the logistical challenges this might throw up during the day.
As he arrives at work, he passes several
trucks already crossing the huge concourse, apparently undeterred by the conditions. While their onward journey may present challenges, the site itself is working as usual.
WINTER GRITTING CONTRACT SET UP
To understand how, we need to go back several months when John was on holiday in his shorts and flip flops and a contract to grit the fulfilment centre was being agreed. When a new site is brought on board - which o en occurs in the spring or summer - a survey-based assessment takes place which details the nature of a site and the specific risks likely to occur. This, in addition to the customer’s risk appetite, sets the activation triggers for a given site. Some clients may accept a standard road surface temperature of 0ºC to activate a winter gritting visit, whereas more risk averse customers may impose even more stringent rules on gritting criteria. These rules are all established and locked in at the survey and contract stages.
AUTOMATED SERVICE TRIGGERS
OUTCO receives and processes a daily raw data weather file with tens of thousands of data points over a 24-hour period, containing numerous weather variables - including the all-important road surface temperatures. With so much information, it’s simply unusable to a human operator and has to be automatically imported into a patented weather app within our bespoke CRM system, Nimbus, and analysed using our proprietary algorithms.
The CRM system cross references the weather data points to the variables and rules for John’s site and creates a yes or no decision for winter gritting or snow clearance. Once John’s activation threshold has been reached, a winter gritting job is automatically created and the OUTCO team is despatched to site.
On the coldest of nights, this automated process can generate up to 10,000 gritting and snow clearance jobs for various clients across the country for delivery that night in a matter of minutes.
As well as generating the jobs for the evening ahead, the weather app and CRM system send out pre-service notifications to clients to let them know to expect a visit and what service will be delivered. This includes a snapshot of the weather data and other variables that informed the decision to trigger their service.
BALANCING AUTOMATION WITH HUMAN INTUITION
Thus far this has been an automated, data-driven process, but today’s winter
operations do still benefit from human expertise and experience.
The operations teams can review all the jobs for the evenings and have a window of a couple of hours before lunchtime in which they can change around teams or jobs as needed. This is supported by telematics so ware that helps to manage the teams of operators, who themselves are supported by a bespoke smartphone app - Pulse - that works on their Apple or Android devices. At around 1pm, every operator’s phone will ping to show the jobs for the night that each operator has been allocated.
Technology alone won’t get the best results: although you could optimise routes and resources to the nth degree using routing so ware, we allow our operators to decide how best to handle the route to allow them to respond in the moment to conditions on the ground. Clearly it makes no sense to service a site if there’s rain passing through that location that will wash away the grit, so this flexibility lets the teams judge when during the evening to schedule the visit for the safest outcomes. By using local operators to service the same sites, operators have intricate knowledge of the site and the clients specific instructions and requirements, ensuring we get it right and provide a quality service every time. For example, when you’re working overnight you need to know that your operator knows how
to access a site (i.e. has any keys they need) and has the detailed knowledge of whereabouts to work.
This is where it’s important to stress that technology and human experience aren’t in tension but reinforce each other. For example, should there be any doubt as to where exactly to grit, the boundaries of a site will have been accurately geofenced in advance so things won’t get confused even when it’s dark and snowy. Upon arrival at a site, OUTCO’s automated validation system kicks in, ensuring that the operator is in the correct location before allowing the gritting process to take place. GPS locators pinpoint the operator to the specific location where gritting is required, removing any guesswork.
MANAGING AND MITIGATING RISK
The app will also give operators access to all of the risk assessment information, the service plan and any special instructions for that site. Operatives are also kept safer on the job as the real-time connection between the Pulse app and the Nimbus CRM system will allow us to know where people are working and that they are safe and on the right site.
On the flip side of the coin, Nimbus can also pass that feed in real-time to clients via a client app or portal.
Had John worried about the conditions the night before, he could have logged in to see that the gritting truck was enroute.
By using local operators to service the same sites, operators have intricate knowledge of the site and the clients specific instructions and requirements, ensuring we get it right and provide a quality service every time.”
This feed of data shows exactly where grit has been laid on site and also lets everyone validate that the service has been delivered - an essential breadcrumb trail of evidence for reporting and compliance purposes.
The mobile apps also allows operators to report any new risks or issues. Let’s say an air conditioner is leaking and leaving a trail of water that might create an increased slipping hazard - that can be captured in real-time so the client can be made aware.
This series of process and integrated technologies helps with the immense amount of heavy li ing required to service thousands of sites in poor conditions under time pressure. Without this, the added burdens of human e ort, communication, time and cost would be significant.
And the result? John parks up, zips up his jacket against the cold as he strides across the expanse of tarmac. Without a thought for the night’s activity, he watches as the lorries pull up to the loading docks and it’s business as usual without any winter related interruptions.
SEASONAL REPAIRS
Scott Saunders, Technical Service Manager at Watco, discusses why a proactive approach to maintenance and repairs can help FMs create safer working environments in the winter months
Keeping
a well-maintained building plays
a large role in creating a safer facility. Yet recent research from Watco revealed that almost a third of facilities management professionals agree that a lack of general maintenance and repair o en poses a safety risk and over a quarter have recently been impacted by slips, trips and falls. As we move into winter and conditions become colder and wetter, these challenges are only set to get worse. Simple measures such as e ective housekeeping, comprehensive maintenance schedules and swi repairs as soon as damage is noticed or reported will help to reduce the risk of accidents and costly claims while also providing a safe and pleasant environment.
SITE INSPECTIONS
Before attempting to tackle any maintenance and repairs, its crucial to first take the time to assess what work needs to be carried out. Site inspections help highlight issues that could become a hazard or deteriorate into more significant damage. Using this time to assess what work needs to be carried out can help you take a more targeted, yet thorough approach to maintenance and repairs. This also means repairs can be completed quickly, before the damage has the opportunity deteriorate further. Simple tools such as a maintenance checklist or risk assessment can help to make sure that
inspections are thorough and can also be tailored to focus on specific areas, particularly those which are more prone to weather-related hazards and damage.
Maintenance checklists are useful not just for spotting existing damage that needs to be addressed but also, hidden slip hazards that become more of an issue in wetter weather, including slippery internal and external steps and door thresholds.
FOCUS ON FLOOR REPAIRS
Floors are o en one of the area’s most susceptible to damage, due to the high footfall they face each day and the heavy-duty machinery that o en passes over them. This means they are frequently found on the repairs list at any time of year.
However, the wet weather and colder temperatures in the winter months can make floor repairs even more of a priority. For example, following a period of rain, cracks in the floor can fill with water and if the temperature drops overnight, the water can repeatedly freeze and thaw, weakening the surface and o en expanding into potholes. Not only does this pose a serious trip hazard, but can also cause costly damage to vehicles and equipment being transported within that area.
By completing repairs when issues are first identified, before they have a chance to deteriorate, facilities managers can save money and minimise downtime.
MANAGING MOISTURE
Damp, leaks and excess moisture in floors and walls are a common occurrence during the wetter months and can cause serious problems if not dealt with as soon as they occur.
Concrete is porous by nature which means it can absorb and hold water. Therefore, concrete floors should have a damp-proof membrane (DPM) underneath to prevent water from seeping in and penetrating the floor. However, if the DPM fails or is not present, you could end up with rising damp which damages the floor surface, is unpleasant for employees and visitors, and can even result in health problems if not treated e ectively.
Water penetration is another issue that can arise thanks to the rainy conditions. It can be caused by issues including mortar deterioration, masonry damage, broken roof tiles, blocked downpipes or leaking gutters. Action must be taken to manage this before surfaces become damaged and hazards are created by unexpected pooling water from a leaky roof.
To fully protect your facility, you should also damp proof the walls both externally and internally to prevent water ingress and mould growth. This will help to ensure a well-maintained, pleasant working environment.
PREVENT THE RISK OF SLIPS, TRIPS AND FALLS
While all areas of your facility require regular maintenance and repairs, areas that are more exposed to the elements, and therefore pose a greater risk of accidents will need more attention during the winter period. For example, where rain has blown in through open doors and loading bays, making the floor wet or on external slopes and stairs.
Within a facility, anti-slip products such as coatings and matting can be used to increase grip and reduce the risk of slips and falls. Whereas, for external surfaces such as steps, you can apply GRP treads and nosing’s to increase grip and highlight the edges. By making them more visible, you can reduce the potential for trips, particularly in the dark winter mornings and evenings.
Ultimately, a proactive approach to site assessment and repairs before harsher winter weather arrives will allow you to identify any potential issues either before they occur or before they are able to deteriorate. Repairing the highlighted problems at the earliest stage possible will ensure operational e iciency, cost savings, and most importantly, keep those using the space safe throughout the colder season.
NO FROST, NO COST
A Pay-Per-Visit (PPV) approach to winter, gritting and seasonal safety.
How does a Pay-Per-Visit work?
In warmer winters, you could save money with a pay-per-visit service agreement.
Our experts use automated technology to assess when gritting and snow clearance is required, just like in our fixed contracts. When a cold weather threshold is met, our local gritting teams are automatically sent out, with no callout required. Customers are then charged per visit, so if there is no frost, there’s no cost.
Why choose Pay-Per-Visit?
First Frost Covered for Free
www.ground-control.co.uk/no-frost-no-cost
We will cover the cost of the first call out for all new pay-per-visit customers.**
In a milder winter, with a lower number of callouts, clients on Pay-Per-Visit will benefit from a lower overall cost than a fixed contract but still receive the same level of protection.
LAST WINTER WAS THE FIFTH WARMEST ON RECORD, WITH THE WARMEST CHRISTMAS DAY SINCE RECORDS BEGAN*.
Prefer a fixed-price approach?
We also offer fixed-price gritting and snow clearance contracts, protecting you all winter, with unlimited callouts when the cold weather threshold is met.
Bidvest
Noonan
Group CEO
GOING FOR GROWTH
Declan Doyle highlights the significant, yet often underappreciated, role of the facilities management sector, as the growing FM services provider cements its leadership position in the UK market
Bidvest Noonan has a long pedigree as a leading FM services provider. First launched as Noonan Services by Noel Noonan in 1977, the firm has steadily grown and evolved. In 2017, it was acquired by Bidvest Group, a move that has supported its continued expansion and rebranding as Bidvest Noonan. Over the last six years the business has trebled in size, now employing over 27,000 people with revenues of close to a billion.
Bidvest Noonan o ers services such as cleaning, security, front of house and technical support across a range of sectors, including corporate, retail, education, healthcare, manufacturing and transport.
Doyle has been with the business for over 20 years. He had le his Theoretical Physics degree when he realised he loved business more than physics. A er completing a business degree and gaining an accountancy qualification to work in forensic accountancy, he missed frontline engagement with people and customers so joined the FM services sector with Noonan Services Group.
He recalls: “I’ve been with the business since its days of family ownership. A er we transitioned to a private equity-backed environment, I became CFO and remained in that role for 11 years, including the first two years a er we joined Bidvest. I’ve spent the last five years as CEO.
“It’s been an absolute privilege, and though FM is not always the easiest industry to work in, it is very dynamic, if still somewhat under the radar. The same could be said of many of the FM brands, where outside the sector there’s no mass marketing or brand awareness with the general public. But our industry is a major employer in both the UK and Ireland.”
COMPANY CULTURE
Doyle believes that one of the key strengths of the business is that Its owners, Bidvest PLC, own other services companies so they understand the nature of the business, while its decentralised approach has given the firm autonomy to make important management decisions. The company has one leadership team operating across the UK and Ireland, with seven managing directors who manage on a regional or sector basis that allows the company to tailor its operating model to local and sector specific requirements.
However, as Doyle is quick to point out, alongside his operational structure: “We’ve cocreated a fresh vision for the business for the next five years, identifying our key strategic objectives to deliver on that vision. As a team, we are all clear that we’re one brand, with one vision, one strategy, and one set of systems and processes. It’s really important that we maintain one culture, one way of working, and our one team approach.
“I see it as my principal role to maintain the culture that we’ve built and closely guarded over the last five decades. We’re all about people and every one of our
27,000 employees are very clear about our purpose as an organisation in creating safer and healthier communities.”
He also points out that being a resultsfocused business is core, so setting and beating targets is key to company growth. Harking back to his retail experience he gained early in his career, Doyle also stresses the importance of building long term relationships with customers.
“If you look at our key customers, there are clients that have been with us for decades. The longer we maintain a customer relationship, the more we trust each other. The more we understand their business the better we can tailor the best solutions for them.”
GROWING THE BRAND
In Ireland, Bidvest Noonan has long been a market-leading FM services provider to the education, healthcare, life sciences, food manufacturing and central and local government. In the UK it is fast building a strong portfolio, for example it recently won significant contracts to provide security and cleaning services for leading universities.
Says Doyle: “We also provide an array of services to bus and rail companies across the UK and are now taking our specialist capability into other sectors such as ports and airports, leveraging the infrastructure we have. Although we’re a dominant player in the healthcare space in Ireland, we don’t yet have the same position in the healthcare space in the UK, so there are opportunities there for us to penetrate this marketplace by utilising the capability that we’ve developed.”
Along with organic growth the group has made a series of key acquisitions over the past few years, including Robinson Services and Sword Security in Northern Ireland, Interact in the Republic of Ireland and the Axis Group and Cordant in the UK. Doyle stresses that with so much consolidation happening across the FM marketplace, an acquisition opportunity comes across his desk every week which he usually rules out as he believes the group already has “a fantastic base” across the UK and Ireland.
However, he acknowledges: “We’re very clear on the sectors we operate in, the services we deliver and the geographies we operate in. If an opportunity can enhance our platform, add real value to our existing o erings, or bring something unique to the table, we will pursue it.”
The company recently completed a deal to acquire the FM companies NexGen Group and Just Ask in the UK, which added 3,000 colleagues to the business. This acquisition aims to secure a clear market
leadership position in the UK’s social housing sector. So far, its UK o erings are mainly in the so services space and so in the years ahead, the group may look for acquisitions to expand its service o ering in the UK, but Doyle stresses they will need to be services that are complementary to the existing customer base.
PEOPLE & TECH
As an FM services organisation, finding and retaining sta is a major challenge. Says Doyle: “Super-low unemployment rates and relatively high wage inflation rates are going to put a particular pinch on recruitment in this sector, so what you’ve got to do is aim to position yourself as the employer of choice in the industry.”
heights, but their role required them to clean windows in tall buildings or a person who loves spending time through the day interacting with people, being asked to work in a quiet cinema.
“Instead, why not determine what type of working environment works best for them? One of the advantages of our scale is we have an opportunity to o er a range of working environments. In that way, if you can match people with the right environment, they’ll stay with you longer. And if you can engage people throughout their time with the business, including feeling aligned with the client organisation, that is really important.”
Super-low unemployment rates and relatively high wage inflation rates are going to put a particular pinch on recruitment in this sector, so what you’ve got to do is aim to position yourself as the employer of choice in the industry.”
He questions how employers in the sector engage their frontline workers, noting that the recruitment and selection process in FM can be quite basic, where recruits aren’t asked where they feel most comfortable but are simply placed where they’re needed.
Says Doyle: “We’ve come across examples in the past where somebody leaves a er a day because they don’t like
Alongside this he also thinks that it’s important the sector ensures that it’s constantly driving fair rates of pay, which allows it to compete with other industries and means the FM services sector can attract people into the industry from adjacent industries, like hospitality.
Doyle applies this philosophy to the increasing use of tech. In April, Bidvest Noonan launched a new cloud-based operations platform ‘Task’ to enhance service processes, employee management, and asset tracking. But as Doyle explains, while Bidvest Noonan’s tech and innovation team continues to test all of the new innovations coming down the line, what he believes they do best is in understanding
There’s been a shift in customer needs, and we’ve got to be able to take their feedback on and you only do that if you actively listen. If we’re simply delivering what was in the specification of a contract we wrote three years ago or seven years ago or 15 years ago, it’s not enough...”
what customers want.
“What are that customer’s data requirements, what are their ESG objectives, their pain points? And then, with that knowledge we can suggest a number of innovations that can help deliver on that.”
He points out that while AI is still in its foundational stage, investing in creative analytics is already providing customers with valuable insights. For example, deploying sensor technology across estates helps construct cleaning specifications that are more responsive to the days of the week, times of day, and even specific periods such as exams in educational settings.
He says: “In this way we’re able to create more dynamic solutions and the interesting thing about the data that’s being produced is that it leads to insights that actually help the client manage far more than just cleaning rotas, for instance energy management.”
FUTURE PLANS
Unsurprisingly, given its exponential growth Bidvest Noonan is being seen as a disruptor brand in the UK. For a while a number of big
players, from Mitie to ISS, have helped consolidate the market, but Bidvest Noonan is making inroads into their territories.
Says Doyle: “We have a size and scale that puts us at the top table when customers are assessing our brand and that creates excitement around our journey and our story. For instance, this appeal has attracted many talented people to join our UK business in recent years.”
Doyle also insists that no matter the scale of the business, maintaining and developing strong client relationships will always be a top priority.
Doyle explains: “There’s been a shi in customer needs, and we’ve got to be able to take their feedback on and you only do that if you actively listen. If we’re simply delivering what was in the specification of a contract we wrote three years ago or seven years ago or 15 years ago, it’s not enough. We need to know what’s happening today, especially changes in the client organisation that might require a di erent approach. The question is,
how do you flex? It is really taking the time to listen and understand what’s going on for the customer and o er them the right solution.”
He points out that being long-term thinkers, the plan that has been created for the next five years aims to see the business double. Opening up new sectors in the UK will be critical to that plan, for instance moving into the social housing space, but there are other market verticals which will present growth opportunities. He doesn’t rule out further acquisitions along the way, but they need to be strategic.
“These businesses would need to bring something di erent that enhances the o ering we have in the marketplace, so if we find something that meets that criteria we may be interested. There are many pillars where we believe we can build on our growth across the UK and Ireland, whether through existing customer-based opportunities, new business or growth through acquisition.
“It’s a very exciting time, I see no reason why we can’t keep expanding at our current growth rate.”
Be more efficient
Be more effective
Be more compliant
Be more Asckey
Build a tailored FM application that has the flexibility to grow with your business.
STEPS TO CARBON REDUCTION
Jason Instrell, Industry Lead at SFG20, the industry standard for facility maintenance specifications, o ers valuable advice on strategies to help reduce your carbon footprint
As the world grapples with the realities of climate change, the construction industry has a significant role to play in reducing carbon emissions. In the UK, buildings contribute to 33 per cent of the greenhouse gas (GHG) emissions and 40 per cent of the global energy consumption.
The embodied carbon of a building includes the carbon emissions associated with the extraction, production, and transportation of construction materials, as well as the carbon emissions from the construction process itself. This can be equivalent to 20 years’ worth of operational carbon emissions.
In recent years, the focus has been on
reducing operational carbon via initiatives such as the improvement of building insulation and installing energy e icient alternatives, such as LED lighting. Although these are proven ways for sites to reduce operational expenditure and carbon emissions, it should be noted that they still add to the embodied carbon of the site as new products and materials are used and old ones are removed and disposed of. Embodied carbon can be reduced during the initial design and planning stages. By specifying construction products and materials that are available locally and extracted, manufactured, and delivered via low-carbon means, waste can be reduced through recycling to maintain existing assets in a building.
From HVAC systems and lighting to o ice equipment and refrigeration, building assets consume significant amounts of energy, accounting for a vast portion of carbon emissions in the built environment. However, through e ective maintenance strategies, building maintenance professionals can make a positive impact by reducing energy consumption, minimising waste, and implementing sustainable practices, all while ensuring the smooth operation of building systems.
TOP TIPS
Opposite are some top tips for facility maintenance professionals to tackle their buildings’ carbon footprint.
Conduct a carbon footprint assessment
Gain a better understanding of the carbon emissions associated with maintenance activities by conducting a carbon footprint assessment. This analysis will create a starting point for current emissions, spotlight high-impact carbon areas, and pinpoint where to concentrate e orts.
Typically, building assets with a high carbon footprint include: HVAC systems; lighting; digital equipment and refrigeration. These assets are vital to a building’s day-to-day running, the heart and lungs of any space, but can consume an overwhelming amount of energy, making them an ideal candidate for energy e iciency and carbon cutting maintenance plans.
By having an e ective planned preventive maintenance (PPM) strategy, that maintains equipment to current standards, we can help reduce costly reactive works that occur from faults and system breakdowns and help building managers avoid asset downtime. Keeping these critical systems in good condition throughout their life will help them consume less energy, it will stop equipment working harder than it needs to, and it will increase reliability and the overall performance of the building.
Develop a sustainability plan
Building maintenance professionals should develop a specific sustainability plan that outlines clear, measurable goals to reduce their carbon footprint, such as upgrading systems or equipment, adjusting maintenance techniques, or reducing reliance on fossil fuels.
Optimise equipment performance
Regular maintenance of building systems and equipment helps reduce energy consumption and greenhouse gas emissions by ensuring optimal performance and e iciency.
Well-maintained equipment operates at peak e iciency, using less energy to perform tasks. Routine inspections allow for early detection and resolution of issues before they lead to breakdowns and faults. Planned preventive maintenance such as general cleaning, calibration or the lubrication of parts can help equipment reduce its energy consumption. Carrying out regular maintenance of an asset will increase its performance by rectifying any problems that may be present at the time of the visit, such as dirty filters on ventilation systems that will reduce air flow. Equipment can then be updated over time with more energy-e icient solutions.
A study by the U.S. Department of Energy’s Federal Energy Management Program (FEMP) also reported that planned preventive maintenance can
result in savings of as much as 18 per cent over a reactive maintenance programme.* Implement energy-e icient maintenance practices
To lower energy consumption and emissions, building managers can look at numerous strategies. For example, the use of low-energy lighting such as LED lamps, or occupancy sensors o er a quick and easy reduction in energy and can be retrofitted into existing installations. This can be implemented during regular maintenance. This will substantially reduce the carbon footprint over time. Embrace the circular economy
Implementing smart technologies
The implementation of smart technologies can prove useful in tackling carbon emissions by significantly enhancing energy e iciency and system performance within buildings. Through real-time monitoring and automation, these solutions can optimise energy usage by automatically adjusting HVAC and lighting systems based on factors like time, occupancy and environmental conditions. These technologies can also play a role in predictive maintenance.
sustainability by extending the lifespan of products and materials used
The circular economy is a resource management strategy focused on minimising waste and promoting asset sustainability by extending the lifespan of products and materials used in building maintenance. Unlike the traditional linear economy, which follows a ‘takemakedispose’ model, the circular economy aims to establish a system where assets, resources and materials are continuously reused, repaired, and recycled.
work alongside planned preventive maintenance strategies to help reduce system downtime through faults and
Equipment that incorporates smart sensors will help detect issues, ensuring systems run at peak performance and e iciency. The integration of smart sensors and equipment will work alongside planned preventive maintenance strategies to help reduce system downtime through faults and breakdowns.
Smart technologies support the use of renewable energy sources, such as solar, battery storage or solar water heating systems, integrating them into the building management system. Technology can be used to maximise the use of clean energy and renewable sources, further cutting down on carbon emissions.”
reused, repaired, and recycled.
In building maintenance, applying circular economy principles can reduce carbon emissions by cutting waste and conserving resources while encouraging sustainable practices. Planned preventative maintenance plays a crucial role in this approach by maintaining the equipment to current standards, which allows easy updates and improvements over a period of time, helping to reduce costly breakdowns and the need for full asset replacement. This, as a result, reduces a building’s carbon emissions. Using sustainable materials, as part of planned preventative maintenance, is another strategy to help control carbon emissions. This is through the use of recycled, reclaimed, or locally sourced materials. Durable materials extend lifespans, reducing the need for frequent replacements, while recyclable or repurposable materials minimise waste. Additionally, using renewable and low-carbon materials like cross-laminated timber (CLT) or recycled steel further lowers the carbon footprint.
Additionally, smart technologies provide detailed, data-driven insights that help target maintenance to specific equipment,
energy consumption within a building. The ability to manage and control building assets remotely further enhances e iciency by allowing facility managers to make real-time adjustments, ensuring optimal
Additionally, smart technologies provide detailed, data-driven insights that help building managers identify ine iciencies, energy leaks, or highenergy usage areas. These insights can help target maintenance to specific equipment, exposing areas of high energy consumption within a building. The ability to manage and control building assets remotely further enhances e iciency by allowing facility managers to make real-time adjustments, ensuring optimal performance, even when not on-site. Finally, smart technologies support the use of renewable energy sources, such as solar, battery storage or solar water heating systems, integrating them into the building management system. Technology can be used to maximise the use of clean energy and renewable sources, further cutting down on carbon emissions.
The diverse planned preventative maintenance strategies detailed above are e ective tools in tackling carbon emissions in buildings, by ensuring that facilities operate at optimum e iciency, reducing energy waste and maximising the lifespan of a building’s materials and assets. With a well-founded maintenance strategy, led by planned preventative maintenance, combined with energy-e icient technologies and materials, facility managers can significantly reduce the operational and embodied carbon footprint of their buildings.
FURTHER INFORMATION
www1.eere.energy.gov/femp/pdfs/OM_5.pdf
WORK SMARTER
Nadeem
Ashraf, Head of Systems & Asset Management, JLL Integral UK on a data driven, smart asset management approach
Despite the crucial nature of asset management, it remains a muchmisunderstood discipline. The most common of these misconceptions is that the term ‘asset management’ is interchangeable with ‘maintenance’. It is far more accurate to describe the latter as one, albeit crucial, segment of the former.
Maintenance is a set of practices and processes that are employed to keep property or equipment operating optimally. It is focused on ensuring that assets are available when required and they continue to function within the operating parameters for which they were designed.
Asset management, on the other hand, is the strategic management of assets throughout their lifecycle. It comprises the systematic approach of acquiring, operating, maintaining, upgrading, and disposing of assets in a way that maximises their value. As the ISO 55000 on asset management states, asset management is the “coordinated activity of an organisation to realise value from assets in the achievement of its organisational objectives”.
FROM COST TO PROFIT CENTRE
Understanding the di erence between asset management and maintenance helps shatter the common misconception that asset management is a cost centre, an area that does not directly add to profit but only costs money to operate.
Historically, most organisations have viewed maintenance in this way because they associate the practice with the frustration that builds when things go wrong. Increasingly, however, asset management can be viewed as a profit centre, a branch of the organisation that directly adds to bottom-line profitability. A good example is leveraging the usage and performance data of an asset to inform the frequency of inspections and avoiding costly incidents of over-or under-inspection. Another example is using AI powered tech to make real-time micro-adjustments and continuously optimise HVAC equipment in a building.
In this sense, it is useful to think about it from an enterprise perspective, and this mode of thinking has two core strands: the first is that asset management comprises the entire lifecycle of the assets; the second is the asset’s impact on and potential contribution across an organisation, including locations, departments, and business functions.
To get to this point, FMs must take a holistic approach to asset management. Firstly, it is vital that they consider the business operational and commercial drivers that underpin it and the scope of what’s possible within the financial dimensions of
the client or contract.
From here, FMs must gain a full picture of the asset profiles within the portfolios for which they are responsible; and then – with the help of their service provider partners, identify the technology and systems that not only help perform the function but also provide visibility, control and the ability to measure the success of the asset management strategy in place.
DATA DRIVEN INSIGHTS
There is a huge amount of asset management data available to FMs that can turn their guess work into evidence-based, actionable insights. This includes information on the asset itself, including location, maintenance history, as well as energy and utilities data, condition monitoring data, space utilisation, and financial data related to factors such as cost of ownership, depreciation and operating expenses. They represent an integrated ecosystem approach, integrating multiple systems, devices and data sources to enable real-time optimisation and deliver long-term strategy. Equipping an asset with sensors allows FMs to gather data on their condition, including temperature and vibration levels – factors that determine its performance, e iciency, and longevity. When that data is overlayed with the information stored in a CAFM system, such as maintenance scheduling, or in an IWMS system, which might host both the maintenance history and financial data, the real magic happens. With the right analytics platform and visualisation tools, FMs can start to make more accurate decisions, such as develop a more precise and cost-e icient preventative maintenance programme or gain a clearer picture of when it’s right to either repair or invest more money into capital planning.
Importantly, these technologies also enable the remote diagnosis and repair of assets, thereby reducing the need for physical interventions and minimising the downtime associated with asset failures. Remotely assessing the condition of an asset and determining the appropriate course of action before arriving on-site saves time and resources while ensuring more accurate works.
PREDICTING THE FUTURE
As AI and machine learning capabilities develop, the FM market is gradually moving towards a more predictive approach to asset management. A suite of AI-powered technology can process much more data than any human is capable of and can do it in real-time. The result is more intelligent insights, where trends and patterns analysis across di erent data sets help deliver more strategic, nuanced asset management.
However, this shi is not without its challenges. FMs need reliable data, robust integration between systems and the right skill sets to maximise the impact/benefit of these technologies. This puts the onus on the facilities management industry to nurture the technology skills that enable this – those who are not only comfortable with using technology but also capable of interpreting and actioning data. Finally, for this shi to a smart asset management approach to be successful, FMs must focus on achieving buy in with a range of stakeholders, from end users and the engineering teams delivering the service to a site, to the business leaders who might carry assumptions about the FM department and asset management. As critical as innovation is, developing a data-driven asset management strategy is equally about changing the way people think and the way they behave.
MEASURING SUCCESS
Roger Marks, MD of Aeromark explains why total cost to serve and asset uptime are key metrics for profitability
Metrics
like total cost to serve (TCS); asset uptime; total cost of ownership (TCO) mean time between failures (MTBF) first time fix rates (FTF) beyond economic repair (BER) have become the key for managing assets and ensuring service e ectiveness and profitability.
Asset management is the foundation for managing these metrics and a core requirement of e ective service management. If you do not have full visibility of the assets across yours or your customers’ business, you risk operational ine iciencies, increased costs, and a decline in overall performance. You might even risk the safety of your employees, contractors, and customers. At the heart of managing these is e ective Enterprise Asset Management (EAM).
BENEFITS OF ENTERPRISE ASSET MANAGEMENT
EAM so ware helps service organisations monitor, manage, and report on the condition of all assets across your own business as well as your customers. With an EAM, every asset is given a unique tag to scan for every visit, fault, and PPM service. This creates a full history and builds data on TCS and TCO. Enabling you to understand and analyse and cost each visit, the parts used, the margin per job and per
contract.
Live management of your assets builds a service history from day one. Every task, from installation to planned preventative maintenance, reactive repair, or replacement, has end-to-end visibility within the system, driving both performance and behaviours.
Asset uptime, or the duration a particular asset remains operational and productive, is critical to your customers – a er all, a faulty co ee machine earns nothing for a restaurant or pub and every non-productive asset is, firstly a high priority fix, and secondly, a real annoyance.
Asset data is especially useful for larger enterprises who spend significant amounts of money kitting out multiple sites. Providing your customers with information of asset performance, failures and fixes can give them significant commercial information in dealing with their suppliers for the selection of assets amounting o en to many hundreds of thousands of pounds.
How then do we gain visibility of this crucial information and create a self-cleaning database and turn these analytics from data into knowledge.
The key is to create an EAM and then manage planned, reactive, and preventative maintenance from that foundation.
ASSET TAGGING AND CUSTOMER PORTALS
Asset tagging, usually with QR codes, is quite an easy function when the EAM is fully integrated with a mobile application. Scanning a tag and completing a workflow-based asset or site audit become the basis of a clean EAM. Every action writes back to that history, and, with a Customer Portal, every incident can be traced back to the scanned tag for triage and accuracy of fault data so the appropriately qualified engineer with the right spare parts in their van stock is despatched.
The mobile applications also add further value to the asset database because every single action, either by the engineer or as part of a back-o ice triage process can be attributed to the asset. That ensures the database is always up-to-date and becomes, in e ect, self-cleaning.
PLANNED MAINTENANCE SCHEDULES
Many assets require regular planned maintenance for compliance and performance. Targeted correctly, these service plans significantly reduce the risk of unplanned failures and reactive breakdown costs and ensure not only asset uptime for your customers but also that assets are operating in an optimal and safe fashion.
Increasingly however, some non-compliance related planned maintenance schedules are becoming superseded by predictive maintenance as assets become more connected with IoT technology.
REACTIVE MAINTENANCE
For reactive maintenance, the TCS again need to be ascertained and billed appropriately. To do this e ectively a scheduling function needs to be aligned with the asset database, so the best and closest resources are allocated within SLA’s.
Ideally that resource will have the appropriate parts within van stock; and the asset database should inform the stock process which parts are commonly required so the stock holding maximises the opportunities for first time fix.
If however, parts need to be ordered, the ability to look up the parts for the asset and then have access to an integrated supply chain which shows all the orders, despatches receipts and on the scheduled revisit installs and charges as needed, ensures excellent service and just-in-time (JITS) stock management. Finally, an automated process for apportioning the right schedule of rates (SOR) and parts mark-up should automatically create the bill.
PREDICTIVE MAINTENANCE
Predictive maintenance is the next stage of asset management. By providing an integrated IoT platform the sensors monitoring the asset can identify when it is operating outside of normal working parameters. Take for example a freezer unit, not only can the internal food temperatures be monitored for HACCP regulations but, if the unit is running either hot or cold this can be adjusted for energy saving or act as an early notification of failure. Ultimately, the platform could ensure the engineer arrives to fix an asset that is about to fail...saving both the asset and its contents.
Over 50 hours of content
150 speakers across six theatres
Over 2,000 attendees
Dedicated specialist zones for 2024:
Register your free place now
Engage with specialised content
Explore dedicated zones for maintenance and lighting
Enhance your skills with CPD
Network with industry peers
Anyone who doesn’t attend the technical content at Build2Perform Live is missing out
Drinks Reception sponsor
An education in flooring
In line with the start of a new academic year, read on as Donna Hannaway, Head of Marketing UK and Ireland at Forbo Flooring Systems gives a quick lesson in education flooring design
While schools, colleges and universities are welcoming sta and students back for the start of a new academic year, the buildings will likely have remained a hive of activity over the summer holidays, it being the optimum time for interior refurbishments. However, designing and refurbishing educational establishments can be a complex challenge, with all estates having their own unique needs and set of design challenges.
Floor coverings are a central feature of any interior design scheme, making them a focal point of school refurbishments, especially in high footfall areas.
When it comes to choosing the right floor covering for the space, facility managers should first consult the General Design Brief produced by HM Government’s Education Skills and Funding Agency, containing guidance on the type of floor finishes to be used in schools. Put simply, the guide lays out the three priorities for flooring: that they are hard wearing, safe and fit for purpose.
There are a multitude of other factors to be considered too, including hygiene, acoustics, durability, slip resistance and, most importantly, speed of installation. This is key for refurbishments within the education sector, with work o en carried out during weekends or school holidays. Fortunately, the continuous development of adhesive free flooring solutions over recent years means that there is now a ‘fast fit’ solution for most areas of an education estate, enabling projects to be turned around swi ly and with minimal disruption or downtime.
CORRIDORS
Corridors take a pounding from foot tra ic on a daily basis, as sta and students navigate around the school and from lesson to lesson. As a result, floor coverings need to be tough enough to stand up to the task. Durability, slip resistance and sound reduction are the key things to consider when choosing the right solution for these busy circulation areas, making sheet vinyl an ideal solution.
Hard-wearing, easy to clean and with many collections o ering varying levels of sound reduction, sheet vinyl can tick all the boxes. Look for an adhesive free vinyl that o ers excellent dimensional stability, quick installation and 19 dB impact sound reduction, helping to reduce noise transmission to the floors below.
Linoleum is another great solution for these applications, o ering the same reliable durability, longevity and ease of maintenance. Manufactured from rapidly renewable natural raw materials, and with some options achieving Climate Positive (carbon negative) status without the need for o setting, it is widely regarded as one of the most sustainable floor coverings.
In addition to the countless colourways on o er, advancements in manufacturing techniques mean you can have bespoke design inlays cut into the flooring - ideal for guiding with wayfinding or to promote the school’s branding.
CLASSROOMS
Students go to school to learn, meaning the
perfect classroom (or lecture theatre) should be an environment that inspires calm, focus and productivity. Colour, light and acoustics are all factors that can a ect the learning process and, as the largest single surface of any interior, it’s imperative that the flooring has a positive impact on the atmosphere created.
Even today, carpet tiles remain the go-to option for classrooms, largely due to their modular format and natural acoustic properties, helping to lower the impact noise in these spaces and avoid disturbances. With the comprehensive range of colourways and designs available, you can easily create a bespoke flooring scheme that suits the age-range of students, from a bright and colourful reception classroom to calmer, more neutral shades for older children.
Once again, these solutions o er the option of adhesive free installation – facilitating both ease of installation and simplified maintenance in the future, with a damaged tile easily able to be li ed and replaced, rather than having to replace the entire flooring.
ENTRANCES
How many people slow down or stop to wipe their feet when walking into school or college? With heavy footfall coming through the doors of a school or university entrance every day, keeping the outside world outside is an ongoing challenge for facility managers, as well as being crucial for the safety of all occupants.
Whether it’s the main entrance or a door from a muddy sports field, a well-planned entrance area, with the incorporation of an e ective entrance flooring system, such as Forbo’s Nuway and Coral barrier matting solutions, can drastically reduce the levels of dirt and moisture being tracked into the building, as well as reduce the potential for slips and trips.
KITCHENS, DINING ROOMS AND WASHROOMS
Safety isn’t only for the building entrance. It’s just as important throughout other heavily tra icked areas or potentially hazardous spaces, including commercial kitchens, dining areas, gym changing rooms and washrooms. In these areas, a Health and Safety Executive compliant safety floor covering should be considered.
When it comes to safety flooring, it’s important that you first possess an understanding of the Pendulum Test Value (PTV) and R rating, helping you to choose the right flooring for the individual space. A PTV of 36 or higher is classified as a low slip risk, making it ideal for most general and specialist use spaces. There is also the ‘Ramp Test’, or R rating, which measures the ability of a surface to provide friction on a sloped plane. For this, there is a minimum rating of R9 and a maximum of R13. R11 and above are recommended for surfaces regularly expected to have a high risk of continuous contamination, such as those found within commercial kitchens or laundries, with these application areas also requiring a PTV of 40 or above. While safety flooring has o en led to a compromise with design in the past, this no longer has to be the case, with a range of new contemporary designs available on the market, including realistic wood and stone e ects, such as Forbo’s newly updated Step safety vinyl collection.
It’s clear when it comes to specifying flooring for education estates that ‘one size fits all’ approach won’t wash. With so many di erent spaces, areas and zones within our schools, colleges and universities, each calling for di erent performance criteria, colourways and designs, working with a flooring manufacturer can streamline the specification process. It can also be helpful to seek further advice from a flooring expert to ensure the most appropriate solution, which is quick to install, is chosen for each area.
STULZ BUILDS ON ITS SUCCESS IN EMEA WITH NEW CENTER OF EXCELLENCE IN DUBAI
STULZ, a leading manufacturer of energy e icient air conditioning solutions for data centres and mission critical applications, has announced the opening of its new Center of Excellence (COE) in Dubai. Located in the Silicon Oasis in Dubai Digital Park, the Center of Excellence will enable STULZ to further expand its presence across Europe, Middle East and Africa (EMEA) region, building on its reputation as a pioneer in the provision of e icient and reliable climate control solutions for data centres, commercial and industrial applications.
The EMEA region is of vital importance to the global data centre industry, driven by its strategic location, growing digital economy and substantial investments in infrastructure and technology. STULZ has assembled a team of company experts to operate its Center of Excellence, headed by Karim Ait Younes, head of sales EMEA. He is joined by Olaf Kempcke as senior key account manager MEA, Joe Thomas as key account technical sales manager Europe and Marcus Jänsch as operational manager of the EMEA COE. A solution architecture team in India, led by Sanjay Jadhav and assisted by Anand Babadi, will support
the COE in providing consulting services for the complete STULZ product range, serving commercial and industrial clients for the Middle East and Africa.
KNIGHTSBRIDGE’S BT BULKHEAD JUST EVOLVED TO BE THE BEST YET
Highly durable and very easy to install, the new BT EVO from Knightsbridge – one of the UK’s leading manufacturers of wiring accessories and lighting – is designed so that the versatile bulkhead fitting can meet the needs of every application, whether it be commercial or industrial, indoor or outdoor.
The BT EVO is incredibly flexible, with users being able to customise the fitting by choosing one of three wattages – 9W, 14W or 18W – and selecting a colour temperature between 3000K to 5700K to suit their needs. This configurability is enhanced with a wide range of options beyond standard, including emergency, microwave sensor, emergency microwave sensor, corridor function, emergency corridor function, daylight sensor and, finally, emergency daylight sensor.
Ease of installation is a key feature of the BT EVO range. Having been designed for complete flexibility, the bulkheads include BESA and four 20mm conduit entries, making them ideal for retrofitting projects. Terminals are push-fit with loop-in-loop-out capabilities.
The design, upgraded from Knightsbridge’s existing BT range, includes slimmer bezels and an enhanced di user, resulting in a sleeker aesthetic and more uniform illumination. The bezels come in a choice of standard round or eyelid, in matt black, chrome and grey.
“The creation of our COE in Dubai is an important next step in strengthening our sales organisation in the EMEA region and allows us to advise and support our customers even more intensively,’” explained Ait Younes. “Being strategically located in close proximity to consultants and planners across the region enables us to be directly involved with their projects and, in turn, develop the best possible solution for them.”
“For large commercial and industrial brown field and green field projects STULZ will be a key enabler for introduction of technologically advanced solutions that not only reduce energy consumption and carbon footprints but also o er a rapid return on investment,“ explained Suresh Balakrishnan, managing director of STULZ India.
The Center of Excellence will o er a comprehensive range of services including pre-sales support, expert advice on project planning, as well as computational fluid dynamics (CFD) design, performance and analysis.
To further celebrate the opening of its Center of Excellence, STULZ will attend this year’s GITEX Global in Dubai, which takes place between 14th-18th October at the Dubai World Trade Centre.
ACCESS TO ADVENTURE WITH TORMAX
Creating a welcoming and e icient new main entrance to the fantastical family attraction of Hobbledown in Surrey, TORMAX was recently contracted to install a double set of bi-parting automatic sliding doors, powered by their Swissengineered iMotion 2202 door drives.
O ering unparalleled reliability and smooth operation, the doors feature advanced motion sensor technology, ensuring optimal energy e iciency and safety. An intelligent control system adapts to varying tra ic patterns, minimising power consumption whilst maximising performance.
The new TORMAX automatic entrance system sets the standard for a welcoming day to everyone. Visitors enter the ticket o ice through the outer set of sliding doors, before exiting through the second set, directly into the park. This configuration creates a spacious reception lobby area that is easily accessible for everyone, including young children, parents with children in buggies as well wheelchair users.
TORMAX is a leading provider of innovative automatic entrance systems, including revolving, sliding, swing and folding doors.
The iMotion range of door operators successfully combines functionality with enhanced aesthetic, creating automatic access solutions that blend seamlessly with the internal and external architecture of the building.
www.tormax.co.uk
sales@tormax.co.uk
01932 238040
WHY THE CAFM SYSTEM SHOULD ALWAYS BE THE HEART OF COMPLIANCE
Maintenance of assets is a critical aspect of building safety and compliance regulations. With constantly changing best practice, facilities managers need to stay up to date with requirements and maintain an end-to-end view of their assets, as well as proactive and reactive maintenance schedules.
New legislation, with the Building Safety Act front and centre, is ramping up pressure on facilities management teams to stay on top of increasingly stringent reporting requirements, not least maintaining the “golden thread”. It’s no surprise, then, that in a recent poll conducted by SFG20, 70% of maintenance professionals stated that compliance was their most significant problem.
SFG20: simplifying maintenance compliance
SFG20 is an organisation that owns and maintains assets standards for various sectors such as healthcare, leisure, sports, and residential properties, providing essential recommendations for asset maintenance that help to ensure compliance with industry standards and regulations.
A new API-based integration approach allows CAFM systems to connect more closely to SFG20, importing standards directly into the platform rather than relying on manual data uploads. Beginning in June, the integration of SFG20 with CAFM providers such as MRI Evolution allows clients to access real-time updates and changes in SFG20’s recommendations directly from their CAFM systems. This eliminates the need for manual imports or file integrations, which were previously the only options for updating schedules and recommendations.
Where is your source of compliance truth?
SFG20 is additionally o ering a so ware solution designed to take information out of CAFM systems to demonstrate maintenance compliance and manage schedules within SG20’s own platform. While the prospect of a specialist platform that simplifies maintenance scheduling is on the surface tempting, it’s important that teams take the time to understand the impact this could have on their overall performance.
Karl Broom, Sales Director at MRI So ware explains: “Accessing data across multiple systems is demonstrably more time-consuming and cumbersome for teams. Worse still, it makes maintaining standards such as the golden thread considerably more challenging, requiring teams to collect data from disparate sources to meet reporting requirements, which actively encourage a centralised approach. It makes sense, then, that in recent years facilities managers have focussed on streamlining processes and refining their technology stacks.
“Defining a single source of truth for an organisation’s data, with smaller specialist platforms passing information into a central system for full oversight, remains established best practice. It’s vital that your maintenance scheduling is closely aligned to SFG20 – without established industry best practice, ensuring compliance can quickly become a minefield. However, with the increasingly broad view facilities managers are required to maintain over their businesses, moving maintenance scheduling for compliance away from the CAFM to a separate system could be a recipe for ine iciencies, increased workloads and even potential risk.”
Stay Up-to-Date with SFG20 in MRI Evolution
Karl then adds: “As building safety regulations continue to evolve, it’s essential to stay up to date with the latest recommendations and technologies. By integrating SFG20 into your CAFM system, you can ensure that your assets are well-maintained and compliant with industry standards, protecting building users and ensuring that compliance risk is minimised.
“For facilities managers feeling the pressure of
changing regulations, however, the CAFM system is likely to remain the heart of all operations and compliance, with good reason. Unifying asset, maintenance and compliance data from diverse estates and contracts into a single connected dashboard is the most e icient way to give FM teams full ownership and control over the data they need to take a holistic view of operations. By understanding the broader context they operate within, it’s easier to ensure compliance with regulations such as the Building Safety Act and the golden thread, whilst streamlining processes and helping reduce workloads and costs for FM teams.”
To find out more about (MRI Evolution) visit www.mriso ware.com/uk/products/evolution/ and see how it can support your organisation with SFG20 compliance, contact MRI So ware today.
SNICKERS WORKWEAR’S ENERGISING NEW TECHNICAL MIDLAYERS
Perfect Workwear
– for less than perfect days.
Snickers Workwear’s new range of lightweight Mid-layers are a Fusion of style and performance - built for active work in the Autumn.
Cra ed for full flexibility on site and optimal comfort and built for active work, they’re fully flexible and can be worn as an outer layer when it’s warmer or a midlayer when it’s a bit cooler.
They’re full of handy technical features and innovative fabrics to tame the wind, plus brand new energising colours to brighten your spring-time workday.
Choose from new street-smart styles such as the Windblocker Half-zip Hoodie or the Lightweight Flexiwork Mid-layer Jacket – creative workwear solutions designed to make your job easier.
Whatever Snickers Workwear Mid-layer you choose, you can be sure that they all have body-mapping designs for a great fit, outstanding functionality and longlasting comfort – all day, every day.
Using our new calculator, we are now regularly calculating savings achievable for potential clients. These savings are based on data you provide us. We used to expect a payback period of 6 months. Increasingly we are finding that the cost of investing in Waterblade is repaid in just one month.
The main factor is of course, energy costs. This is also because our prices have remained the same for 3 years despite materials price increases. We can do this because our manufacture costs have dropped as our sales volumes have risen.
If you want to save water and energy on your washroom taps, we are happy to calculate your saving and send you a sample to try out.
Waterblade is WRAS approved and UK manufactured in premises with ISO 9001 and 14001. We believe it o ers the best low flow handwashing performance there is.
KNIGHTSBRIDGE’S INTELLIGENT DIMMERS JUST GOT SMARTER
Each model in the new Intelligent Dimmer range from Knightsbridge – one of the UK’s leading manufacturers of wiring accessories and lighting – is now equipped with the versatile VFR200I module, allowing for a seamless switch between trailing edge and leading edge dimming technologies.
The result not only improves the usability of the trimming function, which required delicate care to prevent breakages, but also delivers optimal performance from all lighting types, from traditional incandescent bulbs to modern LED systems.
Another benefit is that the dimmers now can control the lighting output precisely, significantly reducing flickering issues at lower intensities, ensuring smooth dimming transitions and extending the lifespan of lighting fixtures.
The dimmers are suitable for a wide range of light sources, including incandescent (10-200W), mains voltage halogen (10-150W), low voltage halogen with electronic transformer (10-150W), and LED dimmable lamps (5-150W).
Safety is also improved because the dimmers now incorporate an inrush current limiter that stops overheating and protects against blown fuses and tripped circuit breakers. Overload and overheat protection further safeguard the electrical system, enhancing the overall reliability of the dimmers.
Knightsbridge o ers the intelligent dimmers in various designs and finishes.
TAKE CONTROL OF WASHROOM COSTS, TIME AND WASTE KIMBERLY-CLARK PROFESSIONAL™ OFFERS NEW FREE DISPENSING SYSTEMS AUDIT
The cost of living continues to rise and places more pressures on businesses, healthcare and education, with 46% of firms expecting their prices to rise.
Kimberly-Clark Professional’s new audit helps businesses identify how changing to controlled dispensing systems and sustainability services will provide more e iciency and reduce both costs and waste in the washroom.
“By requesting a free Cost & Sustainability Audit, businesses will not only see how much cost they can save in the short term, but over the lifetime of running that system,” explains Craig Bowman, General Manager UK & Ireland. “We call it cost-in-use where we look beyond the price per case of a product and track the total cost of a solution in real usage scenarios over time. This is achieved by combining a consumable such as hand towel, toilet tissue or soap with a controlled dispensing system to gain complete control to deliver exceptional e iciency, sustainability and cost savings in the washroom.
“The right dispenser and consumable working together as a complete controlled system can bring consistent and sustained improvements in facilities,” adds Bowman. “We have created the free Cost & Sustainability Audit to provide customers, businesses and organisations with control of washroom costs, time and waste through the right combination of products, resources, technology and services.”
www.kcprofessional.com
0800 9179908
LOOKING TO LOWER YOUR ORGANISATION’S ENERGY CONSUMPTION THIS YEAR?
Use Zurich insite to identify wasted energy and unlock operational savings.
Are your building’s systems working against each other?
Whether it’s invisible o -hours operation, faulty boilers or an ine ective climate control system, buildings can be full of hidden energy drains. However, rooting out these ine iciencies can be a challenge without the right tools.
That’s where Zurich insite comes in. An all-in-one solution that enables Facilities and Risk Managers to identify, monitor and remove these invisible budget drainers – helping you to do more with less.
Did you know many organisations face operational expenses of over 20% of overall spend?*
Identify financial opportunities hidden within your building
Through its suite of onboard sensors and compatibility with a wide variety of monitoring systems, the Zurich insite observer device enables you to gather rich, clear data on building performance. This raw information is then collated, analysed and presented within a real-time dashboard – so you can start tackling ine iciencies.
Move towards your ESG goals
Optimising your building’s performance to eliminate energy wastage is a powerful step towards hitting your organisation’s ESG targets. Whether it’s an overactive air conditioning unit or an underperforming ventilation system, your building could be holding you back.
Zurich insite helps you identify what aspects of your environmental footprint can be optimised.
Winner of the European Risk Management award 2023
Zurich insite won the "Technology Innovation of the Year" award at the European Risk Management Awards 2023.
Case Study: Facilities Management in Schools
Energy use reduced by 25% in the first year of monitoring.
Insights Generated
Mechanical systems were running ine iciently due to previously unknown o -hours operation. Elimination of o -hours operation helped to reduce unnecessary spend.
Domestic hot water operating temperature was running at potentially unsafe temperatures.
Temperature reduced from 90 degrees to 70 degrees, helping reduce risk of personal injury claims.
Case Study: Conference Facility
Reduction in energy usage saved £80,000 per annum, disruptive noise eliminated.
Insights Generated
Changes in the facilities’ temperature were causing the climate control system to regularly switch mode of operation.
Maintaining a constant temperature eliminated this noise-polluting ine iciency.
The building’s lack of a central control and management system was delivering highly ine icient energy usage.
Insight generated helped save over £80,000 per annum.
Visit [https://www.zurich.co.uk/business/insite] to get your Solution Guide and discover how other organisations have used Zurich insite to e ectively manage and mitigate risk.
*The State of Organisations, McKinsey, 2023
HIVE CLEANING TO EXPAND ITS SERVICES TO MANCHESTER
Hive Cleaning is delighted to announce that they are expanding their services to Manchester.
The company has been providing high-level, sustainable cleaning services to more than 100 o ices in the capital and is expanding, given the significant demand for its highquality, sustainable services in Manchester.
Hive already has a customer base there, including Koba, a major sustainable shared workplace company, opening its doors to the first tenants in Q4 2024.
Hive Managing Director Louis Beaumont says:
“We have always felt a kinship with Manchester, the city’s vibrant culture and strong sustainability principles (even the city’s symbol is a bee, just like ours!) and when the opportunity presented itself, it
was the perfect next step for our growing, successful company.”
Hive Cleaning is the highest-ranked B Corpcertified, sustainable, and ethical o ice cleaning company in the UK. Its principles are immaculate
cleaning, motivated and valued sta , comprehensive carbon reduction strategies, innovative green technologies, engaged stakeholders, and transparency.
The company is on track to achieve Net Zero status in 2025 and is certified by The Planet Mark for their year-on-year comprehensive carbon reduction strategies.
Hive is committed to strong social and ethical principles. It pays all employees at least a Real Living Wage and champions equal opportunities and equal pay.
Their transparent governance means open-book quotes for customers and the sharing of all their carbon emissions data and calculations publicly.
Hive also runs several much-loved environmental initiatives, including their adopt-a-beehive scheme and a major reforestation project in Devon.
PLATFORMSUPERMARKET.COM AIMS TO REDEFINE MANAGING ACCESS EQUIPMENT
A new business designed to streamline the sourcing of powered access platforms has launched, backed by leading UK powered access firm, Horizon Platforms.
PlatformSupermarket.com will be a Dingli Authorised End User Dealer, and is set to transform how warehousing and logistics businesses procure and manage their access equipment.
Customers will gain access to hundreds of cutting-edge platforms, ranging from scissor li s to cherry pickers suited for all types of application. Equipment is available brand new or approved used, which is fully refurbished, ex-rental fleet stock.
PlatformSupermarket.com will o er a holistic support service that spans from purchase to a ercare. Services will include outright purchases, hire purchase, contract hire, and part-exchange deals on machinery that enable users to work safely at height. Supported by Horizon Platforms, a 15-year-
old business and first in the industry to become employee-owned, PlatformSupermarket.com will have the same team of service engineers and IPAF driver/demonstrators. Bespoke a ercare packages include regular servicing, breakdown support, and
comprehensive LOLER examinations.
The firm also o ers IPAF training through their dedicated training centre, ensuring users are well-equipped to operate safely. As part of Horizon Platforms, PlatformSupermarket.com holds all the same accreditations including triple ISO and Ecovadis Silver rating.
“We’re aiming to provide the easiest and most convenient way to own a platform. We’ll ensure the machines are perfectly matched to customer requirements, and that they are looked a er for years to come. Our unique positioning with Horizon Platforms allows us to do this like no one else can.
“Owning a machine can be the most cost-e ective option for construction companies, as it means the machine is always available when they need it the most. The feedback we’ve had so far has been outstanding.”
FROM DATA TO ACTION: DIGITAL PLATFORMS ARE SHAPING THE MODERN WORKPLACE
Delivering highquality service in facilities management is crucial as client expectations change and grow. In this industry, our people are central to our success, and empowering them with the right tools is essential. Imagine your teams equipped with comprehensive task instructions, safety protocols, and performance guidelines at their fingertips. Imagine having much more data to inform your decisions. Performance could improve substantially. And this is not a distant dream but a reality achievable through advanced digital platforms and data-driven solutions.
In recent years, our industry has increasingly looked to robotics and AI for advances. These technologies have an important role to play in the future of our industry. However, in my view digital applications can play an equally important role. They work in a di erent way, enhancing human capability
rather than supplementing or replacing it.
In today’s competitive market, our clients expect exceptional service, quick responses, tailored solutions, and seamless operations. These are not unreasonable requests, but standards made possible by modern technology. Digital platforms provide the tools, real-time data, and insights necessary to meet these expectations, ensuring higher performance, increased transparency, and trust.
It is essential yet o en challenging to maintain consistent performance across an entire team throughout the life of a contract. Performance variations can lead to inconsistencies a ecting the client and workplace experience. Digital platforms have a key role to play in bringing consistency and ensuring equal access to processes and best practices across a team.
Modern digital platforms have become far more e ective due to new data sources. For example, we have increasingly adopted sensor-based technologies that capture data about a building’s use, such as occupancy, space utilisation, energy use, and more. This constant data stream enables teams to anticipate potential issues and optimise
resource allocation, leading to more e icient management and well-informed decision-making. The benefits of gathering this data are numerous. Firstly, it supports better management of front-line operations by providing actionable insights that can streamline processes and improve e iciency. For instance, insights can inform when and where cleaning should be deployed, ensuring that it is done where it is needed most to maximise value for the customer. Secondly, it proves compliance with contractual obligations by o ering verifiable records, enhancing accountability and trust. Additionally, security teams can identify trends and patterns more quickly through data captured in digital logs, allowing for timely interventions. Lastly, it enhances safety and support for frontline teams by identifying potential hazards and ensuring timely interventions, leading to improved working conditions.
From a personal perspective, having access to accurate and comprehensive data significantly aids my decision-making. It allows me to make informed choices, anticipate issues before they arise, and allocate resources more e ectively, ultimately leading to better service delivery and operational e iciency.
Applications make it easier for our people to perform at their best. They can provide detailed guides, safety information, and a good process for every task, ensuring higher performance. They can also enhance accountability by recording completed work. This makes life easier for all of us.
At Bidvest Noonan, we have developed a digital platform named ‘Task’, designed to empower our 27,000-strong workforce. ‘Task’ helps our people to perform their roles to the best of their ability and produces actionable insights for continuous service enhancement.
Digital platforms like ‘Task’ allow for the delivery of best-in-class FM services, combining advanced technology with human expertise. This integration ensures consistent, high-quality service, rapid response to needs, and improved transparency, enabling premises to operate at their best every day. As technology reshapes our industry, our greatest asset remains our people. I believe investing in digital platforms is an investment in people, helping them to work more safely and set new standards of excellence.
By Jenny Jones, Director of Operations, Bidvest Noonan.
EVOCA’S NEW SHOWROOM AND MEETING FACILITY IN LONDON IS OPEN
Evoca UK has announced that its new showroom and meeting facility in London is now up and running in Suite 202 of the Business Design Centre, in Islington.
Sales Director Andrew Barrow said: “It’s not always convenient for people to travel to our Head O ice showroom in the Midlands so now, they can enjoy the same advantages as those who are closer to us.”
So, if you’re serving co ee anywhere within the M25 - whether that’s in an o ice, tourist attraction, café, bar or restaurant
- you now have the opportunity to investigate Evoca’s comprehensive range of co ee machines without taking yourself out of the business to travel to the Midlands.
To discover more about Necta, Gaggia and Saeco professional co ee machines, simply contact your existing co ee machine supplier and ask them to set it up. They’ll know how to contact Evoca and when they do, they’ll make it happen.
www.evocagroup.com
UK TRAINING PROVIDER
ADDS
WATER SAMPLING TO GROWING LIST OF WATER HYGIENE COURSES
FMJ contributors and IHEEM Knowledge Partners, PPL Training, have announced that their Water Sampling for Legionella, Pseudomonas aeruginosa and TVCs training course has been given third party recognition by City & Guilds Assured.
Launched earlier this year at the HEFMA Leadership and Development Forum, the course is aimed at healthcare estate and facilities managers, supervisors and sta responsible for taking water samples for laboratory analysis.
The 1-day water hygiene course aims to provide delegates with the necessary information so that they can mitigate the risk of waterborne infections in the environments they are responsible for.
Training activities include the taking of water samples following guidance documents HSG 274, HTM 04-01 and BS 7592, formulating and implementing a sampling plan. Plus, identifying the appropriate action to be taken depending on the subsequent results.
Feedback from early adopters, PPL say it has highlighted the training environment, knowledgeable tutors and in-person delivery as positives.
IS YOUR BUSINESS READY FOR THE NEW EPC RATINGS?
Commercial landlords across the UK are gearing up for significant changes as the 2025 Energy Performance Certificate (EPC) legislation comes into e ect. The new regulations mandate that all new commercial property leases must meet a minimum EPC rating of C, up from the current minimum of E. This will then extend to all leases by 2027, rising to a rating of B by 2030.
The team at East On Commercial Interiors has years of experience in advising clients on energy e iciency and sustainability; our energy assessors are available to audit your proposed or current premises.
This legislation compels landlords to invest in energy-e icient upgrades, such as improved insulation, energye icient lighting, and modern heating systems, so now is the time to act to avoid a potential fine.
The new EPC standards represent both a challenge and an opportunity for commercial landlords to enhance the value of their properties. If you are considering a lease on a new premises or want to get ahead of the 2027 targets, the East On team is ready to help.
For more information, why not contact Scott Newland, Commercial Director: scott.newland@eastonprojects.co.uk.
GREENZONE UNVEILS ITS NEW WEBSITE TO ENHANCE CUSTOMERS DIGITAL EXPERIENCE
Greenzone, leaders in sustainable solutions for total waste management have launched their NEW website at greenzoneuk. com to enhance the digital experience for its customers.
The site features a sleek, modern design that is easy to navigate, providing a seamless experience across all devices. Visitors can explore Greenzone's history, meet the senior leadership team, and access information on services like sustainability goals, total waste management, and how to get a free waste audit.
The Customerzone portal allows customers to manage their services, communicate with the Greenzone team, log support tickets, access compliance documents, and monitor recycling and waste data.
The website also includes a resource section with a frequently updated blog, industry insights, and a comprehensive Support Hub with FAQs and videos. The improved contact forms ensure quick communication with the appropriate department.
Marketing Manager Janice Lack said: "The new website reflects our commitment to innovation and excellence, helping us better communicate and showcase our capabilities."
https://greenzoneuk.com/ 0333 996 6666
PROMOTION FOR MACRO’S RACHEL GILLOTT
BAXTERSTOREY PROMOTES CARTER TO HEAD OF LEARNING AND DEVELOPMENT
Global facilities management and workplace services company, Macro, has promoted Rachel Gillott to Head of UK & Europe FM Consultancy and Global Projects Director.
Gillott will add broader FM Consultancy and project responsibilities to her existing role as Operations Director. Her promotion reflects Macro’s ambition to further strengthen its strategic FM Consultancy services delivery and asset management for current and new FM clients.
A er 18 years at construction company Mace Group, Gillott moved over to Macro last year. She brought with her a deep knowledge of building consultancy and project delivery across sectors, geographies, and building types. At Macro, she has played an instrumental role in delivering capital projects for clients across broad portfolios, including Surrey County Council in the UK.
Gillott’s new role positions her to enhance the FM provision at the newly independent Macro Group, which underwent an MBO from the Mace Group in 2023.
Hannah Carter has been promoted to the position of Head of Learning and Development at hospitality business, BaxterStorey.
Carter, who has a 30-year career in hospitality and retail, has been working for BaxterStorey for the last two years, having initially joined as a senior learning and development manager.
Reporting to Arran McDowell, People Director for BaxterStorey UK and Europe, Carter has been tasked with creating and implementing the company’s talent, learning strategy, and leading the L&D team.
This will involve implementing a new talent platform to deliver succession planning as the business expands, evolving the industry leading leadership and service academies, and creating equitable learning experiences for team members.
ARCUS FM BACKS GROWTH PLANS WITH DIRECTOR APPOINTMENT
Arcus Facilities Management has appointed Mike McHale to the role of Strategic Development Director as the business targets further growth and expansion through a strategy of focused, complementary acquisitions.
In 2023, the FM provider completed its first major acquisition by purchasing the Trios Group. The business was fully integrated into Arcus’ operations ahead of schedule, earlier in 2024. With this experience, the business, which is passing the milestone of 15 years of operations, is now targeting further acquisitions over the coming years and has appointed McHale to lead this work and build a pipeline of potential future acquisitions that will enhance Arcus’ market reach and operational delivery.
McHale has extensive experience from almost three decades of leadership roles in facilities management. He has held positions in procurement, supply chain, business development, and strategic development across a wide range of businesses.
Looking for FM candidates?
• Cost-e ective recruitment advertising • Exposure to over 25,000 FM professionals • Package deals • Includes social media promotion
Advert can run until position filled –no fixed term • Listings from as little as £250
SOCIAL MOBILITY
Invest in social mobility to create career opportunities and sustainable employment, says Toni-Marie Vaughan, Head of Social Mobility, OCS UK
Social mobility should be considered a key investment as it is not only important for hiring practices, but helps breakdown barriers and provides opportunities for individuals that might otherwise be overlooked.
Our social mobility programme covers everything from ensuring diversity and inclusion is considered in our recruitment strategy, to supporting individuals from vulnerable backgrounds and building apprenticeship schemes that o er real value to candidates. The other side of this, of course, is investing in our current colleagues by providing upskill opportunities as well as tapping into
LATEST JOBS ON FMJ
HEAD OF FM AND WORKSPACE
Salary: £73,229 to £78,810 +
Location: Lincoln / Agile
https://bit.ly/3Thd71k
BUILDING AND FACILITIES MANAGER
Salary: £32,000 - £36,000 per annum
Location: Birmingham
https://bit.ly/47aHZ9v
FACILTIES MANAGER
Salary: From £40,852 per annum
Location: Stonehenge
https://bit.ly/47eduzq
other funding schemes that support sustainable employment.
PUTTING SOCIAL MOBILITY INTO ESG
The emphasis on ESG continue to grow. For our FM contracts in the public sector, for example, ESG can now weigh up to 20 per cent of the tender bid. ESG on its broadest level represents environmental issues, social issues and corporate governance. While social mobility as it can o en be viewed as a ‘so issue’, it impacts everything from recruitment through to the nurturing of talent by supporting diversity, equality and inclusion. It’s not only good for business but it’s the right thing to do, morally.
To ensure we have meaningful initiatives in place, we are partnered with over 40 social enterprise groups which enable us to contribute positively to our colleagues and the communities around us.
These partnerships are also pivotal in finding opportunities for individuals that may find it more challenging to gain employment such as NEETS, long-term unemployed, disabilities, ex-o enders, veterans or those who are su ering with long-term sickness. Since 2019, we have placed 465 people in our business into jobs through our People into Work programme and this year alone we have placed 225 people since the beginning of 2024. We have also developed a ‘recipe book’ / managers tool guide to illustrate best practices, compliance and governance for diverse and inclusive recruitment across the FM industry to share with partners and other agencies.
It’s important to note that our strategic partners have passed our governance in ensuring they have in-work support for vulnerable people, as we strongly believe that the candidate journey is not a revolving door. As part of this process, we make sure that mentors are allocated and that there is
constant triage and communication between relevant parties to ensure that the vulnerable individuals are supported.
SHAPING FUTURE TALENT
FM, by its very nature, has a wide variety of job roles and services areas to choose from. Each of our service areas have unique requirements and skillsets and subsequently, we o er 39 apprenticeship funded programmes and 12 professional pathways that align to each of these divisions. We also have apprenticeships available for management and leadership, coaching and mentoring, and customer service and sales.
Starting this September, we are o ering the opportunity for four apprentices to work across di erent areas of the business in a way that we’ve never trialled before. Over the course of 18 months, these apprentices will rotate through HR, operations, finance, IT and sales whilst working towards earning a CMI management and leadership qualification and customer service specialist level 3 apprenticeship standard. By having exposure to the whole of facilities management, they will set the foundations for a successful career.
DE&I is central to our apprenticeship schemes as we want to provide opportunities for all individuals who want to build their career in FM, regardless of their background or age. There is o en a stereotypical view that apprenticeship routes are o en designed solely for young people, but we want to make our programmes available to those who are just getting started to those that might have had to put their careers on hold due to life’s circumstances.
These pathways and programmes not only recognise the specific needs and bespoke requirements for various sectors such as cleaning or security, but they also equip apprentices with the necessary skills, knowledge and hands-on experience to thrive in a career with FM. As is the case with several service areas, they are o en characterised by high turnover rates. Take cleaning for example. Research found that the average turnover rate of employees in this sector is a staggering 75 per cent. By highlighting to current and future colleagues that there are clear career development opportunities available in these service areas, this could positively impact retention rates.
LOOKING AHEAD
Social mobility should be part of a long-term strategy aimed to creating lasting and impactful change. This will not only support retention and succession planning, but it will also help attract a diverse range of talent, dismantle barriers and promote sustainable employment.
However, it’s important that this doesn’t become a numbers game or a tick box exercise. Instead, the focus should be on quality; by having a structured and due-diligent process in place, a culture that embraces and empowers individuals can be cultivated. This, in turn, will help to create a more equitable and prosperous society.
BEYOND THE OFFICE
Loraine
Perkins, Owner and Co-Founder of DSE Assessments o ers advice on how to ensure the Health & Safety of an employee whether they are onsite, at home or even out of the country
The notion of ‘remote working’ is not uncommon these days. Many, if not most o ice-based businesses o er some form of hybrid / flexible working to some, if not all their workforce.
The world of work has evolved at a pace to o er:
The 20 something year old, career driven and ambitious working from a café on a Thai beach, completing duties by day and absorbing the culture by night.
The 30 something year old, working mum working at home on a hot summer’s day, my children happily playing in their garden.
The 40 something year old, business professional working from an apartment in the heart of Barcelona, getting a few emails done in the morning, hitting the museums & galleries during the day, returning to complete their workday later.
‘Work-Life balance’ has been a phrase that has dominated our consciousness. To me, this ‘Global Remote Working’ policy is the epitome of providing your employees with exactly that. It appeals to your entire workforce, across all generations. And we all know that a good worklife balance enhances productivity, increases creativity, promotes loyalty and encourages active engagement from employees.
SO WHY AREN’T MORE EMPLOYERS
AFFORDING THIS FLEXIBILITY TO STAFF?
Put simply, they are scared. A client approached me about their policy because although they desperately wanted to implement it as part of their employee benefits, they simply didn’t know how to put it into practice. It’s far easier to manage the Health & Safety of an employee when they are onsite, at home, or at least in the country.
As employers, we have a duty of care to our employees, so how can we legislate for this with a globetrotting workforce?
The reality is that it’s quite simple: Assess risks - Agree processes - Provide training
Providing as a business you are covering these key areas you will have covered your statutory responsibility for your employees Health & Safety - the rest is down to the individual employee to act responsibly and manage their own wellbeing while ‘at work’. To a certain extent, you can provide some equipment to make sure this is as comfortable and compliant as it can be (but it’s hard to travel while carrying an ergonomic chair) so your employees need to appreciate they need to take a degree of responsibility too.
IDENTIFYING RISKS
Each business will have their own factors to consider, but here are a few main points to think about:
Location – Employees may wish to stay with family abroad or take an extended holiday travelling. What time zone (s) will they be in?
Depending on the nature of your business will they be required to work ‘UK hours’ and is that practically doable?
Environment – Will they be at a suitable table? Or at least somewhere practical to set up a safe workstation?
Accessibility – Can the employee guarantee access to a stable Wi-Fi connection to facilitate e ective working?
IMPLEMENTING PROCESSES
To support your remote workers, it’s important to have processes or clear guidance around the following:
Mitigation – Ensuring the employee understands their responsibility for ensuring compliance to company regulations.
Communication – To keep lone workers connected with the o ice/team/managers. Points of Escalation – Who to contact and how, should any issues arise.
SOLID TRAINING
Training can be presented in any format, but it’s useful to provide a resource that can be referred to when remote working. Topics to cover are:
Basic Safety (including electrical & fire safety)
DSE posture training
Guidance on taking breaks, e ective stretches to minimise risk etc
A DSE Checklist would also be a great resource for your globetrotting workforce
Once the above is in place, you can allow employees to ‘apply’ for the opportunity of global remote working. I say ‘apply’, as you will need to assess each case individually to ensure its practicality in relation to impact on your business, alongside with ensuring a suitable level of Health & Safety compliance associated with remote working is feasibly possible.
So, if a new, exciting and enticing employee benefit has been on your mind, then do it. The benefits of a good work-life balance can enhance productivity, increase creativity, promotes loyalty and encourage /active engagement from your employees – what you give, you will get back tenfold.
Winners of the CHSA’s 2024 Bursary Announced
Four young people are to receive £6,000 during their university career under a Bursary which is open to the children of CHSA members’ employees. The recipients will each receive the sum over the course of their university career. It will be paid in three installments, £2,000 being paid at the start of each academic year or the first three years if the degree is longer.
Emma Hinks, whose father works at Evans Vanodine is to study Children and Adolescent Mental Health at Edge Hill. Sander Morris, whose father works at Karcher Limited is planning to study History at Durham University. Harry Thomas is planning to study Mathematics, also at Durham University whose father works at Arco Limited and Molly Vaughan studying Learning & Teaching at the University of Northampton whose mother also works at Karcher Limited.
Since it was first awarded in 2016 in its current form, 21 young people have benefitted from the financial support o ered by the Bursary. It has made it possible for them to engage fully in their university careers, paying for books and study materials, field trips and club memberships. It has also provided the freedom to enjoy the full range of social opportunities.
Top recognition for ABM’s commitment to the Armed Forces Covenant
Amey partners on programme to enhance employment prospects for young o enders
Amey has teamed up with The Duke of Edinburgh’s Award (DofE) charity to launch a transformative programme aimed at enhancing employment prospects for young o enders post-release.
Young people in prison, are one of society’s most marginalised groups o en with limited means to improve their circumstances. There are currently over 44,000 young people involved in the UK criminal justice system, with those not engaged in education, training, or employment, five times more likely to have a criminal record compared to their peers. This programme seeks to break the cycle of reo ending and reduce the £15 billion annual cost to taxpayers.
In collaboration with prison teams, Amey and DofE will co-develop a tailored three-year programme that integrates vocational qualifications with the vital skills, resilience, and self-belief fostered through the Bronze DofE Award. This initiative will empower up to 168 young o enders with the tools and experience necessary to secure employment postrelease, marking a significant step forward in youth justice reform.
This collaboration builds on the success of existing initiatives like the Clean, Rehabilitative, Enabling and Decent (CRED) programme and aligns DofE activities with practical work experience opportunities in sectors such as grounds maintenance, warehousing, and administration. The goal is to better equip young prisoners for employment upon release. Participants will also benefit from DofE employability events, taster days, and job interviews with Amey or its supply chain partners, providing a direct pathway to employment.
Andy Milner, CEO of Amey, said: “This programme reinforces Amey’s commitment to supporting the Ministry of Justice and HM Prison and Probation Service in reducing reo ending rates. By combining our expertise with the DofE, we can create genuine social value and transform the lives of young o enders.”
Ruth Marvel OBE, CEO of The Duke of Edinburgh’s Award, said: “We are delighted to collaborate with Amey to ensure more young people in prison can develop the skills, resilience and self-belief they need to turn their back on crime and fulfil their potential on release.”
Government commits to a genuine living wage for working people
ABM has been awarded Gold Employer Recognition Scheme status as part of the company’s commitment to the Ministry of Defence Armed Forces Covenant in the UK. Both veterans and serving armed forces personnel are encouraged to join the ABM family across all lines of business and are supported in their working life as team members.
ABM works with the AFC and other partners in the scheme to proactively recruit new team members who have served the country and give paid leave to all reservists on the team, allowing them to continue to serve whilst working for ABM in the UK. An internal Armed Forces Working Group ensures that the challenges and opinions of service personnel working at ABM are heard regularly and action is taken to continually provide support.
The Government has overhauled the remit of the Low Pay Commission (LPC) which will for the first time, ensure the independent body takes into account the cost of living when it makes future recommendations to government on the minimum wage.
The Business and Trade Secretary Jonathan Reynolds said: "For too long working people have faced the worst of the cost of living crisis, but this Government is taking bold action to address it and make work pay.
"The new remit to the LPC is the first of many vital steps we will take to support more people to stay in work and improve living standards. "Our focus remains on putting more money in working people’s pockets and boosting economic growth."
The Business and Trade Secretary and Deputy Prime Minister have also instructed the LPC to narrow the gap between the minimum wage rate for 18–20-year-olds and the National Living Wage. This will be the first step towards
achieving a single adult rate.
Chancellor of the Exchequer Rachel Reeves said: "Economic growth is our first mission, and we will do everything we can to ensure good jobs for working people. But for too long, too many people are out of work or not earning enough.
"The new LPC remit is an important first step in getting people into work and keeping people in work, essential for growing our economy, rebuilding Britain and making everyone better o ."
The advent of the minimum wage has been one of the most e ective and successful policy interventions of the last 25 years, and this announcement is the next step in achieving the promise of a genuine living wage for working people.
In addition to the cost of living, the remit of the LPC will continue to also consider the impact on business, competitiveness, the labour market and the wider economy.
