Facilities Management Journal August 2024 by kpmmedia

SAFETY ON BOARD

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Assistant Editor & Social Media Development

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

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Business Administrator & Circulation Maxine Howell maxine@kpmmedia.co.uk

Accounts Diane Jarvis accounts@kpmmedia.co.uk

Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk

Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP

Charles Siddons, Head of Operations, NHS Property Services

Darren Miller, Group Head of Real Estate & Workplace, Experian

Ian Wade, Head of UK Estates, British Medical Association

Lucy Hind, Senior FM Lecturer, Leeds Beckett University

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

Russell Wood, Senior Facilities Manager at Travers Smith LLP

Russell Burnaby, Head of Facilities Management, Finance & Resources, Brent Council

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

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

Wayne Young, Facilities Manager at DB Cargo (UK)

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Following the election in July of the ﬁrst Labour Government in 14 years, the King’s Speech on 17th July unveiled a package of more than 35 bills which aim to ‘grow the economy, reform planning laws, speed up the delivery of major infrastructure projects, improve transport and create jobs’.

From the proposed Employment Rights Bill which promises workers’ protection from unfair dismissal and the right to flexible working from day one, to the creation of a new energy firm GB Energy, some of the plans look radical, but we wanted to pinpoint the areas of most significance to those working within facilities and workplace management.

In the FM Clinic (page 20) we polled the views of a cross section of member organisations that represent facilities, health and safety and the wider built environment. The participants, who hail from the IWFM, IOSH, CIBSE and CIWM may represent particular interests, FM, occupational health, engineering and waste management, but they all concurred that health and wellbeing, the environment and skills training are key priorities going forward.

Drilling down to the health and safety agenda, the feature on page 40 on the British Safety Council (BSC) International Safety Awards (ISAs) includes a summary of the BSC’s ‘Health, Safety, and Wellbeing Manifesto’, which includes calls for a dedicated Minister for Wellbeing, who would lead the cross-governmental development and delivery of the UK’s first National Wellbeing Strategy.

And representing the workplace catering and vending sector, in the blog on page 18, we’ve got the views of the Chief Executive of The Vending & Automated Retail Association (AVA) who is pressing the new administration to make good on promises to accelerate the reduction of plastic waste and Net Zero targets with the substantive policies.

With so much it seems coming down the line, FMJ will continue to report and analyse the implications of the change of administration on the sector as it develops.

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.

Guy Battle, CEO, Social Value Portal examines the opportunities the FM community has to make a real di erence for the benefit of all.

A new healthy eating framework to improve health and wellbeing within the NHS is being supported by the vending industry. Westways’ Natalie Baker explains the concept.

Emily Hare at Valpak by Reconomy Zero says organisations that practise zero waste to landfill can reduce costs, meet ESG targets and demonstrate their sustainable credentials.

Emerging technologies o er new ways to monitor and manage water use. Krystian Zajac, Founder and CEO of Watergate, explains the most innovative ways to combat water waste.

David Llewellyn, Chief Executive of the AVA analyses the various commitments outlined in Labour’s manifesto that may impact the retail and vending sectors.

20 Leading organisations representing facilities and health and safety professionals discuss what the new Labour Governments policies might mean for the workplace and wider built environment.

CASE STUDY

24 Kieran Mackie, Managing Director, Amulet Security explains how a new travel safety initiative with Transport for Greater Manchester (TfGM) is keeping the public safe on Greater Manchester buses.

SOFTWARE 28 Hazel Bedson, Director, Service Works Global analyses the results of a recent survey in partnership with FMJ on users’ views of smart technologies and the challenges of applying many of these solutions.

ENERGY MANAGEMENT

Marjut Rautavaara, Head of Cloud Product Management at Siemens Smart Infrastructure says cloud-based energy management systems can help meet decarbonisation targets.

WINDOW CLEANING

Kevin Brown, MD at The Heritage Window Company describes some of the most futuristic window cleaning technology for retail, hospitality or o ice windows.

PEST CONTROL

In the wake of the of general election, the British Pest Control Association (BPCA) sets out its policy details for the new Government.

Dave Perrett Nurture Group’s National Operations Manager for Pest Control, outlines the ways and means pest control can safeguard reputation.

HEALTH AND SAFETY

FMJ reports on the British Safety Council (BSC) International Safety Awards (ISAs) 2024 awards criteria and how it underscores the BSC Health, Safety, and Wellbeing Manifesto.

PEOPLE

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

RECRUITMENT

52 A new report from AI-powered skills training platform Lingio reveals the key challenges for employee retention, engagement, and compliance in frontline services.

TRAINING

53 Hybrid coaching, a combination of human coaching, with the convenience and accessibility of AI-powered help is gaining traction. Mat Piaggi, Behavioural Scientist, CoachHub explores its potential.

CAREERS NEWS

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

44 Facility management and maintenance safety are critical components in manufacturing that directly impact productivity and operational e iciency, says Meg Swanson CMO, Eptura.

New product and service launches and company news from the

Our annual Autumn focus includes a behind the scenes look at a typical scenario for the winter gritting process and the advantages of taking a proactive approach to preparing premises for winter. We present some valuable insights on how FMs can best tackle carbon emissions through more e ective maintenance strategies, plus advice on delivering a data-driven process where historic and live insights help drive e iciencies and performance of assets. There’s a case study on the challenges of delivering a phased project to an occupied o ice building and how journey mapping helped to direct the best design response. And we’ve an interview with Declan Doyle, CEO of Bidvest Noonan on the FM providers’ extraordinary rate of growth in the UK and Ireland.

LEGAL VIEW

NEW GOVERNMENT PLANS FOR EMPLOYMENT LAW

Gillian McAteer, Director of Employment Law at Citation

The recent King’s speech saw the new government set out a number of key changes in employment law. Here are 10 of the key changes.

Unfair dismissal rights from day one

The new government is set to remove the two-year service requirement before employees can claim unfair dismissal. Employers will still be able to use probationary periods with fair and transparent rules and processes.

A single enforcement body (the Fair Work Agency)

There are plans to create a new Single Enforcement Body to enforce employment rights, likely to be called the Fair Work Agency. It will likely include trade union and TUC representation and have strong powers to inspect workplaces and proceedings to enforce employment rights.

Zero-hours contracts

The new government will also address ‘one-sided ﬂexibility’ and has committed to ensuring that all jobs to provide a level of security and predictability. This includes banning zero-hours contracts, and mandating that contracts reﬂect the number of hours people regularly work, based on a 12-week reference period.

Single status of worker

The government is proposing merging the ‘employee’ and ‘worker’ categories into a single category of ‘worker’. This could impact the ability of businesses to embrace ﬂexible work, but businesses should be prepared and work to understand what it would mean for them.

Flexible working

The new government are planning to introduce legislation to make ﬂexible working the default from day one for all workers “except where it is not reasonably necessary”. Everyone should be reviewing arrangements to see whether it would be possible to accommodate more ﬂexible working.

Tribunal time limits

There are also plans to increase the time limit for bringing an employment tribunal claim from three to six months. The plans are intended to help those that struggle to make a claim initially, such as those with mental health issues or those wishing to make claims for pregnancy discrimination, by providing more time for them to receive advice and support.

Pay

Future National Minimum Wage levels will be set taking into account the cost of living, alongside median wages and economic conditions, and the current age bands will be removed. Statutory Sick Pay (SSP) will also be made available to all employees.

Equality and harassment

The new government will require employers to take “all” reasonable steps to prevent sexual harassment and introduce an obligation to prevent harassment by third parties. They will also increase maternity protections. It will unlawful to dismiss a woman within six months of her return from maternity leave. There will be more support for people going through the menopause, as well as a requirement to address pay gaps related to protected characteristics.

Fire and rehire

The Statutory Code on Dismissal and Re-engagement (ﬁre and rehire), which came into force on 18 July, will be strengthened by the new government, who have vowed to eﬀectively ban the practice except in cases where there is no alternative for the business.

Unions

The government has committed to several reforms of the framework on collective bargaining. There are plans to update the legislation to remove what they see as unnecessary restrictions on trade union activity and simplify the process of balloting to members.

Prepare, prepare, and prepare - The new government has promised its agenda will provide the biggest upgrade in workers’ rights for a generation. A thorough understanding of the requirements of the new rules and how to get your business ready will be essential for employers to embrace the potential beneﬁts of these changes and avoid any pitfalls.

COUNTRY’S CLIMATE ADVISORS SAY UK IS ‘OFF TRACK’ FOR NET ZERO

A new report which has been presented to Parliament by the Climate Change Committee (CCC) states that only a third of the emissions reductions required to achieve the country’s 2030 target are currently covered by credible plans. This news comes against the backdrop of a more positive story –that the country’s emissions are now less than half the levels they were in 1990, largely due to the phase out of coal and the ramping up of renewables. However, to continue to decarbonise the UK, CCC says we will now need to see “ambitious action” not just in the energy sector, but also across transport, buildings, industry and agriculture, adding the plans in place from the previous Government will “not deliver enough action”.

Professor Piers Forster, Interim Chair of the Climate Change Committee said: “The country’s 2030 emissions reduction target is at risk. The new Government has an opportunity to course-correct, but it will need to be done as a matter of urgency to make up for lost time. They are o to a good start. Action needs to extend beyond electricity, with rapid progress needed on electric cars, heat pumps and tree planting.

The Committee has written a priority list of 10 recommendations in its 2024 Progress report to Parliament. Top among these are to make electricity cheaper, reverse recent policy rollbacks, and ramp up rates of tree planting and peatland restoration.”

Much of the low carbon technology needed is already available, says CCC, yet almost all indicators for the scale up and roll out of that technology are o track, with rates needing to significantly ramp up.

To read the 2024 Progress Report to Parliament visit https://bit.ly/3LP0PJe

GREATER CONTROL OF FRONTLINE WORKERS OVER THEIR WORKING PATTERNS IMPROVES HEALTH AND WELLBEING

A new major two-year project by the flexible working consultancy Timewise and the Institute for Employment Studies, backed by Impact on Urban Health has found that frontline workers who gain input and control over their working pattern DO see wellbeing and job satisfaction improve. And organisations that o er this, see improved employee engagement levels.

The report ‘Flexible working for all: Achieving greater equity for frontline and site-based workers‘ states it has become clear that the UK has become two-tier, split between ‘flex haves’ on the one side and ‘flex have nots’ on the other.

Timewise, in partnership with the Institute for Employment Studies and three trailblazing employers: Guy’s and St Thomas’ NHS Foundation Trust, Sir Robert McAlpine and Wickes has completed a two-year action research project designed to try and narrow this divide.

Funded by Impact on Urban Health, the ‘Flex For All’ project set out to establish how to introduce a sense of flexibility into site-based roles through greater autonomy and choice in working pattern.

To read the report visit https://timewise.co.uk/article/flex-for-all/

Trading momentum continues at Mitie

The FM provider has released its latest trading update for the three-month period ended 30 June 2024 (Q1 FY25), which reports growth in revenue of 10.5% to £1,164m compared with the same quarter last year (Q1 FY24: £1,053m).

Mitie says this “good performance” was driven by the contribution from prior year acquisitions, an increase in projects and variable work, and pricing, which more than oﬀset net contract losses and the completion of certain short-term public sector contracts in the prior year.

The increase included organic growth of 4.4%, inclusive of 3.2% pricing, with inﬁll M&A contributing a further 6.1% of inorganic growth.

During Q1 FY25 Mitie won or extended/renewed a number of signiﬁcant contracts with up to £2.0bn TCV (Q1 FY24: £1.1bn TCV), following on from a record ﬁnal quarter in the prior year.

Commenting on the results and outlook, Phil Bentley, CEO, said: “The good trading momentum from last year has continued into the first quarter of FY25, with double digit revenue growth from our Projects business, including the benefit from the previous year’s acquisitions. Contract wins and renewals also remained high, following a record final quarter in FY24, reinforcing the strength of our market leading, technology and data-rich capabilities.

“This will be a year of investment in our new Facilities Transformation Three-Year Plan (FY25 –FY27), through which we expect to accelerate growth and deliver superior ﬁnancial returns, from adding further Key Accounts, growth in Projects and inﬁll M&A.”

DEMAND FOR FLEXIBLE WORKSPACES IS ON THE RISE

Oice landlords in the UK are going to significantly increase the amount of square footage in their builds that is dedicated to flexible workspace, new research by workspace provider, infinitSpace has revealed.

The company, which commissioned an independent survey of 250 UK o ice landlords, found that on average, respondents to the survey predict that over half (54 per cent) of the total square footage of their o ice space will be dedicated to flexible or coworking spaces by 2030, a significant increase on their current reported levels of 36 per cent.

One in 10 landlords surveyed (10 per cent) also predicts their portfolio will consist almost entirely (91-100 per cent) of flexible or coworking space by 2030, up from the three per cent of landlords that currently fall into this bracket.

To meet this surging market demand and address tenant needs, over half (52 per cent) of landlords think that their o ice buildings will need to be redesigned or retrofitted.

This comes as nearly two-thirds (59 per cent) of landlords stated that converting o ice space into flexible workspaces is a key part of their strategy for keeping up with market demands.

Wybo Wijnbergen, CEO of infinitSpace, said: “While demand is booming, businesses are surrounded by greater choice than ever and are becoming more discerning when hunting for a workspace to call home. Competition is tough in the flex market, and to stand out from the crowd, attract occupants and future-proof their assets, landlords must ensure their new workspaces are perfectly aligned with businesses’ demands.”

If you have any knowledge of FM news from across the world, please feel free to get in touch with our assistant editor Sarah O’Beirne email sarah.obeirne@kpmmedia.co.uk

CIC MAKES FIFTY-SIX RECOMMENDATIONS FOR A BETTER BUILT ENVIRONMENT

The Construction Industry Council (CIC) has published a set of policy recommendations for the new Government.

The recommendations are contained in a new publication, ‘Building A Safer, Healthier and More Sustainable Future for All’, which outlines some of the actions the new Labour Government can take to empower the country’s economic growth, as well as enhance the nation’s health and wellbeing by ensuring a better built environment for everyone.

The recommendations have been formulated with the individual assistance of CIC members as well as collectively through CIC committees. As the representative forum for the professional bodies, research organisations and specialist business associations in the construction industry, CIC has drawn from its wide experience and direct engagement with government on a wide range of areas including planning, housing, building safety, net zero and future skills.

CIC members collectively represent approximately 500,000 individual professionals and 25,000 firms of construction consultants.

LONDON OUTPERFORMING OTHER REGIONS IN PRIME OFFICE SPACE FIND RICS UK COMMERCIAL PROPERTY MONITOR

TheRICS UK Commercial Property Monitor, Q2 2024 reveals a continuing split between prime and secondary commercial property across all commercial property types and regions. This is seen most vividly in the o ice space, with UK prime o ice rental expectations receiving a +45 per cent net balance, while secondary o ice recorded a firmly negative -32 per cent, indicating an expected reduction in rental income for secondary units. This continues to indicate a need to address sustainability and other factors in secondary o ice space. The report also finds that London is significantly outperforming every other region for prime o ice property. The Capital recorded a +68 per cent reading for prime o ice rental growth, above the +29 per cent, +25 per cent, and +29 per cent results for the South, Midlands, and North, respectively.

RICS Senior Economist, Tarrant Parsons, said: “Overall activity remains relatively subdued across the UK commercial property market, with conditions seen as generally flat in Q2. That said, respondents now feel the market is moving towards the early stages of an upturn following a challenging couple of years.

“The near-term path for monetary policy will be key to the outlook for CRE investment going forward, although hopes of an immediate easing in lending rates may be optimistic given still sticky services inflation (even if the headline rate has returned to target). Away from the cyclical picture, a strong structural trend that continues is the outperformance of prime o ice markets compared to their struggling secondary counterparts. In particular, prime o ices across London are seen delivering solid capital value and rental income returns over the coming 12 months.”

CHARTING THE JOURNEY OF SUCCESS FOR PROFESSIONALS AND ORGANISATIONS

Rightly,

the new UK government has prioritised skills to solve the nation’s long-term productivity challenge, fuel innovation and drive growth. This will resonate with the workplace and facilities management profession, conscious of skills being at the heart of this critical sector’s performance.

The need for skills investment will only grow, but are organisations guaranteed to heed the call? Our anniversary research ‘30 years back, 3 trends for the future’ specifically highlighted the increasing demand for skills in data and technology, sustainability and workplace strategy. Training and development underpin everything IWFM does, enabling professionals to make the most of their abilities and ambitions. From the frontline to the C-suite, our industry-recognised courses impart the knowledge and skills to succeed in an ever-evolving sector. As such, we’ve recently announced new and updated

IWFM Academy courses, including ‘Building Safety Act: Methodologies for Evidencing Organisation Capability’, ‘Contract management: commercial models, KPIs and SLAs’ and ‘Contract development: design, delivery models and strategic alignment’.

These courses are wide-ranging and actionable, spanning changes to legislation, technical insight, practical workplace issues and more. Over the rest of the year, professionals can book on to get match fit for Q4 2024 and beyond. As usual, IWFM members receive an exclusive discount, and we encourage the community to check in regularly to discover the courses we have available. While there may not be a magic bullet to solve the wider challenges faced by WFM and the economy overall, training and qualifications are trusted, time-and-cost e ective undertakings that enable professional and organisational excellence. Furthermore, our new o ering, IWFM for organisations, helps firms gain an objective understanding of their teams’ strengths and areas for development, ultimately unlocking WFM’s immense value. The benefits of investing

in skills, ranging from improved employee engagement to enhanced operational e iciency and a commitment to sustainability, far outweigh the potential risks. Organisations that choose to invest in the skills needed for WFM will position themselves for long-term success. With suitable investment, organisations can not only thrive but also contribute positively to the wellbeing of their employees and the environment.

Change – in terms of legislation, organisational priorities, sector trends, the jobs market and more – is a constant. IWFM is dedicated to enabling organisations and professionals across the sector to get ahead and stay ahead. By prioritising skills development, organisations can ensure they are well-equipped to meet current challenges.

The commitment to fostering a skilled workforce ultimately enhances the sector’s reputation, operational resilience and capacity for innovation, making it a wise and necessary investment in today’s competitive landscape.

IWFM CEO, Linda Hausmanis

Entrust Colt with your smoke control servicing.

Colt’s technical directors have long been involved in the development of ﬁre and smoke control standards and guidance. Our team of expert engineers receive regular training from these same technical directors so you can rest assured that they know exactly how to keep your buildings safe.

Competency is crucial.

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

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

Smoke is diﬀerent to ﬁre.

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

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

FORCE FOR GOOD

At a time when the more disadvantaged in society are feeling the e ects of years of austerity the most, Guy Battle, CEO, Social Value Portal examines the opportunities the FM community has to make a real di erence - for the beneﬁt of all

In the UK, one in five people are currently living in relative poverty and, with a sharp rise in food insecurity and material deprivation, it’s fair to say that times are hard for a large proportion of our population.

In the past few years, we have seen an unprecedented increase in the adoption of Social Value across the board as more organisations come to realise the connection between a thriving local community and a flourishing business. This is something we expect will continue as the Social Value movement gathers momentum, both here in the UK and overseas.

As an early adopter of Social Value, the facilities management sector has been exemplary in driving positive societal change. In fact, we recently released a data led insights report which found that the FM industry currently delivers an average of £3.5 million in Social Value per project.

This means more positive outcomes such as:

» Contracts for local businesses

» Jobs for local people

» Emissions reductions

» Donations to community projects

» Apprenticeships

» Reduction of waste

» Donations of equipment and resources

It is fast becoming evident that in a thriving area, the workforce becomes more resilient, which in turn leads to a booming local economy, increased land prices and a rise in an asset’s value, thus forming a virtuous circle where everyone stands to benefit.

Social Value also has additional positive ‘side e ects’, such as enabling organisations to recruit and retain the best talent, enhance brand reputation and improve sustainability performance.

As a result, Social Value is increasingly being integrated as a standard part of any operational strategy, and that can only be a good thing.

WHAT GOOD SOCIAL VALUE LOOKS LIKE

For ISS, a global leader in workplace experience and facilities management, creating Social Value is firmly rooted in its purpose of ‘connecting people and places to make the world work better’. Across its UK&I operations, this purpose underscores commitments to improving equality of opportunity, strengthening communities and championing sustainable workplaces.

As an example, ISS delivers on its commitment to inclusive recruitment by partnering with employability organisations that support people who face a range of barriers to entering the workforce. This includes (but is not limited to) refugees, people who have been long-term unemployed, and young people not in employment,

education or training. By partnering with organisations that understand these individual's needs and the support they require to successfully enter the workforce, it creates sustainable career pathways that see people become who they want to be, while also building a more diverse workforce. By embedding access to inclusive recruitment partners in its standard recruitment processes, and by o ering guaranteed interviews to all candidates put forward, ISS is maximising its opportunities to create meaningful Social Value. Since launching in April 2024, this new approach has supported the company to hire 14 people previously unemployed.

Demand for purpose-driven action is growing exponentially both from employees and customers - and this can only be a good thing both for the organisation and for society as a whole. Another way that ISS is meeting this demand is through supply chain partnerships that create Social Value. Customer demand for more visibility of purposedriven brands in their workplaces is making the organisation think di erently about the suppliers it works with.

One example is with social enterprise Change Please, which supply co ee across a number of ISS customer sites. Change Please reinvest 100 per cent of its profits into programmes that support people experiencing homelessness back into work, and so this supplier relationship extends ISS’s ability to create Social Value across the UK. In 2023, ISS’ total spend with social enterprises generated an additional £277,000 in Social Value.

WHAT DOES THE FUTURE HOLD FOR SOCIAL VALUE?

As Social Value becomes mainstream, organisations will increasingly be held accountable for their reported impact. With accusations of ‘greenwashing’ and ‘value washing’ becoming more frequent, accurate measurement - ideally with data validated by a third party - will become critical to an organisation’s success and, crucially, its reputation. In fact, I doubt it will be long before the UK Government introduces stricter regulations and standards around Social Value reporting in order to drive greater transparency and accountability. There is also a growing emphasis on collaboration as we strive to achieve our collective sustainable development goals - a er all, we share the same planet, so it makes sense to pull together as we face the climate crisis.

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Learn more: bidvestnoonan.co.uk

A HEALTHY VEND

A new healthy eating framework to improve health and wellbeing within the NHS is being supported by the vending industry. Westways Vending Finance Director, Natalie Baker explains the concept

Overthe years, the perception of vending machines has changed. There is an increased call from people who want to continue enjoying the convenience of vending machines, but who also want to access a healthier, more balanced range of product choices. A wide variety of vending machine operators now regularly work to 'The Commissioning for Quality and Innovation (CQUIN) framework', put in place by the NHS. This framework enables us, not just as operators but as an industry as a whole, to be accountable for the product ranges being o ered to our customers.

It’s a staggering fact that almost 25 per cent of adults in England are obese, and significant numbers are overweight. Notably, sugar intakes for all population groups are also above government recommendations. However, people are becoming increasingly aware of their dietary intake and there is a real drive to help motivate and encourage change in eating habits.

WHAT IS CQUIN?

The CQUIN framework covers a number of areas designed to drive change within the NHS. Thirteen specific indicators have been published to date. The first of these indicators is “Improving Sta Health and Wellbeing” and refers to food provision. The aim is not to ban any products outright but instead, restrict promotions and advertisements of less “healthy” foods, and in turn, restrict the sales of less “healthy” foods. NHS trusts that adhere to the CQUIN schemes can receive additional funding.

Although developed by the NHS, vending machine operators have found that the guidance has been routinely taken up by a number of other industries. This is because the framework is thorough, concise, and o ers a more balanced alternative to a traditional vending machine product range.

The Government Buying Standards does not specify a definition of what is “healthy”. Instead, it focuses on calorie content. The guidelines include:

» Savoury snacks should only be available in pack sizes of 30g or less.

» Confectionery and packet sweets should be the smallest single serve portion size available on the market and contain no more than 250kcal.

» All sugar sweetened drinks should be in packs no bigger than 300ml.

» No less than 80 per cent of the drinks in the machine should be low calorie or no added sugar (including fruit juice and water).

The framework also states that there must be the availability of healthy, low-calorie options for night shi workers. This is key when considering the stock planning in vending machines on a site. While a traditional shop or kiosk may not be able to stay open to cover these night shi s, a vending machine can take their place and continue to fulfil the brief for healthy, sustainable refreshments, whatever the time (or place).

INTRODUCING CLIENTS TO HEALTHIER OPTIONS

Some clients and customers may be keen to make

the switch. For sites that would like to make the move, it’s best to carry out a sample test of a new line. This will help you find out if people like what is being introduced and how the product sells. It is worth noting, as per the Automatic Vending Association, that vending machines in hospitals perform best between 8am and 2pm. This therefore could be the ideal time to test any new products. But di erent customers like di erent things and so products could perform di erently during the night and day. Perhaps consider o ering some samples of new products, to encourage people and to see which of the products they prefer.

HOW OFTEN WOULD YOU BUY A FOOD OR DRINK ITEM THAT SAYS THE WORD “HEALTHY”?

Research has shown that typically, people do not buy products labelled in this way. They buy on taste instead. It is vital to include a wide variety of items that actively entice and appeal to a consumer. There is a huge range of well-known brands in the low-calorie market that taste great and appeal to a mass market. These products have successfully managed to fulfil the CQUIN requirements and have cross appeal to other industries. There is no reason why a CQUIN compliant vending machine cannot work in any sta room, canteen, warehouse – just about anywhere. Vending machine operators can work to custom planograms to make sure that each site has the stock they need to suit their needs.

CQUIN compliant vending is a step forward in the world of workplace refreshment. If o ers the opportunity to encourage real change in eating habits and in turn, people’s health.

Clear packaging and product labelling also mean that consumers have a choice in their purchasing and eating habits. CQUIN guidance ensures that operators work to strict planograms when stocking machines, giving companies’ peace of mind about the food coming into their workplace. Operators can monitor what products are selling well and what aren’t and can make changes quickly and e iciently. This means that sales are kept high, and income (and demand) remains consistent.

COMPLIANCE

ZERO WASTE TO LANDFILL

OverZero waste to landﬁll o ers businesses the chance to reduce costs, meet targets and show that they are serious about sustainability. Emily Hare at Valpak by Reconomy explains how to prepare

40 million tonnes of waste are produced by UK industry each year. Dealing with this waste comes at a cost both to business and to the environment, so businesses that choose to pursue zero waste to landfill are taking advantage of a valuable opportunity to reduce costs, meet ESG targets and demonstrate their sustainable credentials.

LEGISLATIVE REQUIREMENTS

Although both the government and Labour have committed to minimising waste, there are currently no regulations for zero waste to landfill. Even without specific legislation, however, the Waste Regulations for England and Scotland incorporate a commitment to adhere to the waste hierarchy.

The hierarchy outlines the most environmentally-friendly strategies for dealing with waste. Reduction sits at the top, followed by reuse, recycling and, when other options have been exhausted, energy recovery and landfill.

Eliminating the need for landfill is the first step to driving waste up the hierarchy. It can also help to meet wider aims. For example, many enterprises are aligned to the UN’s Sustainable Development Goals (SDGs). Reducing waste to landfill can directly promote work towards goals such as: Sustainable Cities and Communities; Responsible Consumption and Production; Climate Action: and Life Below Water.

To achieve certification for zero waste to landfill, businesses need to sign up for an independent audit. Some certifiers award levels such as gold and silver but, in Valpak’s view, the only genuine zero waste to landfill results in the diversion of all waste. While we do o er a second tier of Zero Waste Avoidance to Landfill for those whose physical location prevents them from diverting residual waste, we would not class this as true zero waste to landfill.

BENEFITS

Removing waste entirely represents a clean, straightforward way to reduce costs. On a basic level, if less waste is produced, fewer collections are needed. On top of handling and disposal charges, waste sent to landfill also incurs an added tax of

£103.70 per tonne. By 2025/26, Landfill Tax will increase to £126.15.

As a minimum, sending zero waste to landfill will reduce bills; at best, it may even earn you money. A proportion of the material sent to landfill is likely to be recyclable and, in some cases, these valuable resources can generate an income.

Many of the businesses that come to Valpak are also looking to meet internal targets or want to meet customer expectations. An independent

audit o ers credibility and shows that companies are serious about their environmental commitments.

WHAT IS THE PROCESS?

Businesses tend to approach Valpak for assistance at two stages of their zero waste to landfill journey. The first are looking for a preliminary audit and advice, while the second group believes it is ready to go straight to certification. Of these, the majority typically need a little more preparation.

To prepare, it is important to provide a clear audit trail. At Valpak, we like to visit sites and see how things operate in practice – we observe how waste is segregated, where it is coming from and where it goes to; we perform compliance checks, look into end markets for recycled materials and also check by-waste.

During the audit, businesses need to demonstrate that all waste is being diverted from landfill. We advise you ahead of the audit about the documentation needed; typically this will include evidence of the type and amount of waste produced per site, who has collected it and who has treated it. In our process, there is no pass or fail on the day. If you do not have a particular piece of documentation, this can be provided later on. Valpak also requires waste compliance documentation such as waste collection paperwork, waste carriers’ licence, permits and exemptions. For one site, the process usually takes one day with the auditor and one to two days preparing, and our zero waste to landfill certification lasts for two years.

CONTRACTORS

Contractors are key to good documentation. Some prepare documentation readily; others need a stronger push. In cases where contractors are less than forthcoming, it can sometimes prove helpful to the blame the auditor – this causes less friction with your relationship while usually providing the required results. Many ensure full support by writing a requirement into the contract.

Occasionally, we find instances where waste has gone to landfill, while contractors assure businesses that it has not. We recommend regular monitoring throughout the year, as well as focusing on smaller waste streams such as sanitary waste. Many of these have ad hoc collections that do not come under the same scrutiny as more standard wastes.

It is important to remember that waste producers – such as o ices and manufacturing sites – have a duty of care to ensure that their waste is managed responsibly. This means you have a legal right to ask for information on where your waste is going.

CONCLUSION

We see zero waste to landfill as a journey, and the aim should be to find ways to push material further up the waste hierarchy. To achieve this, we need to work with designers and procurers to build a new attitude to products and processes. Working across departments, FMs have a unique opportunity to shape the future.

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Krystian Zajac, Founder and CEO of Watergate, explains why smart stopcocks and other advanced technologies are a revolutionary way to combat water waste

Wateris one of our planet’s most precious resources, yet every day in Britain, we lose three billion litres to leaks – enough to fill 1,180 Olympic swimming pools.

Beyond the environmental impact, this wastage leads to substantial economic costs, with insurers paying out £16 million daily for water damage in UK properties. Water waste leads to inflated utility bills, equipment damage and repair costs. Not to mention organisational disruption and higher insurance premiums. With most organisations trying to become more sustainable, FMs are o en charged with reporting on ESG metrics, including water usage.

There are numerous challenges in managing water e ectively. Outdated plumbing systems, di icult-to-detect leaks, and tenant behaviour are all contributors. Retrofitting pipes is o en costly and disruptive, and large facilities present unique challenges in leak detection and maintenance.

TECHNOLOGICAL INNOVATIONS

At Watergate, we strongly believe that technological innovation plays a crucial role in overcoming these obstacles. Beyond traditional methods, emerging technologies o er new ways to monitor and manage water use. Smart stopcocks for instance, provide real-time data

and automated controls that are revolutionising water management.

Installed a er the main stopcock, smart water shut-o valves use ultrasonic flow meters, pressure and temperature sensors to monitor water flow continuously. Leveraging artificial intelligence, these devices analyse usage patterns and can detect anomalies indicative of leaks or health risks (e.g. an elevated risk of Legionella), notifying managers through a companion app and even shutting o water to prevent damage.

In some of the properties where we are deployed, we’ve found that up to 10 per cent have pre-existing leaks. Leaky toilets are a particularly prevalent issue, with some wasting upwards of 1,500 litres of water a day. If we take the example of a student accommodation building with 600 rooms, this can translate to a staggering 2,700,000 (yes - 2.7m) litres of water a month wasted due to leaky toilets.

But smart stopcocks are just one piece of the puzzle. A range of other technologies can contribute to a more sustainable water management strategy.

Preventative Maintenance:

Predictive analytics leveraging AI are transforming water management by enabling you to predict and prevent water waste before it happens.

Predictive analytics use historical data and machine learning algorithms to identify patterns and predict future water usage and potential problems like appliances’ mechanical failures. This allows for proactive maintenance and repairs, reducing downtime and preventing water damage.

IoT (Internet of Things) Water Sensors: IoT-enabled water sensors can be placed throughout a facility to monitor water use in real-time, including flow rates, temperature, air humidity, and water quality. These sensors provide a comprehensive overview, alerting managers to any issues promptly.

An exciting advancement in this space are small, versatile leak detection sensors. These devices can detect leaks from appliances, waste pipes, and tanks, alerting to issues to prevent costly damage. Equipped with temperature and humidity sensors, they can also identify risks of dampness, which, if unaddressed, can lead to mould growth.

Many sensors run on long-lasting batteries, making them ideal for areas without mains power. They o en use long-range radio technology, ensuring they function even where Wi-Fi is unavailable. One of Watergate’s upcoming products, Tile, is already being trialled at multiple sites to combat localised leaks and alert users to dampness risks.

Blockchain for Water Management:

Although still in its early stages, blockchain technology holds promise for enhancing transparency and accountability in water management. By creating a secure, immutable record of water usage and transactions, blockchain can help ensure accurate reporting and reduce the risk of fraud. This is particularly

useful for facilities that need to comply with stringent regulatory requirements and demonstrate their commitment to sustainability.

Smart Irrigation Systems:

For facilities with significant landscaping needs, smart irrigation systems o er a way to reduce water waste and ensure optimal plant health. These systems use sensors and weather data to adjust watering schedules based on real-time conditions, preventing overwatering and ensuring that plants receive the right amount of water. This not only conserves water but also promotes healthier, more resilient landscapes.

The integration of these advanced technologies not only reduces the risk of water damage and associated insurance claims but also supports broader sustainability goals. Monitoring for water health risks, such as Legionella and dampness, is especially critical in high-risk environments like healthcare facilities, hotels, and social housing. By ensuring optimal water conditions, these systems protect both property and public health.

One of the most significant benefits of adopting these technologies is the ability to analyse and manage water usage across a portfolio of properties. Facilities managers can leverage this data to develop targeted conservation strategies, optimise water consumption, and achieve significant cost savings. Furthermore, this data supports ESG reporting, helping organisations meet sustainability goals and comply with regulatory requirements.

The future of water management lies in the widespread adoption of these innovations. By better controlling water use and preventing leaks, we can protect our precious water resources and ensure the longevity of our buildings and the invaluable contents they house.

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CHIEF

EXECUTIVE, VENDING & AUTOMATED RETAIL ASSOCIATION

AVA’S VIEW ON THE NEW UK GOVERNMENT: CURRENT REQUESTS AND FUTURE DESIRES

In the wake of the recent general election that saw the Labour Party come into power for the first time in nearly 15 years, the AVA has taken note of the various commitments outlined in Labour’s manifesto that will impact the retail and vending sectors. We are calling on the new government to hold true to its promises and not create further delays on action.

SMEs

As the new government forms, it’s crucial that these promises translate into tangible policies that support SMEs and bring increasing innovation into our sector. We are optimistic that we will see a robust approach to handling SME concerns such as administration, employment, business rates, R&D allowances, and the apprenticeship levy, for the benefit of our members and potential new customers, all of which are fundamental to sustaining the growth and vibrancy of this sector.

We hope that the new Business and Trade Secretary, Jonathon Reynolds MP, will ensure that there is a stable economic environment with good labour availability, investment opportunities and upskilling training to help promote a productive economy. Without this, the vending industry, and many others of course, will su er.

MOVING FORWARD

We’ve been engaged in extensive discussions for many years with Defra on the Extended Producer Responsibility (EPR), including crucial initiatives such as the Deposit Return Scheme and Mandatory Cup Takeback, only to face numerous delays and setbacks. All of which means new Defra Minister, Steve Reed MP, will now be sat at a desk groaning under the weight of all the delayed legislation and consultations!

As these progress towards implementation, it’s crucial that the new government prioritises these programmes to avoid further delays and uphold the UK’s commitment to achieving Net Zero. The importance of maintaining momentum in these areas cannot be overstated. We look forward to seeing the new government’s Net Zero plans and how EPR sits within them. It is also important that these new pieces of legislation are blanketed across the whole UK, no country-by-country variations. Separating processes this way will become cumbersome, costly, and will lead to consumer confusion with less actual recycling going on, and potentially higher retail pricing.

ENVIRONMENTAL TASKS

To make lasting change, detail is everything. And while the Labour Party’s manifesto has touched upon crucial aspects, such as the reduction of plastic waste and Net Zero targets, so far, the specifics have remained tenuous. So, we’re looking forward to seeing the substantive policies

and clarity that are needed to push EPR and other agendas forward, towards making a real impact. Our sector o en leads in areas such as sustainable packaging innovations, yet we’re hindered by the lagging enforcement and funding shortages in crucial regulatory bodies including the local Trading Standards. We’re hoping to see less politically motivated and - in my opinion - pointless, ‘latte levies’ or ‘cup levies’ that are impractical and costly, especially when consumers are at their most price aware. Instead, we support more sensible, long-term decisions that move away from disposable all together, such as cup takeback schemes.

It’s clear: a more coherent and well-funded framework would greatly benefit suppliers and operators striving to meet and exceed environmental standards, enabling all parts of the supply chain to act together. Following the new cabinet appointments, we’re calling on Ed Miliband MP as Secretary of State for Energy Security and Net Zero to translate these conversations into tangible, enforceable policy so we can move forward as a sector and create real change for the climate and environment.

WHAT DOES THE FUTURE HOLD?

As the Labour Government begins its tenure, it’s not enough to simply announce initiatives; there must be real investment and follow-through. In vending and automated retail, making a selection implies an obligation to deliver. We expect the same from our newly instated government, ensuring the policies that a ect our industry are not just statements on a manifesto, but actions that result in sustainable growth and innovation. We eagerly anticipate working with the government to realise these objectives, enhancing our industry’s contribution to the economy and the environment.

David Llewellyn, Chief Executive of the AVA

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Whether it is in tightening up employment and health and safety legislation, promoting a green energy agenda or addressing sustainability, the new Labour Government is promising change. Leading organisations representing facilities and health and safety professionals discuss how the change of administration may impact the workplace and wider built environment.

contained in the recently published 'IWFM Market Outlook Survey 2024', where an overwhelming number of IWFM members called for the Government to address the areas of sustained economic growth, developing a coherent plan to achieve net zero, tackle climate change and not to “row back” on their environmental commitments, unlike the previous UK Government and current Scottish Government in recent months.

In addition, members called for a reduction on uncertainty around government policy, to provide support to ease the pressure of the cost of living crisis and finally to develop an overarching skills strategy.

All these areas are of course relevant to the wider built

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

CHAIR OF INSTITUTE OF WORKPLACE AND FACILITIES MANAGEMENT’S VIEW

MARK WHITTAKER, GENERAL MANAGER OF THOMSON FM CONSULTANCY

With a new government taking o ice, there will inevitably be a mixture of optimism by some and perhaps cynicism amongst others, who will perhaps echo the famous quote from Elizabeth May: “It doesn’t matter who you vote for, the Government always gets in.”

environment sector, as well as to workplace and facilities management. For example, soon a er the election result the Royal Institution of Chartered Surveyors (RICS) called for action in the areas of housing delivery, policy leadership, skills and reforming business rates. The Chartered Institute of Building (CIOB) reacted in a similar vein, in wanting the new Government to achieve its manifesto pledge to build 1.5 million homes during the next Parliament and to address the “shrinking skills base and ageing construction workforce”.

From a workplace and facilities management perspective, the IWFM Market Outlook Survey and general election manifesto also highlighted areas which we as a profession must be greater agents of change. These include increasing organisational productivity, improving the workplace experience and wellbeing and delivering on net zero commitments, with workplace and facilities managers taking the lead on de-carbonisation plans.

In the coming weeks and months, it will be interesting to see

In the coming weeks and months, it will be interesting to see how radical and imaginative the future policy focus will be, with the hope that the default position will not be to indulge in a blame game of the “mess” they have inherited, but instead a promised programme for “change”.

Shortly a er the election result the Institute of Workplace and Facilities Management (IWFM) published our 'Priorities for the next Government' manifesto. This called for action in four key areas; namely skills, sustainability, building safety and the rapidly expanding area of information management, data and technology.

This has been underpinned by

Of particular interest to me is the need for the government to develop a coherent and ambitious skills/labour market strategy that aims to address the current issues that the sector faces. This must include collaboration with professional bodies and employers and ensuring meaningful pathways are presented to young people from an early age. It also must look at how migration can help address areas of acute skills shortages and a more flexible approach adopted towards the Apprenticeship Levy. Digital and AI considerations must also form part of such a skills strategy.

In the last government there were 13 Education Ministers and 16 housing ministers since 2010. Thus, my hope with the new government is that there is stability and coherence and crucially, meaningful and collaborative engagement with the built environment sector to firstly understand and jointly address and resolve the issues we all face.

Mark Whittaker

INSTITUTION OF OCCUPATIONAL SAFETY AND HEALTH’S VIEW

RUTH WILKINSON, HEAD OF POLICY AND PUBLIC AFFAIRS, IOSH

The UK’s new Prime Minister Sir Keir Starmer has spoken about the “urgent work” the government must do to drive change across the country. The new government has laid out six “first steps” for change so it’s clear what we can expect in the coming weeks and months.

They were:

Protecting workers’ rights to safe, healthy and decent work.

Strengthening and expanding the UK’s world-leading system that prevents harm at work.

Ruth Wilkinson

If they are to deliver in two of these areas in particular – making the economy more stable and cutting waiting times for NHS diagnosis and treatment – having a focus on occupational safety and health (OSH) is a good place to start.

As readers will be all too aware, people across the UK undertake varied jobs which can expose them to many di erent hazards and risks which can cause harm.

Focusing on their health, safety and wellbeing can not only protect them but increase their motivation and performance at work, thereby contributing to the economy and reducing workrelated accidents and ill health which also helps support the NHS along the way.

Supporting businesses to tackle new and emerging workplace hazards.

Promoting a diverse, inclusive, skilled and motivated workforce.

Building a more robust, sustainable economy.

There are many di erent ways we feel the government can achieve this in practice, one of which is around legislation. This summer marks the 50th anniversary of the Health and Safety at Work Act. This has had a huge impact on driving down the number of fatalities from workplace accidents, but the world has changed significantly since 1974, including the development of new technologies, climate change and the green transition, all of which pose potential harm to workers.

We’re keen to see the government be proactive on laws, regulation and support for businesses in these and more areas. This also includes adequate resourcing and funding for the UK’s regulator, the Health and Safety Executive.

DavidStevens

In our own manifesto, published in advance of the General Election, IOSH highlighted how workplace injuries and workrelated ill health cost the UK economy an estimated £20.7 billion in 2021-22, demonstrating what the national economic cost is of poor health and safety. Added to this is the human toll. As well as the tragic fatalities, many people’s lives are severely impacted by accidents and injuries at work or ill health and diseases caused by workplace exposures. In addition to the personal worker impacts and the impacts to the employer, it may also mean more people seek diagnosis and treatment through the NHS, further inflating demand. This demonstrates the need to approach occupational hazards and risks with a prevention-first mindset and to support our workers to be safe, healthy and well.

That’s why we say that if the new government is serious about stabilising the economy and supporting the NHS, focusing on OSH potentially provides a quick win. In our manifesto, IOSH made five calls to action around how the Government might go about this.

In fact, we feel that good OSH can unlock the door to many benefits for workers, for businesses and for the UK as a

One of the most critical areas for the FM sector is the push towards zero carbon buildings. The government's commitment to this agenda aligns with CIBSE's longstanding advocacy for sustainable building practices and energy efficiency...”

in advance of the General Election, IOSH whole. and

CHARTERED INSTITUTION OF BUILDING SERVICES ENGINEERS (CIBSE’S) VIEW

DAVID STEVENS, VICE PRESIDENT CIBSE

As the new Parliament begins its term, we anticipate several key changes that could significantly impact the facilities management sector and the wider built environment. The government's focus on tightening employment and health and safety legislation, promoting a green energy and addressing sustainability are all promising steps towards a more resilient and sustainable future.

agenda,

David Stevens

One of the most critical areas for the FM sector is the push towards zero carbon buildings. The government's commitment to this agenda aligns with CIBSE's long-standing advocacy for sustainable building practices and energy e iciency. Zero carbon buildings are not just an environmental imperative but also a significant opportunity for the FM sector to lead by example. Facilities managers are uniquely positioned to drive this transformation through the

adoption of advanced energy management systems, renewable energy sources, and innovative building technologies.

A well-informed FM sector is crucial to achieving the zerocarbon goal. With continuous professional development and a deep understanding of the latest sustainability practices, facilities managers can implement strategies that reduce carbon footprints, enhance energy e iciency, and improve indoor environmental quality. This not only contributes to national climate targets but also creates healthier and more productive environments for building occupants.

Moreover, the anticipated tightening of employment and health and safety legislation underscores the importance of robust FM practices. Ensuring compliance with these regulations will require FM professionals to be vigilant and proactive, integrating safety and well-being into the core operations of building management.

In promoting a green energy agenda, the government's policies can stimulate investment in renewable energy infrastructure and energy-e icient technologies. The FM sector can leverage these advancements to optimise building performance, reduce operational costs and support the transition to a low-carbon economy.

In conclusion, the change of administration presents both challenges and opportunities for the FM sector and the wider built environment. By prioritising safety, embracing green energy, focusing on sustainability, leveraging technology, ensuring supply chain resilience and investing in skills development, the FM sector can navigate these changes e ectively. These e orts will not only align with the new government's agenda but also contribute to a more resilient, sustainable and high-performing built environment for the future.

CIBSE is committed to supporting our members through this transition, providing the resources, training, and guidance needed to navigate these changes e ectively and to continue leading the way in sustainable building management.

CHARTERED INSTITUTION OF WASTES MANAGEMENT VIEW

LEE MARSHALL, DIRECTOR OF INNOVATION AND TECHNICAL SERVICES, CIWM

Firstly, CIWM would like to welcome the new Government and ministers into their posts and o er them our full support in delivering a shared commitment to reduce waste by moving to a zero waste economy.

Simpler Recycling; Carrier, Broker and Dealer reforms; Extended Producer Responsibility (EPR) for packaging; and Digital waste tracking.

A new Resource Resilience Strategy should have two primary objectives: delivering a circular economy and helping the UK achieve net zero. To do this, it must get to the heart of what is needed to drive better product stewardship, for example widespread carbon taxation, relaxation of VAT on reuse, more work on product standardisation. It must also be better aligned with other policies and strategies such as manufacturing, energy construction and clean-tech whilst ensuring it maintains a focus on consumption rather than production.

Although the new Resources Resilience Strategy should be applicable to all major resources and waste streams, CIWM believes the following three are deserving of this additional attention:

Food (not food waste, but food): food production and consumption are responsible for around 30 per cent of global carbon emissions, so if the new Strategy is to contribute to achieving the UK’s net zero target, it must prioritise food.

Textiles: the clothing and textiles sector is carbon and water intensive, and the growth of fast fashion is leading to increasing volumes of textile waste.

Plastic: plastics are increasingly ubiquitous, but they are largely manufactured from fossil fuels and create ever larger volumes of waste, including microplastics, whose negative impacts on human and animal health are only starting to be understood.

As a starting point for a new Resource Resilience Strategy (along with a higher-level Circular Economy Plan), CIWM has identified nine policy measures which should be prioritised for inclusion in the new strategy. They are briefly summarised below:

1 Implement the relevant existing Resources and Waste Strategy policies.

2 Create a cross-government resource resilience task force.

3 Focus on green skills.

4 Introduce targeted strong extended Producer Responsibility (EPR) regimes for several key product types.

5 Introduce targets across the top half of the waste hierarchy.

6 Regulating for the new reality.

CIWM feels that the passing of time, together with an increased focus on climate change and the circular economy, means the current Resources and Waste Strategy (R&WS) has become outdated and a new set of policies are therefore required.

There are, however, some elements of the current strategy that we believe should be prioritised and delivered without further delay while a new policy framework is being developed. These include

7 Price raw materials so that prices include negative environmental externalities.

8 Introduce targeted economic instruments.

9 Strengthen eco-design and waste prevention.

CIWM is therefore calling for Government to commit to a new strategy - a Resource Resilience Strategy – which continues to drive forward the best elements of the existing R&WS, but integrates further policy asks into an updated narrative reflecting the key strategic and political drivers of action in this area in 2024 and beyond.

Do you have a question that you’d like answered by the FMJ Clinic?

Email: sara.bean@kpmmedia.co.uk

Lee Marshall

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GREATER WAY TO TRAVEL

Kieran Mackie, Managing Director, Amulet Security explains how a new travel safety initiative is keeping the public safe on Greater Manchester buses

In 2023, Greater Manchester was rapidly transforming public transport. With bus franchising and the establishment of the Bee Network imminent, Transport for Greater Manchester (TfGM) wanted to demonstrate a strong zero-tolerance stance on crime and anti-social behaviour to ensure that passengers could be safe and feel safe which would help to encourage more people to switch to public transport.

The Greater Manchester TravelSafe Partnership (TSP) had been established for some time and brought together operators,

the police and TfGM to collaborate on issues of crime and anti-social behaviour on public transport. However, the new bus franchise model, the first of its kind in the UK, presented a unique opportunity to address some of these issues in a new way. Anti-social behaviour incidents rose in Greater Manchester last year, with at least 42 per cent of all reports being “youthrelated,” including a 48 per cent surge in assaults on buses, and weapon use rising by 25 per cent. These issues needed to be dealt with – TfGM needed to improve customer perception of safety on transport.

When they asked passengers what would make them feel safer, the top answer from commuters was more sta .

A new cohort of front-line sta , with increased numbers was needed. TfGM introduced an initial team of 30 TravelSafe Support and Enforcement O icers (TSEOs) as part of the launch of the Bee Network in September 2023, as bus services started to be brought back under local control. These o icers were recruited by Amulet to patrol bus services, interchanges and bus stations. TSEOs provide a safe, reassuring, yet authoritative presence to deter, prevent

and address anti-social behaviour and young people engaging in criminal damage. Their success was quickly evident – TSEOs attended 946 incidents across Greater Manchester bus routes between December 2023 and February 2024.

Crime Prevention Agency to deliver training for the Community Safe Accreditation Scheme (CSAS) and the Railway Safety Accreditation Scheme (RSAS).

Both accreditations o er enhanced safety and security powers to o icers, including police activities like tra ic control, confiscation of alcohol, and the right to take someone’s name and address.

o icer support. That way,

The scheme has grown since this initial success, with 30 more TSEOs joining in February 2024 and their team structures strengthening to o er better o icer support. That way, TSEOs can do the best job possible to keep people safe.

WHAT ARE TSEOS?

TSEOs are a relatively new addition to Greater Manchester buses, but they are a form of Travel Safety O icer (TSO) that have been implemented in rail systems across the country for over a decade. TSOs were introduced to meet a range of needs, dependent on di erent travel links and passenger demographics.

Travel Safety O icer

TSEOS and TSOs di er from traditional security roles because they are more so skills focused.

traditional security

TSOs and TSEOs are specially trained security o cers who tackle low-level nuisance and disorder, prevent abuse, deter fare evasion and target hotspot locations across public transport links. They undergo training to e ectively deal with incidents along their patrols.”

TSOs and TSEOs are specially trained security o icers who tackle low-level nuisance and disorder, prevent abuse, deter fare evasion and target hotspot locations across public transport links. They undergo training to e ectively deal with incidents along their patrols. Amulet is one of a select few companies endorsed by the Police

Empathy is a special quality and is actively looked for in the recruiting process –o icers need to engage with people and draw information out of them, even if they do not want to speak at first.

looked to engage with

An example of their e ectiveness is with Northern Trains, an early adopter of TSOs. Many scenarios require the delicacy of specialist training, including vulnerable people at risk of harming themselves on the train tracks. O icers with RSAS training are primed to use empathy, kindness and authoritativeness to calmly reassure those near the tracks to step away, de-escalate the situation, and notify the appropriate authorities. In the 2022-2023 year, TSOs assisted 279 vulnerable people and

prevented 33 suicides across the Northern Trains network. Other assisted emergencies included 153 medical emergencies, ranging from falls to seizures, strokes and heart attacks.

Situations like these also arise across the bus networks, where TSEOs regularly deescalate situations and provide support for vulnerable people.

PARTNERSHIP WITH TRANSPORT FOR GREATER MANCHESTER

As part of the launch of bus franchising and the Bee Network, TSEOs have been introduced, spearheaded and championed by Greater Manchester Mayor Andy Burnham and Transport Commissioner Vernon Everitt.

All TSEOs were newly recruited and thoroughly vetted before they could join the team – a process aimed at identifying those with strong communication and conflict-resolution skills. The role requires a high level of security clearance, and all online activity of applicants was reviewed, to identify risks such as engagement with inappropriate chat forums.

Amulet worked alongside TfGM to develop and deliver a two-week programme of onboarding and training to the new team. This included details on the deployment areas and potential issues they may face in Bee Network bus routes operating in Bolton, Wigan, and parts of Bury, Salford and Manchester.

A er 100 days of operation, the impact of the structure, recruitment process, and public reaction to the TSEOs were reviewed. As a result, a restructuring took place establishing a ‘regions’ approach each subgroup had a team leader and deputy leader

The success of TSEOs has not only ensured their expansion across Greater Manchester, but Amulet’s collaboration with other organisations, such as Greater Manchester Police (GMP). TSEOs are increasingly participating in and supporting initiatives like Operation AVRO, a force-wide GMP-led monthly blitz on local crime that runs in each of the 10 districts across Greater Manchester.”

to give o icers increased management and supervision so that all teams had a shi leader they could turn to for support, guidance or escalation if needed.

As part of the review, the TSEO team was increased to 60 o icers by February 2024. That not only allowed TSEOs to operate in a wider area but meant that some of the 30 initial o icers had developed enough in their roles to step up to leadership positions – using their experience and knowledge gained to build up new team members and beyond.

As part of the expansion to 60 TSEOs, they now cover the second group of franchised Bee Network bus services operating in Rochdale, Oldham and other parts of Bury, which launched in March 2024. This increased their overall presence on the

franchised Greater Manchester bus network to approximately 50 per cent.

In January 2025, there are plans to increase TSEO presence once the third area of bus franchising goes live and services across Tameside, Stockport, Tra ord and Manchester join the Bee Network. The final step will see the entire Greater Manchester bus network franchised and under public control, with the number of TSEOs on the network to increase to at least 90 with the potential to boost numbers to 120.

EXCEPTIONAL WORK

TSEOs have been proving their e ectiveness across the Bee Network already. In part of their first phase, TSEOs

attended 946 incidents between December and February.

Elsewhere, they dealt with 105 safeguarding and welfare incidents and submitted 486 pieces of evidence. These incidents included young people engaging in criminal damage, tram surfing, and issues surrounding homelessness. TSEOs are also trained in undertaking bus revenue protection duties, with revenue being reinvested into the network.

TSEOs do not just deter criminal behaviour but also support Bee Network sta and customers throughout Greater Manchester. In one instance, TSEOs exemplified their e ectiveness in reducing criminal behaviour and empathy when a family with a young child received racial abuse from another passenger. TSEOs stepped in to apprehend the person spouting abuse and support the a ected family. The young boy was especially appreciative of their presence, as he tried on a TSEO’s hi-vis vest.

THE FUTURE OF TSEOS

Public transport is the thread that connects all of Greater Manchester, and in recognition of that, it is viewed as a conceptual “11th district” of Greater Manchester – now, a transport-specific Operation AVRO takes place on a biannual basis.

Operation AVRO tackles issues like crime, anti-social behaviour, child protection and safeguarding, using high visibility, resource intensive and proactive policing. The programme sees the police and TfGM team up with other local organisations, such as youth charity Foundation 92. TSEOs have also received several bespoke training sessions to help them tackle safeguarding issues and gender-based violence.

Travel Safety O icers have not just become more prevalent in Manchester but throughout the UK. The Department of Transport has assigned £2.5 million of funding to patrol areas in England as part of the government’s Anti-Social Behaviour Action Plan.

TSEOs and TSOs work to reduce crime and o er empathetic support and a friendly face for passengers. In Manchester, commuters now have someone to turn to, no matter the situation at hand.

The Vending & Automated Retail Association is the trade body and voice for the automated 24-hour food and beverage industry in

the UK.

Why partner with an AVA member?

When you see the AVA logo you know you’re in safe hands.

It is the mark of quality assurance for all our members’ customers and operates as a badge of guaranteed service excellence.

At the AVA, we provide guidance, training and conduct regular audits to ensure that our members maintain a high level of service.

Our 160 members manage over 460,000 vending & automated retail stands across the country.

The role of the AVA is to: promote, protect & enhance the vending industry.

By providing a standard of service for members to follow, you know your Operator delivers excellence in all areas of its work.

AVA members are trusted businesses. They all align with the following statements:

Quality guaranteed!

AVA members agree to uphold their services to a high level of client satisfaction in line with the AVA Customer Charter. AVA members demonstrate quality through:

• Set service standards

• Conformity to customers’ standards

• Compliance with the regulations Protection

When AVA members join, they agree to uphold their Client Services against The AVA Customer Charter and match the AVA Code of Conduct, each of which are regularly reviewed and audited.

Environmental assurance

The AVA and its members are at the forefront of environmental and recycling legislation, regularly participating in thought leadership on current legislation, how to navigate it, and leading the call for change.

Adaptable to your needs

Our members are more than your standard Operators. They are adaptable to the services you need. Whether it’s micromarkets, fresh or hot food provision, vegan options with non-dairy milk in the coffee machine or no nuts allowed, AVA members can support your needs.

24/7 support

Both AVA members and their clients benefit from the support services provided by the AVA to ensure problems or queries are resolved quickly and easily.

Members are bound by the agreements that make up the AVA’s Code of Conduct and Customer Charter they are consistently encouraging others in the industry to act accordingly. The AVA’s guarantee of quality service offers assurance that members will meet consistent, high levels of quality. AVA members need to achieve the AVA Quality System Accreditation to be in membership, demonstrating this guarantee.

To find out more about the AVA, its members, and how we can support your business, please get in touch by visiting the-AVA.com, contact us at info@the-ava.com or +44 (0) 3300 883 267.

READY FOR THE REVOLUTION

Facilities, property, and workplace management software provider, Service Works Global (SWG) has partnered with FMJ to discover how FMs are using technology. Hazel Bedson, Director, Service Works Global surveys the results

Likeso many other industries, facilities management is having to react and adapt to significant socio-economic trends. From the boom in hybrid working and its implications for workplace strategy to the net-zero commitments and a need to decarbonise the built environment, the role of the facilities manager feels increasingly complex.

Against this backdrop is an ongoing digital transformation and the potential for it to make organisations both smarter and more e icient. But it can be tricky to know how far facilities management is on this particular journey and where it might be ultimately heading. The range of technologies at FMs disposal is growing all the time, including long-established so ware such as CAFM and ‘newer’ solutions such as building information modelling (BIM).

Each year for the last 12, Service Works Global has sought to learn more about how facilities practitioners are using technology through an industry survey. In March 2024, we partnered with FMJ to survey respondents on several key issues, including their views on AI, other smart technology such as IoT sensors, BIM and digital twins, and the challenges they face in applying many of these solutions. This research has allowed us to identify many of the current trends and create a clearer picture of how technology is shaping the delivery of FM services.

IS FM READY FOR THE AI REVOLUTION?

AI has dominated the headlines since the launch of the generative AI tool ChatGPT in 2022. Historically, a substantial amount of fear has surrounded the technology regarding its threat in replacing human workers, but views are changing. As the Royal Institution of Chartered Surveyors (RICS) wrote earlier this year: “While AI may reshape certain aspects of the jobs, the focus should be on augmenting human expertise rather than replacing it entirely. By equipping oneself with AI skills, facilities managers can not only adapt to the changing environment but also mentor and guide the next generation, ensuring that the integration of AI enhances rather than diminishes the profession.”

The potential of AI lies in its ability to automate processes as well as crunch large datasets to improve decision-making and solve complex problems. In theory, AI could support FM professionals in maintenance, space management, compliance, energy e iciency, stakeholder relations, workflow automation, and more. There are several examples where AI is already making

a di erence. Planned preventative maintenance schedules can be made more accurate and e icient using AI-powered so ware to keep track of when an asset was last checked and when it should be next serviced to avoid costly downtime, while AI can assess occupancy data to identify peak hours of building use and then schedule more disruptive maintenance activities for quieter periods.

Still, our survey findings revealed a notable gap between theory and practice. Only 17 per cent of respondents said they are currently using AI, while just 12 per cent said they plan to use it in the next 12 months. Interestingly, our research showed that despite the hype, meaningful applications are some way o for many – 39 per cent claimed they have no immediate plans to use it, and a further 20 per cent

admitted that it is not on their radar at all.

This gap may be explained by the FM industry’s sluggish adoption of technology generally. According to the survey, more than one in three respondents (38 per cent) are still tracking areas such as asset performance with paper documents, while nearly half (45 per cent) continue to rely on manual reviews of service performance.

PREDICTING THE FUTURE

So, if AI itself isn’t going to make that big an impact over the next 12 months, which technology will? When our survey respondents were asked this question, the most popular answer was Internet of Things sensor technology. More than one in three respondents (38 per cent) reported that they already use IoT sensors across their estate, while just under one in four (17 per cent) plan to implement the technology in the next year.

Equipping assets, rooms, and desks with sensors allows facilities managers to monitor and measure all sorts of crucial metrics, from asset performance and environmental conditions to

occupancy and footfall. Live sensor data can inform decision-making on the fly, especially important as real estate strategy must become more fluid and responsive to change, while that data can be fed into analytics platforms to identify historical patterns that help facilities managers paint a longer-term picture of their needs.

Our survey findings backed up these assertions, with respondents seeing value in sensors to aid both the management of infrastructure and people. More than two in three cited tracking/improving asset performance, followed closely by tracking energy usage and output (65 per cent). Still, FM practitioners recognised significant value for sensors in tracking the occupancy and movement of people around the building (50 per cent) and monitoring environmental conditions such as weather and temperature (20 per cent).

FOCUS SOFTWARE

DIGITISING THE BUILDING LIFECYCLE

Having predictive power is also crucial from a building lifecycle perspective. Digitising buildings allows facilities managers to keep a more detailed and accurate record of the total cost of ownership of their assets. Meanwhile, it ensures more seamless collaboration between di erent stakeholders throughout that lifecycle, creating buildings that work more e ectively for their occupants.

Although our research showed that facilities managers see benefits in digitising their

building, the adoption of technologies that make it possible remains relatively low. The gap between perception and application of BIM is a great example. Using information derived from digital representations of the physical and functional components of a building, BIM can be used to support strategic decision-making for the entire building lifecycle, providing visibility of lifecycle data, from design to operation and decommission. Nearly two-thirds of respondents (61 per cent) agreed that BIM and other building lifecycle so ware would be valuable for digitising all building information and asset data, yet more than two-thirds are either not currently using

the technology (30 per cent) or have no immediate plans to use it (37 per cent). Likewise, just six per cent reported that they currently have a full digital BIM model, while 36 per cent said they had digitised parts of their estate and assets but not all. Surprisingly, 33 per cent reported that they have no immediate plans to digitise. As was the case with AI, these findings suggest that FM practitioners understand the theoretical benefits BIM provides but few are currently exploiting the technology.

Having predictive power is also crucial from a building lifecycle perspective. Digitising buildings allows facilities managers to keep a more detailed and accurate record of the total cost of ownership of their assets...”

ACTIONING ESG

ESG is still high on the corporate agenda. Gartner’s annual CEO survey revealed that 67 per cent of business leaders view sustainability as a key growth opportunity in 2024. The built environment contributes around 40 per cent of total global carbon emissions, meaning facilities management has a central role to play in reducing emissions and contributing to broader ESG goals. Our survey revealed that 78 per cent agreed with this sentiment. Meanwhile, 93 per cent said they actively monitor their estate’s energy consumption, and 84 per cent have set defined goals around improving their carbon footprint.

Monitoring energy consumption and setting defined goals are impossible without the right data, increasingly derived from technology platforms such as CAFM and BIM models. The key starting point for every FM team is creating a baseline for energy consumption. This enables any function to then develop a coordinated programme of asset replacement and

repair, control and automation, operational e iciencies, renewable energy sourcing and generation, behavioural change, and continuous optimisation.

Data also enables organisations to report more accurately, which is key to achieving set goals, meeting standards, and adhering to compliance. However, the research revealed another notable gap in this respect, with nearly half of respondents (46 per cent) reporting that providing supporting evidence or data to prove compliance standards is a challenge. This finding is compounded by the fact that 41 per cent cited the time/e ort it takes to complete compliance reporting and more than a third (36 per cent) cited a lack of centralised so ware and digital data to maintain compliance as challenges.

LOOKING AHEAD

Facilities management is in the middle of a huge transformation driven by advancements in technology. The integration of IoT, AI, and predictive analytics is revolutionising how facilities are managed, enabling more e icient, coste ective, and sustainable operations.

More than anything, what our 2024 survey has shown is that there are still some meaningful gaps when it comes to how facilities managers perceive the various technologies in the market and their ability to utilise them. As a result, the onus is increasingly on FM practitioners, both in-house and within service providers, to stay on top of technological trends while adapting to leverage their benefits. Those who proactively adopt and integrate technology into their operations will be well-positioned to lead in a rapidly evolving industry, driving greater e iciency, sustainability, and value in the built environment.

EV charging for employee retention and wellbeing

Sta retention remains a constant challenge for businesses, especially in the modern job market where long-term loyalty to a single employer is increasingly rare. In fact, it is estimated that threein-ten UK employees leave their current organisation to join another each year (CIPD).

While employers o en focus on benefits like pensions, insurance packages, and perks such as gym memberships to retain talent, one frequently overlooked provision is parking—especially with the growing adoption of electric vehicles (EVs). With new hires surging by 38% every September, there’s no better time for facilities managers to assess the adequacy of their parking provisions from an employee retention perspective. As the leading online parking platform, YourParkingSpace highlights some of these benefits:

FINANCIAL BENEFITS FOR EMPLOYEES

Providing free or subsidised parking, particularly with EV charging capabilities, o ers direct financial benefits to employees. The average cost of charging an EV is significantly lower than refuelling a petrol or diesel car. For instance, charging an EV at home overnight can cost around 5p per mile, compared to approximately 12p per mile for a petrol car. By providing workplace charging, companies can help employees save even more, as many employees can benefit from lower electricity rates negotiated by their employers or the convenience of charging during o -peak hours.

PROMOTING SUSTAINABLE TRAVEL AND ENHANCING BRAND IMAGE

Sustainability is a critical component of corporate social responsibility (CSR). Companies are expected to demonstrate their commitment to environmental stewardship, and CSR policies o en include targets for reducing carbon footprints, promoting green practices and enhancing community engagement. Providing EV charging facilities directly supports these CSR goals. By encouraging the use of EVs, commuters can significantly reduce their carbon emissions and build stronger relationships with stakeholders who value sustainability.

Promoting sustainable travel among employees enhances a company’s brand image. Employees who see their employer taking serious steps toward sustainability are likely to feel more engaged and proud of their workplace. This sense of pride can translate into higher job satisfaction and loyalty, crucial for retaining top talent. Additionally, customers and investors increasingly favour businesses with robust CSR credentials, making sustainability a key di erentiator in a competitive marketplace.

BOOSTING EMPLOYEE PRODUCTIVITY AND WELLBEING

E ective parking solutions, including EV charging stations, can also contribute to increased productivity and wellbeing. When employees do not have to worry about finding parking or ensuring their EV has enough charge for the commute home, they can focus more fully on their work. Reducing the stress associated with parking and charging can lead to happier, more focused employees, which in turn can boost productivity.

GOVERNMENT INCENTIVES AND LONG-TERM SAVINGS

Crucially, it does not need to be costly to implement such provisions. The UK government o ers various incentives and grants for companies installing EV charging points, such as the Workplace Charging Scheme (WCS). The WCS provides eligible businesses with vouchers covering up to 75% of

the purchase and installation costs of EV charge points, capped at £350 per socket, for a maximum of 40 sockets. This scheme helps to o set the initial investment and makes it more a ordable for businesses to support their employees’ transition to electric vehicles.

Additionally, businesses that support EV adoption may benefit from reduced National Insurance contributions through salary sacrifice schemes for EVs. Particularly over a long term, these investments can lead to substantial savings.

EXPERT INSIGHT

Andy Syrett, Managing Director of YourParkingSpace, emphasises, “Providing EV charging facilities is not just an added perk; it’s a strategic investment in your workforce. It shows a commitment to sustainability, supports employee financial wellbeing, and significantly boosts overall job satisfaction. In today’s competitive job market, these factors are crucial for attracting and retaining top talent.”

SMART CLOUD-BASED SYSTEMS

Marjut Rautavaara, Head of Cloud Product Management at Siemens Smart Infrastructure, explains why cloud-based energy management systems are essential for meeting sustainability and decarbonisation targets

Climate change is an issue that concerns us all, and given that the built environment generates more than 40 per cent of annual global CO2 emissions, politicians have recognised the urgent need to act. This has meant the introduction of a series of regulations, such as the Energy Performance of Buildings Directive (EPBD) in the EU and the US Inflation Reduction Act.

To help tackle these challenges,

integrating cloud-based energy management systems into buildings of any kind and size o ers a range of advantages. These robust solutions comprehensively address the needs of building owners and operators, including facility managers. By tracking energy consumption levels, costs and carbon emission footprints, energy management systems enable building managers to meet sustainability Key Performance Indicators (KPIs), whether for single buildings or across entire estates.

ACHIEVING SUSTAINABILITY GOALS

Cloud-based energy management systems are instrumental in helping building managers meet stringent sustainability goals. They can provide the real-time tracking of energy and sustainability performance across a portfolio of buildings, with a level of detail which can help identify ine iciencies as well as measure the e ectiveness of energy management initiatives.

Utilising data directly from a building’s

(sub-)meters through its automation systems and into the cloud presents significant advantages over a more drawn out process of digitising invoices from utility services like electricity, heating, water, and gas. The realtime data which can be gathered directly from the cloud ensures fast data availability, consistency and accuracy.

For instance, a cloud-based energy system allows you to compare energy consumption and CO2 emissions between buildings over di erent time periods. This data-driven approach o ers more informed decisionmaking, enabling operators to implement targeted interventions where they are most needed.

ROLE OF AI

Artificial Intelligence (AI) plays an increasingly crucial role in helping to identify data anomalies from a variety of services

and operations. As an example, say there is a sudden spike in electricity consumption within a building due to an issue with the heating temperature levels, AI can flag up this unusual behaviour and pinpoint its source, enabling prompt corrective action. Algorithms can then be deployed to automatically adjust the underlying systems to set the room comfort level and help ensure energy savings.

AI-driven energy management tools also employ advanced algorithms for budget forecasting. These tools predict potential overruns based on consumption trends, allowing for proactive adjustments and more e ective energy cost management. Alongside this, the ability to visualise consumption patterns through heatmaps enables you to pinpoint ine icient time slots and usage patterns and optimise energy use. By adjusting the data to consider external factors such as weather, these systems can ensure accurate and meaningful comparisons, making them indispensable tools for achieving long-term sustainability goals.

across an estate. Using these systems enable managers to access comprehensive data on energy consumption and costs at any time, from anywhere. This flexibility is particularly valuable for managing large portfolios of buildings, as it allows for the identification and rectification of ine iciencies across multiple sites.

Cloud-based systems are increasingly being recognised as not only improving e ciency but enhancing transparency across an estate. Using these systems enable managers to access comprehensive data on energy consumption and costs at any time, from anywhere.”

REGULATORY COMPLIANCE

Regulatory compliance is another critical aspect in energy management. The Energy Performance of Buildings Directive (EPBD) and the Energy E iciency Directive (EED), have been the instruments to regulate energy consumption and set targets to reach net zero carbon emissions. The directives which are now overseen by the Department for Energy, Security and Net Zero, are designed to ensure the UK is on track to meet its legally binding Net Zero commitments.

Cloud-based energy management systems streamline compliance with these regulations by providing the necessary data and reporting capabilities. Furthermore, these systems o er secure integration with third-party so ware and cloud services, ensuring that sensitive data is protected while meeting regulatory requirements.

ENHANCING EFFICIENCY AND REDUCING COMPLEXITY

Cloud-based systems are increasingly being recognised as not only improving e iciency but enhancing transparency

The ability to filter data by various parameters – such as consumption groups or time periods – enables more precise analysis and comparison. This granular visibility helps operators conduct better data comparisons, leading to more informed decision-making. Additionally, automated reporting simplifies the creation and distribution of sustainability reports. Facility managers can quickly generate adhoc reports tailored to specific metrics, locations, and time periods, ensuring that internal and external stakeholders are kept informed. Scheduled reports and embedded notification systems further streamline operations, helping prevent budget overruns and ensuring timely reviews.

With the growing reality of the climate crisis, building owners and operators need to act now, and the adoption of cloudbased energy management systems is increasingly vital. These platforms o er a comprehensive solution to the challenges of energy optimisation, sustainability, and regulatory compliance. By providing real-time data, enhanced e iciency, and flexible access, they empower FMs to make informed decisions and drive continuous improvement.

The path forward is clear: by leveraging the power of cloud-based energy management systems, the built environment can achieve its goals of sustainability, compliance, and e iciency, ensuring a brighter future for all. stakeholders are kept ensuring

VISIBLE DIFFERENCE

Kevin Brown, Managing Director at The Heritage Window Company takes a look at some of the most futuristic window cleaning technology available for retail, hospitality or o ce windows

Firstimpressions count, especially for businesses operating in the hospitality and leisure sectors that have a very short space of time to make an impression. Nothing quite detracts from the look of a business, like dirty windows; the lack of care on the outside can send a clear signal to consumers that the insides see the same level of care, when in reality, this is unlikely to be the truth.

Thankfully, recent years have seen huge technological advances in window cleaning technology, and there’s a vast range of new tech that can help keep windows clean without the e ort. From autonomous robot cleaners to drones and nanotechnology, there’s plenty of new technology on the market.

Pure water: To get cleaner windows, reduce your use of cleaning compounds and use less water in the process, use pure water for your windows. Many modern window cleaners are using pure water cleaning systems, which filter standard tap water into pure H20, leaving your windows looking cleaner than ever. This allows you to enjoy cleaner windows without using cleaning compounds, limiting your impact on the planet.

Exterior window cleaning drones: Window cleaning drones are here and are already being used for high-rise o ices and awkwardly shaped buildings where human intervention might be dangerous, and they’re already making it easy to clean hard-to-reach windows, as these remote-

Interior window cleaning robots: Drones might be able to tackle the outside of windows, but if you’re looking for a schedule-and-forget solution to cleaning workspace windows from the inside, you might need a personal robot. These robots attach themselves to the inside of the window with superstrong suction and are programmed to take the most e icient path for maximum cleanliness.

Magnetic window cleaning: One of the cheaper – but just as practical – developments in windowcleaning tech is the rise of the magnetic window cleaner. Just pop one half of the magnetic cleaner on the outside of the window and the other half on the inside, and you’ll be able to clean both sides without having to venture outside at all. The magnetic window cleaners of yesteryear fell firmly into the “gimmicky” category, tending to fail when confronted by modern double glazing. However, with stronger magnets and better-quality cleaning

pads, you can rely on today’s versions to leave your windows with a great finish. This is especially useful for tall o ice blocks which would typically require specialist equipment to reach windows on higher floors.

Nanotech cleaners: The use of nanotechnology is a great way to reduce the frequency with which you have to clean your windows. These types of cleaners utilise nanoparticles, which not only dissolve the dirt on your windows, but also “heal” the glass a er cleaning it, forming a protective coating which negates the need for more regular cleaning.

Pressure washing: When dealing with tough dirt in the corners of your windows, you might be hesitant to apply a power washer to your window, but the control and flexibility provided by newer pressure washers means that you can tackle tough dirt that’s been baked hard by exposure to the hot sun.

Pressure washing is particularly suited to newer, more robust window frames such as aluminium windows or vinyl windows. Try and avoid pressure washing older wooden window frames, the power of the pressure washer could warp your window frames and irreparably damage seals and paintwork.”

WINDOW CLEANING OF THE FUTURE

Since today’s window cleaning technology probably sounds incredibly far-fetched to those living even 100 years ago, we asked AI chatbot ChatGPT to imagine what window cleaning technology might look like in the future. Here are some highlights:

Self-cleaning glass: Windows themselves might be made of smart materials that can repel dirt and contaminants.

Augmented Reality (AR) Systems: AR could be integrated into window cleaning systems, allowing technicians to visualise dirt and contaminants through smart glasses.

Solar-Powered Cleaning: Windows could harness solar energy to power embedded cleaning mechanisms.

I’m not sure whether augmented reality would make window cleaning any easier, but if it’s helping us optimise the cleaning process, I’m all for it. But what these technologies show is that the window cleaning sector has made some great technological strides in recent years, and is showing no signs of slowing down. It’s been great to see how modern advancements have been helping make life easier for homeowners, businesses and window cleaners alike.

controlled cleaners can be safely operated without even going outside.

FOCUS PEST CONTROL

PEST MANAGEMENT MANIFESTO

In the wake of the of general election, Ian Andrew, Chief Executive, British Pest Control Association (BPCA) sets out its policy details for the new Labour Government

The British Pest Control Association (BPCA) has called on the new UK government to continue conversations around pest control following the general election. The Association had published a manifesto in June, highlighting restrictions on control methods, restraints on innovation and a lack of understanding of pest control that can put homes and businesses at risk.

The document called for politicians to prioritise public health and reduce the distress, disease and destruction caused by inadequate pest control.

Underpinned by briefing documents, recommendations and key statistics, the manifesto o ers politicians, civil servants and stakeholders clear insights into pest management and the role BPCA members play in protecting public health.

BPCA’s four key policy recommendations are:

Protect homes from pests

Innovate through chemical regulation

Restrict professional tools to professional users

Drive the TrustMark scheme

For facilities managers, BPCA’s proposals around the pest control ‘tool kit’ are key, as the Association seeks to ensure professional-use products remain available to pest professionals and avoid the risks posed by untrained usage.

Following successful lobbying of ministers, Defra confirmed changes to the new licensing regime for glue boards.

Members of BPCA widely agree that a licensing scheme for the industry is long overdue, but many have concerns over the new legislation restricting the use of glue board use.

BPCA’s Chief Executive, Ian Andrew said: “While we’re pleased our concerns were finally acknowledged, we don’t believe these changes go far

enough.

“While we welcome a practicable licensing scheme for pest professionals, what has been proposed, with limited consultation only six weeks before implementation, has glaring faults, assumptions and omissions.

“Allowing glue boards to be used in food production sites shows an understanding that they are essential to public health, but whether that site distributes nationally should not be the deciding factor in whether glue boards can be used.

“We’d have liked to see the class licences expanded to include all food sites so pest professionals could continue to rapidly protect public health, without waiting many days for their individual licences to be approved by Natural England.

“The risk of rodent infestation and its impact on public health does not diminish once food leaves a production facility.

“Those risks are still present as food moves through the supply chain and businesses will likely have to close for numerous days in order to keep their customers safe.

“Additionally, we fear the high costs of these licences will make it harder for smaller businesses to keep the public safe.”

As part of its manifesto, BPCA set out an alternative format - equivalent to the voluntary standards its members already adhere to - that would require all pest control professionals to be licensed to practice.

PROTECTING HOMES FROM PESTS

Currently there are renters and homeowners living with entirely preventable pest infestations that are making them ill. FMs with large housing complexes or social housing within their remit will be aware of the issues pest infestations can bring, and the distress, disease and destruction they can cause.

There is currently no national standard for protecting homes from pest ingress. By developing a PestSafe scheme with a unified standard for pest management practices in dwellings, renters would have a clear route to proactively keeping their homes

pest-free.

The scheme would need to be mandatory for landlords and social housing, and aims to alleviate issues caused by lack of understanding around pest risks in a property as well as slow action on repairs or inadequate waste management.

EU REACH, these companies are not only paying twice, but paying the same for a much smaller market

safeguard public health, promote consumer confidence, and ensure e ective pest management practices.

The Association’s overarching aim is to professionalise the industry, emphasising the vital role of pest professionals in public health management.

The objective is to ensure that everyone can live in environments free from the threats posed by pests, which include disease transmission, property destruction, and emotional distress.

CHEMICAL REGULATION THAT ENCOURAGES INNOVATION

BPCA is calling on government to reassess the post-Brexit GB Biocidal Products Regulation fee structure to ensure new and existing pest management products are available to protect public health.

This is increasingly important as pest professionals o en create an Integrated Pest Management Plan as part of an on-going contract to prevent pest ingress or to tackle an infestation.

By working collaboratively, BPCA’s member community strives to create safer and healthier communities – free from the threats posed by pests. By working collaboratively, BPCA’s member community strives to create safer and healthier communities – free from the threats posed by pests.”

Manufacturers of the niche professional public health pesticides that have a limited UK market are e ectively paying twice to supply the same product to the EU and GB post-Brexit.

As the GB BPR costs a similar amount to

An IPMP may combine di erent physical and chemical control methods and deterrents, with multiple techniques and tools used to protect businesses and homes.

deterrents, with multiple techniques

By working collaboratively, BPCA’s member community strives to create safer and healthier communities – free from the threats posed by pests.

CHAMPION THE TRUSTMARK SCHEME

BPCA’s manifesto also contains briefing documents, policy recommendations, and key stats designed to introduce politicians, civil servants, and stakeholders to pest management.

Andrew added: “Our manifesto is the culmination of many months of work. Our member volunteers were asked: What should our ‘key asks’ be of the next government?

BPCA members are endorsed by the government’s Trustmark scheme and BPCA’s manifesto calls for all government-controlled estates to choose a TrustMark registered pest management company, wherever possible.

pest management company, pest

TrustMark demonstrates a commitment to quality and reliability in pest management services, promoting trust and confidence among consumers.

PESTS AND POLICY

Because the BPCA represents the majority of pest management work carried out in the UK, by advocating for elevated standards and professionalism in the industry it aims to

“This was the foundation of the manifesto, which sets out four policy areas for protecting people from the disease, destruction, and distress pests can cause.

“The key points champion the professionalism of BPCA members and protect the toolkit of the entire sector.

“Together with our members, we created this policy document to get politicians to engage with pest management in order to help us to continue to protect businesses, homes and public health and safety.”

To find a BPCA member visit: bpca.org.uk/find.

FOCUS PEST CONTROL

GOOD REPUTATION

Nurture Group’s National Operations Manager for Pest Control, Dave Perrett, outlines the ways and means pest control can safeguard reputation

Whenit comes to pest control, for many businesses the old adage “you only get one chance to make a first impression” rings true. Not only do pest infestations cause serious harm to a company’s bottom line, but its brand reputation, too. Anyone in business will know that their company reputation is of the utmost importance because, quite simply, firms with a positive reputation will attract and retain more customers and better sta .

For this reason alone, the most successful brands on the planet will stop at nothing to prevent and proactively manage pests. A failure to do so can devastate not only physical assets, finances, and reputation, but also things like sta morale and, more importantly, consumer perception.

POOR PEST CONTROL

Poor pest control can have a severe impact on a company’s reputation, especially in today’s digital age where online reviews hold significant influence over consumer decisions. Negative reviews resulting from a pest infestation can quickly spread across platforms like Facebook and Google, tarnishing the brand’s image and leading to a decline in business. For restaurants, a study by Harvard Business School revealed that a one-star increase could generate a 5-9 per cent revenue boost, emphasising the correlation between online ratings and financial success. This means that maintaining e ective pest control measures is essential to safeguarding reputation and ensuring long-term business success.

Turning to the impact on reputation, pests such as

rodents, insects, and disease-carrying organisms pose significant health risks to humans. Infestations can lead to the spread of pathogens, allergies, and other health issues. By implementing e ective pest control measures, organisations can show their dedication to maintaining a safe and healthy environment for employees, customers, and stakeholders. This proactive approach not only prevents potential outbreaks and illnesses but also reflects a responsible attitude towards public health.

PROPERTY PRESERVATION

Property preservation and pests are also intractably linked. Pests can cause extensive damage to buildings, structures, and valuable assets. Woodworm, for example, can silently erode the foundations of a property, compromising its structural integrity. The presence of pests, visible or not, can lead to costly repairs and maintenance. By implementing regular pest control measures, property owners demonstrate their commitment to preserving assets and ensuring their longevity. This proactive stance safeguards property investments and enhances the reputation of individuals and businesses as responsible stewards of their physical resources.

The presence of pests can quickly tarnish the image of any establishment, regardless of its nature. A major retailer faced national embarrassment in the tabloid press when a rat was found running across the supermarket floor. Pests are o en associated with uncleanliness, poor hygiene, and lack of maintenance. Whether it is a restaurant, hotel, retail

store, or o ice space, customers and visitors expect a clean and inviting environment. By implementing e ective pest control strategies, organisations not only eradicate existing infestations but also prevent future occurrences. This commitment to cleanliness enhances the reputation of the establishment, as customers perceive it as a safe and hygienic place to conduct business or enjoy services.

PEST CONTROL REGULATIONS

Many industries are also subject to strict regulations and health codes. Failure to comply with these regulations can lead to penalties, legal consequences, and damage to reputation. Pest control is o en an essential component of compliance with health and safety regulations. By proactively addressing pest-related concerns, organisations can highlight that they uphold industry standards and legal requirements. This dedication to regulatory compliance enhances reputation by showcasing a strong sense of responsibility and professionalism. In today’s highly competitive market, consumers have numerous options when choosing products or services. A positive reputation can be a deciding factor in attracting and retaining customers. A pest-free environment creates a sense of trust and confidence among consumers, reassuring them that their wellbeing and satisfaction are a top priority. By consistently implementing e ective pest control measures, businesses can gain a competitive edge, build customer loyalty, and establish themselves as reliable and reputable entities in their respective industries.

The Golden Thread: Building Safety through Information Management

In today’s complex construction landscape, the concept of the “Golden Thread” has become paramount for ensuring building safety. This continuous thread of accurate, accessible information throughout the lifecycle of a building—from design and construction to occupation and refurbishment—is not just a regulatory necessity but a cornerstone for maintaining safety standards and operational e iciency.

At Radcli es Digital, we specialise in creating and maintaining this Golden Thread through our comprehensive information management services, ensuring that stakeholders always have the critical data they need at their fingertips.

SIMPLIFYING MANAGEMENT WITH A “SINGLE PANE OF GLASS”

To manage this wealth of information e ortlessly, we deploy user-friendly, visible dashboards. These dashboards are designed to provide stakeholders with real-time updates and insights into the status of all critical information.

Features of these dashboard solutions include:

Real-Time Monitoring: Continuous tracking of data changes and updates ensures stakeholders are always informed of the most current information.

Customisable Views: Tailored interfaces allow di erent user groups to see the data most relevant to their roles, enhancing usability and e iciency.

ESTABLISHING THE GOLDEN THREAD

Creating a robust Golden Thread begins with a solid foundation of information management principles. This process starts with the meticulous collection and organisation of all relevant data, ensuring that it is stored in a consistent, structured manner. Our team at Radcli es Digital follows these key steps:

Data Collection and Standardisation: We gather all necessary documentation, from architectural drawings to maintenance records, and standardise them into a cohesive format. This ensures uniformity and ease of access.

Centralised Data Repository: All information is then housed in a centralised digital repository. This single source of truth facilitates easy retrieval and ensures that data is always current and accurate.

Lifecycle Management: We implement protocols for continuous data updates and maintenance, ensuring that information evolves with the building. This dynamic approach keeps the Golden Thread intact over time.

Alert Systems: Automated alerts and notifications ensure that no critical updates or deadlines are missed.

HANDS-ON SERVICE AND COLLABORATION

At Radcli es Digital, we o er hands-on service and work directly with facilities managers to implement a robust Golden Thread. Our approach ensures that the solutions we provide are practical and tailored to the specific needs of each building. We believe there is a solution for all sizes of buildings and portfolios, and you don’t have to go for a full Digital Twin that needs unnecessary 3D geometry to achieve this. Our practical and scalable solutions make it feasible for any organisation to maintain a reliable Golden Thread without overwhelming technological complexity.

We can implement a working linked database with your Safety Case information in record time with the possibility to add functionality as you may need.

COMPREHENSIVE PROJECT MANAGEMENT

Our holistic service approach ensures that

Linking relevant physical assets with data and information within a “single pane of glass”

the Golden Thread is not just established but maintained seamlessly. We take on the project management mantle, coordinating all stakeholders involved in the data management process.

This includes:

Assembling the Right Team: We compose a multidisciplinary team that includes IT experts, data analysts, and construction professionals to cover all aspects of the Golden Thread.

Strategy Development: We work closely with clients to develop a tailored information management strategy that aligns with their specific needs and regulatory requirements.

Sustainable Solutions: By focusing on long-term sustainability, we ensure that the information infrastructure we put in place can withstand the test of time and regulatory scrutiny.

MAINTAINING COMPLIANCE AND EFFICIENCY

In the face of inquiries from the Building Safety Regulator, having a well-maintained Golden Thread means you won’t have to scramble to reconnect the information dots. At Radcli es Digital, our sustainable solutions are designed to provide peace of mind. With our services, you can be confident that all relevant information is readily available, ensuring compliance and enhancing the overall safety and e iciency of your building projects. Partner with Radcli es Digital to experience the benefits of a meticulously cra ed and maintained Golden Thread. Let us help you build a safer future through exceptional information management.

Full lifecycle Golden Thread

WINNING AT SAFETY

The British Safety Council (BSC) announced the winners of its International Safety Awards (ISAs) 2024 in June. FMJ reports on the awards criteria and how it underscores the BSC’s ‘Health, Safety, and Wellbeing Manifesto’

The International Safety Awards recognise an organisation’s commitment to excellent standards of health, safety and wellbeing management at a specific site or business unit.

The awards, which are open to all organisations, large or small were launched in 1968 to provide companies, teams and individuals with the chance to gain recognition for their hard work and achievements in protecting and enhancing the health, safety and wellbeing of their organisations’ workers.

This year, 1148 organisations of all sizes and sectors won British Safety Council’s ISA awards. They came from as far as Africa, Asia, India,

mainland Europe and the Middle East. Two hundred and seventy-eight applicants achieved a distinction, 463 achieved a merit and 407 achieved a pass.

JUDGING CRITERIA

To qualify for recognition, organisations answer a series of online questions about their approach to protecting and enhancing the health, safety and wellbeing of their workers and others who could be a ected by their work activities, such as contractors.

Among the key criteria that companies are encouraged to use as part of their submission

is how they have identified the most significant issues at the site in relation to occupational health hazards, occupational safety hazards, and wellbeing concerns. Additionally, they are also asked to outline the control measures they have put in place to control these risks. This may include their key health, safety and wellbeing policies and procedures and how they communicate these policies and procedures e ectively to their workforce. The award submissions are site specific – with the onus on applicants to convince the adjudicators that their particular site/

business unit deserves an award based on its commitment to health, safety and wellbeing management. Each submission is judged independently by a number of senior health, safety and wellbeing professionals across a variety of organisations.

AWARD CATEGORIES

One of the main categories of awards is the Sector Award: this award recognises ‘best in class’ submissions by industry sector.

Sector award categories are:

Construction and property activities

Consultancy and advisory

Education

Financial, IT, legal, scientific and technical services, media

Health and social care

Leisure, sports clubs, hospitality and catering

Local government, defence and public services

Manufacturing

Not for profit

Oil, gas, mining and quarrying

Onshore major hazard

Power and utilities

James Tye Award, Wellbeing Initiative Award, Health and Safety Transformation Award, and the Seize the Opportunity Award.

This range of awards recognises individuals – such as the CEO Award and the Health, Safety and Wellbeing Ambassador of the Year Award - and teams whose outstanding achievements resulted in a significant improvement to health, safety or wellbeing from a collaboration of stakeholders and gives the opportunity to include members of the organisation, suppliers, subcontractors and/or the wider community.

The James Tye Award recognises an organisation or team of individuals who have developed and run a campaign that made a significant impact on health, safety or wellbeing in the workplace. The award is named in honour of the British Safety Council’s founder, James Tye, who campaigned tirelessly to improve the health, safety and welfare of people at work from the organisation’s foundation in 1957 until his death in 1996.

Transportation, distribution and storage

Wholesale and retail services

Alongside this category is the Best in Country Award. All International Safety Award applicants are entered into this category, provided there is a significant number of applications from the same country, and the highest scoring and best overall application therefore allows the winner to benchmark themselves against other leaders in their territory.

As the parameters of H&S have shi ed since the awards were launched, so too have the breadth of awards. Recent additions include the CEO Award, Health, Safety and Wellbeing Ambassador of the Year, Team of the Year, The

Meanwhile, the Seize the Opportunity Award rewards organisations that have gone the extra mile to seize health, safety or wellbeing opportunities resulting from a crisis. This year’s ceremony also incorporated the 7th Mates in Mind Impact Awards, which are given by British Safety Council’s sister charity, Mates in Mind, to companies seeking to improve mental health at work, especially in the construction sector.

Fifty years on from the landmark Health and Safety at Work Act (1974), British Safety Council, is calling on political leaders and policymakers to “commit to making the next 50 years the safest in our nation’s history” by creating a joined-up, government-led approach to health, safety, and wellbeing for the ﬁrst time.”

British Safety Council’s policy calls include: A dedicated Minister for Wellbeing, who would lead the cross-governmental development and delivery of the UK’s first National Wellbeing Strategy.

Support for companies that invest in new and developing technologies (including AR, VR, and AI) to improve health, safety and wellbeing standards in the workplace.

The inclusion of health and safety training spend to be included in any new Skills Tax Credit, to honour the legacy of the Health and Safety at Work Act and renew the Government’s commitment to statutory training.

BSC MANIFESTO

British Safety Council recently published its ‘Health, Safety, and Wellbeing Manifesto’, setting out policy calls to the UK Government. These consist of seven key policy asks, sitting within four policy areas: regulation; wellbeing; technology and the future of work; and skills.

Fi y years on from the landmark Health and Safety at Work Act (1974), British Safety Council, is calling on political leaders and policymakers to “commit to making the next 50 years the safest in our nation’s history” by creating a joined-up, government-led approach to health, safety, and wellbeing for the first time.

Adequate funding for the Health and Safety Executive (including the Building Safety Regulator) and for local authorities who hold statutory duties for the regulation and inspection of health and safety.

According to the manifesto: “As we look at new and developing technologies, from AR and VR to AI, we naturally look to what the next 50 years might hold for worker health, safety and wellbeing. How might we be able to harness new technologies –and new ways of working – to create safer, healthier working environments; at home and around the world?

“The world of work is changing, and we want to incentivise companies that invest in new and developing technologies such as AR, VR, and AI for the purposes of improving workplace health, safety and wellbeing. We think health and safety skills - and the training that is required by law - should be

the 7th Mates in Mind Impact

companies in construction sector.

supported by a tax credit.

“We should look at how we can best support small businesses, in particular, who lack an HR team to develop a wellbeing strategy? We would like to incentivise a new skills tax credit for companies which invest in training sta and line managers. And we want to see new innovations which benefit health, safety and wellbeing supported by a new corporation tax o set for investment in AI and other new technologies.

“Policymakers must provide the funding that the Health and Safety Executive needs to face the challenges of the future, head on. This includes the new Building Safety Regulator, as well as local authorities where they hold responsibility for inspection and regulation.

“Only by ensuring that our regulators have the resources and powers that they need to keep workplaces safe, can we ensure that the UK retains its position as a world leader in health, safety, and wellbeing.”

The policies in British Safety Council’s manifesto are founded on data showing that, in the UK, public health outcomes are worsening, and levels of workplace stress and anxiety are increasing, impacting health and wellbeing outside of the workplace.

The UK lost an estimated 32.5 million days to work-related ill-health and nonfatal workplace injuries in 2022/2023, and sickness and illness are at a 10-year high,

with costs for poor wellbeing and poor mental health costing an estimated £122 billion per year.

WINNERS OF 2024 AWARDS

Comments Mike Robinson, Chief Executive of British Safety Council: “We had a record number of entries for the awards this year with entrants from over 50 countries and I’m delighted to say that the overall standard has been higher than ever before. Along with the Mates in Mind Impact Awards we are delighted to see the awards go from strength to strength.

“The vision of British Safety Council is that no-one should be injured or made ill through their work – anywhere in the world. Achieving this requires more than complying with legislation; it means people committed not only to health and safety but also more and more to workplace wellbeing and impelling others to follow suit.

“The long list of winners of the International Safety Awards demonstrates that a significant number of companies recognise that e ective management of health and safety risks is a business growth enabler, benefiting not just employees, but organisations and wider society. By celebrating the achievements of the 1124 winners of the 2024 International Safety Awards and over six decades of improving health and safety standards around the world, we encourage other organisations to

adopt this approach and place employees’ health, safety and wellbeing at the core of their business.”

Some of the most notable Category Winners in the free to enter awards include:

CEO of the Year: Eyab Mijwal - Smart University of Science and Technology

The judges noted: “Mr. Eyab Mijwal’s exceptional contributions to the field of occupational health and safety at the Smart University of Science and Technology have been transformative and pioneering. His innovative initiatives and persistent dedication have not only elevated the safety standards but also significantly influenced the safety culture within and beyond the institution. His achievements are not just a reflection of his personal dedication but also serve as a benchmark for safety excellence, inspiring others to follow in his footsteps.”

Health, Safety and Wellbeing Ambassador of the Year Award: Arun Raveendran - National Contracting Co.

“Mr. Raveendran’s leadership ensured a balanced approach to operational risks and business profitability, enhancing the workplace’s occupational, health, and environmental aspects and fostering a productive environment. His meticulous planning and execution in challenging environments demonstrated excellence in risk management, strategic planning, and safety leadership.”

Wellbeing Initiative Award – powered by Being Well Together was awarded to Joseph Gallagher.

“The core focus of the Joseph Gallagher wellbeing initiative was to proactively enhance the mental health and wellbeing of their employees, particularly those on construction sites. Recognising the profound impact of mental health on both individual wellbeing and organisational performance, their goal was to cultivate a workplace environment that champions openness, support, and community. Taking a multifaceted approach, the initiative resulted in a more connected, positive workplace culture. Increased participation in events, positive feedback from employees, and enhanced fellowship were indicators of a strengthened community.”

All the winners of the Free to Enter awards are listed here www.britsafe.org/awardsand-events/awards/international-safetyawards/free-to-enter-awards-applicantlists-2024

A list of winners can be found here: www. britsafe.org/awards-and-events/awards/ international-safety-awards/internationalsafety-awards-2024-winners-list

insights, case studies & workshops to meet the challenges of today & tomorrow

MANUFACTURING SAFETY

InMeg Swanson CMO, Eptura with advice on strategic health and safety measures for safer manufacturing environments

the fast-paced world of manufacturing, facility management and maintenance safety are critical components that directly impact productivity and operational e iciency. Manufacturers face the challenge of balancing high production demands with the need to maintain a safe and e icient workspace. Here are some essential practices and technologies that can help enhance maintenance safety in manufacturing environments.

UNDERSTANDING THE IMPORTANCE OF EFFICIENT FM

E icient facility management in manufacturing isn’t just about keeping equipment running; it’s about creating a systematic approach to optimise the safety, e iciency, and longevity of assets. This involves regular maintenance schedules, safety checks, and the technology integration to monitor and manage the health of machinery and equipment and prevent costly unplanned downtime.

However, data from our 2023 Workplace Index report shows that 60 per cent of companies still use spreadsheets to manage their assets and 50 per cent still use email for ticketing requests, while according to a survey by Industry Week, a third of manufacturers struggle to align material availability and production demands.

Fortunately, digital solutions hold a lot of promise within the manufacturing landscape. Advancing technologies are helping organisations control costs, enhance safety, and cut carbon emissions. This is why technological innovations will play a pivotal role in transforming facility management within manufacturing and other assetintensive industries.

WORKPLACE INDEX TOP THREE

Eptura’s 2024 Workplace Index found the top three technology implementations leaders will deliver across asset management this year are data analytics, integrated workplace platform, and work order integration. Improved analytics capabilities

and integrated solutions may help manufacturers minimise exposure to risk, ensure healthier assets that run more e iciently and produce fewer emissions, and anticipate problems before they happen.

Here are technological advancements that are making a significant impact on the manufacturing industry:

Establishment of an asset taxonomy (a hierarchical categorisation of an organisation’s assets) for e ective Enterprise

Asset Management (EAM): Taking the time to create a standardised taxonomy creates better communications and coordination and enables the use of predictive AI functionality. For example, ARC Advisory Group found that using a computerised maintenance management system can reduce maintenance costs by up to 20 per cent and boosted labour productivity by 25 per cent.

Harness digital twins for enhanced asset management and safety in construction and manufacturing: In the construction sector, digital twins optimise asset management and space utilisation, and enable the testing of safety procedures like emergency evacuations. In manufacturing, these virtual models simulate operations, allowing for risk assessment and safety tests without endangering equipment or personnel.

Set a 2030 vision for sustainable and e icient facility management: Eptura’s Workplace Index 2024 also reveals technicians require roughly twice as much time to complete reactive versus preventive work.

Establishing a 2030 vision for your organisation’s facility management, enables you to focus on the annual ROI from transitioning to energye icient assets, avoid fines through sustainability compliance, enhance safety, and move from reactive to proactive maintenance.

KEY STRATEGIES FOR MAINTENANCE SAFETY

1. Preventive maintenance: Implementing a preventive maintenance strategy is crucial for

reducing the risk of equipment failure and ensuring worker safety. Regular inspections and servicing can help identify potential issues before they lead to equipment breakdowns, thus maintaining continuous production and safety in the workplace.

2 Safety training and engagement: Regular training programmes are essential to ensure that all employees are aware of the best practices and safety procedures related to equipment handling and maintenance. Engaging employees in safety discussions and encouraging them to report potential hazards can lead to a safer working environment.

3. Use of technology: Leveraging modern technologies such as IoT sensors and predictive maintenance so ware can significantly enhance maintenance strategies. These technologies provide real-time data on equipment performance, predict potential failures, and schedule maintenance activities e iciently, thereby reducing the risk of accidents and improving safety.

An analysis of manufacturers fleet vehicles participating in a preventive maintenance programme found that they experienced 20 per cent fewer days of downtime per service repair compared to those not in the

programme.

4. Standardisation of procedures: Standardisation helps in minimising human error and enhances overall safety. Applying this to maintenance procedures ensures that all tasks are performed consistently and safely. This includes creating detailed work instructions, using checklists, and ensuring that maintenance tasks are performed to a high standard.

5. Emergency preparedness:

Developing and implementing emergency procedures is vital for handling unexpected incidents. Regular drills and training on emergency response can prepare employees to handle equipment failures and accidents e ectively, ensuring their safety and minimising damage.

FM maintenance safety is integral to successful manufacturing operations. By implementing robust maintenance strategies, embracing technological innovations, and fostering a culture of safety, manufacturers can significantly reduce risks and improve productivity. As the industry continues to evolve, staying updated with emerging trends and technologies in facility management will be key to maintaining a competitive edge and ensuring a safe working environment for employees.

OVERHEAD CRANE SPECIALIST ASSET MANAGEMENT

HOW DOES IT WORK?

An e ective asset management agreement that deals specifically with overhead cranes has several facets that must be considered. As assigned duty holders alongside your end user, it is our responsibility to keep assets safe and productive. An overhead crane failure can result in significant losses due to downtime, and potentially very serious safety concerns. Spend trend analysis, results trend analysis, and finally compliance, all combine to produce a comprehensive asset management agreement to reduce these risks.

SPEND TREND ANALYSIS

This involves monitoring assets over time and providing data on the amount of costs the asset is incurring. It is from this data you can see which crane is costing you the most in repairs or downtime. The data enables informed decisionmaking, meaning an overhead crane can be replaced or refurbished with confidence that the investment is worthwhile based on previous data.

RESULTS TREND ANALYSIS

Separate from spend trends are result trends; this involves monitoring assets to gather data on outputs and potential influences that are a ecting any changes. Non-destructive testing (NDT) enables the monitoring of these trends. Wire rope, oil analysis,

an innovative NDT solution that monitors crack growth in steel assets over time, enabling datadriven maintenance decisions. The detection system removes operational downtime caused by traditional NDT, o ers constant monitoring in place of isolated testing, and is far less labour intensive meaning a reduction in the overall cost.

COMPLIANCE

Legislative compliance is a final critical element to e ective overhead crane asset management. Duty holders of overhead cranes have a responsibility to ensure that their equipment is kept in safe working order. The Provision and Use of Work Equipment Regulations 1998 (PUWER) dictates that a periodic preventative maintenance schedule is required to monitor the assets condition over time. The resulting service reports produce remedial work suggestions to keep equipment in safe condition.

Street Cranexpress o er flexible service agreements that suit your schedule. We provide an online portal to enable you to instantly download your service reports for specific assets should they be requested. Our regular service visits are followed up with quotes for any necessary remedial works, backed by a dedicated estimating team that enables our e icient process. There are no unnecessary, frustrating waiting periods when we are your partner.

The Li ing Operations and Li ing Equipment Regulations 1998 (LOLER) require duty holders to undertake a Report of Thorough Examination (ROTE) to determine the condition of an asset; these are undertaken once every 12-months, or ad-hoc due to exceptional circumstances.

Street Cranexpress can produce spend trend analysis reports as part of a service agreement. We display the information to you with feedback and suggestions on your options. You can then confidently present this information and plan based on historical data.

thermal imaging, and vibration monitoring are all examples of NDT. Consistent testing produces monitorable results and aids informed decisions based on production.

Street Cranexpress provide NDT to produce results trend analysis. Including the solutions listed above, we also provide wireless crack detection;

To remain compliant, duty holders can hire an overhead crane asset management company and follow a regular service agreement which includes regular condition servicing and ROTEs.

MASTER SERVICE AND SERVICE LEVEL AGREEMENTS

Like any asset management agreement, an overhead crane specialist should also provide a Master Service and a Service Level Agreement (MSA and SLAs). The MSA sets financial obligations and terms and conditions for a framework agreement, whilst SLAs are unique to each site, so multiple sites mean multiple SLAs. These agreements are where measurable KPIs, meeting schedules, asset registers, and a general account management plan is put in place. Street Cranexpress introduce you to your account manager and detail the people within the departments of our business that will support you throughout your agreement with us.

TRUVOX INTERNATIONAL LAUNCHES NEW WEBSITE AND SHOWROOM WHILE INVESTING IN PEOPLE FOR GROWTH

Hedge End, Southampton-based Truvox

International – a leading global manufacturer and supplier of commercial and industrial floorcare machines – has refreshed its brand, launched a new website, and opened a new showroom and training centre. In addition, it is making a major investment in people as it plans for significant growth.

“We’re excited to show Truvox evolving – our new logo, our new branding and now our new website repositions us a Global Floorcare Solutions business,” says Executive Director, Gordon McVean. “The website allows customers to discover our latest products, easily compare machines, watch videos and access supporting documents. Plus, the dedicated support area allows customers to download the information they need straight to their device. The website is also available in di erent languages to support our international customers and markets.”

New showroom and training centre

“Meanwhile, the new showroom and training centre provides the opportunity for us to show our full range of floorcare solutions and provide machine training for customers and sta . It features a variety of flooring

types so that we can demonstrate each machine’s e ectiveness and ease of use.

“Existing and prospective customers are invited to visit, so they can see and try machines from each of our ranges, including: our single-disc Orbis range; Hydromist carpet cleaners; a full range of vacuum cleaners from the popular VTVe tub vacuum and Valet Battery Upright II, to the newly launched VTVe Compact; and our Cimex Three Brush multipurpose machines.

“But perhaps the star of the show is our Multiwash™ PRO scrubber dryer range. Available in three sizes, the machines wash, scrub and dry in just one single pass, leaving floors clean, dry and ready to walk on.

Importantly, the Multiwash™ PRO range has now been expanded to include our new Multiwash™ PRO Steam and Multiwash™ PRO Battery which we launched at Interclean in Amsterdam in May.”

Investing in people for growth

“Truvox International has grown steadily over the past five years and to deliver the next stages of this success, we have invested in several new people,” says Executive Director Gordon McVean.

“Our parent company Tacony Corporation is fully supportive of these developments, and we’ve taken the view that this year we're investing in people, so that next year we can further invest in growth.”

DAIKIN PARTNERS WITH MIXERGY TO OFFER UNPARALLELED BENEFITS FOR SOCIAL HOUSING RETROFIT AND NEW BUILD

Mixergy and Daikin are excited to announce their new joint o ering to social housing providers and new build developers. By combining a Daikin Altherma heat pump with a Mixergy smart hot-water cylinder, social housing providers and new build developers can boost EPC scores while enhancing living standards for their tenants. This new partnership is a testament to Mixergy’s unique ability to save on hot water energy consumption for the home with any heating solution and Daikin’s drive to be part of grid connected solutions that reap the benefits of dynamic tari s.

Mixergy’s innovative smart hot water cylinder range has been proven to reduce hot water energy consumption significantly. Daikin has enabled Mixergy to optimise the heat pump settings, resulting in even better system e iciency and reduction in primary energy, as recognised in the building regulations.

This is a first for the industry. Combining these patented technologies with Daikin’s Altherma

heat pump range delivers a RdSAP and SAP upli from Mixergy’s Appendix Q solar diverter addition. Currently, Mixergy is the only manufacturer to have extra energy savings recognised through Appendix Q compared to a standard PV diverter. In addition, tenants and homeowners benefit from lower running

costs combined with shorter water heating times.

By implementing their combined o ering, housing providers can deliver on their promise to provide better homes for homeowners and tenants while significantly reducing carbon emissions. Mixergy’s connectivity gives social housing providers access to a unique welfare dashboard that checks hot water temperatures and monitors tenant activity usage of the domestic hot water. This enhanced monitoring allows for health and checks of the tenants and ensures compliance with Legionella requirements. At the same time, Mixergy is helping to solve massive grid congestion problems, which will enable more renewable energy to be deployed across the country. Mixergy recently announced their first Mixergy eXtra bolt-on tari from British Gas that pays customers. Tenants can also make use of dynamic tari s from suppliers to heat their hot water when the energy is cheapest, which is typically when the carbon emission levels are the lowest.

STO REVITALISES LONDON OFFICE BUILDING WITH SPECIALIST RENDERING

Sto, in partnership with applicators Chiltern Contracts, have delivered a rendering project maximising performance and aesthetics for a refurbished multi-purpose building in central London.

Located in Oxford Circus, Henry Wood House was constructed in the 1960s and comprises a 16-storey tower with two five-storey interconnecting wings. The building incorporates 69,000 sq of o ices, 10,800 sq of retail and a hotel on the upper seven floors.

The external renovation required the existing façade to be refurbished including new rendering.

trowel, the applicators carefully pulled the trowel in one direction across the render and at a specific angle to create the exact finish required.

Sto was selected to design a system which would not only repair the damaged façade but meet a specific design brief from Ben Adams Architects and building owners Derwent. A modern, linear render finish was needed to bring texture to the building render and provide a durable surface.

Bogdan Stefan, Project Manager for Chiltern Contracts’ facades division, said: “The linear appearance, which was to be applied across thousands of metres, was particularly challenging and hadn’t been replicated anywhere else in the UK before.

“Meticulous planning was paramount to achieve the required result. Sto provided specialist training for our applicators so we could create extensive mock-ups for the client’s approval before commencing the work.”

To create the StoSignature linear appearance, Stolit MP render was applied and, using a special V-shaped

MORE CHOICE MORE PACE

GEZE UK is delighted to announce several new products have been added to their range of pedestrian tra ic control systems, PACE, to give even more choice when selecting solutions that o er safe and e icient control of pedestrians in and out of buildings. All products are supplied and installed in accordance to EN 17352:2022 –the standard for powered turnstiles and speed lanes that was harmonised in August 2023.

New to the range are the SL 550 and SL 900 speed gates with stylish folding high gates and a reliable, robust design that guarantees e ective protection of the building making them ideal for banks and o ices.

The popular SW 100 range has been extended to include two extra wide options. The SW 100 Wide and SW 100 High Glass Wide both o er a passage of 1200mm perfect for ease of carrying luggage and wheelchair access.

OX S, OX M and OX XL are a new series of aesthetically pleasing turnstiles with ergonomic design and e icient control – ideal for high tra ic flow locations.

In the full height category, the HW G / NG with glass leaves and side panels perfectly combine modern aesthetics and functionality for even greater security

with high visibility.

More cost e ective than manual checks and providing round the clock control in buildings that are operational 24 hours a day, pedestrian access control is ideal for controlling access to any part of a building that requires it, as well as the main entrance.

Prior to applying the specialist render finish, the StoReno Plan system was used to repair the façade and was installed over the failing mosaic tile cladding and granite slips. The system comprised an adhesive bedding coat, StoReno A recycled glass, meshreinforced carrier boards, a reinforcing coat with reinforcing mesh (fully embedded) and the decorative render finish, which will ensure the new façade is resistant to cracking and weathering. The new repair system is specifically selected for installations requiring A2-s1, d0 reaction to fire classification.

The complexity of the installation saw Sto provide ongoing technical advice and support to the applicators throughout the project. Due to the building’s existing structure and high negative wind loads, strict fixing patterns had to be agreed and adhered to. The installation was reviewed by Sto at various stages to check the workmanship and to secure an extended warranty.

The rendering project was completed on time and meeting all parties’ high expectations.

The PACE range can be tailored to the needs of any specification, compatible with many control devices - push button, card reader – available as single or bi-directional use, and di erent lane widths. To complement the design or match automatic doors di erent finishes can be specified – brushed stainless steel, polished stainless steel, or RAL powder coating.

Where security is a high priority, options include high panels and anti-tailgating functions. IRIS readers, and finger-print or face recognition devices can also be integrated. But whatever the demand for security, the visual aspect of the building is never compromised.

Controlling large numbers of people entering or leaving a building ensures their safety but, in an emergency, or power failure, all motorised systems can be used freely in both directions.

GEZE UK o ers a complete package of pedestrian control that includes access control and automatic doors. Said Andy Howland, Sales and Marketing Director for GEZE UK: “These new products o er even more choice, several of which are like nothing else in the market. Together with GEZE automatic doors and the PACE range of access control we o er specifiers a complete package to control the flow of people in and around a building ensuring safety and security at all times for those using the building.”

SWIFTCLEAN ACADEMY ADDS HIGHFIELD LEGIONELLA COURSES

Swi clean Academy, the industry training facility provided by Legionella and ductwork risk experts Swi clean, has added to its training portfolio with two new online courses: Legionella Control for Responsible Persons Training Level 3 and Legionella Awareness Level 2: Hot and Cold Water Systems both of which are accredited by Highfield Qualifications.

Swi clean’s in-house training team has successfully delivered its first online courses in June 2024, with further dates available for Level 3 in August and October, while the Level 2 course has places available in September. Designed to equip and enable Duty Holders, Responsible or Deputy Responsible Persons, as well as day to day managers, the courses are easy to relate specifically to the control of Legionella on candidates’ sites. These courses provide a wealth of information about Legionella, and how to maintain clean water systems to prevent outbreaks of Legionellosis.

KEY APPOINTMENTS AS SOFTWARE SPECIALIST BRINGS ENTERPRISE RESOURCE PLANNING TO THE UK AND IRELAND TRANSPORT INDUSTRY

jobmate, so ware providers to the supply chain, construction and service management industries, announce two key appointments as the company introduces its revenue generating ERP services to businesses in the UK and Ireland.

Joining the jobmate board as Non-Executive Director, is Ian Newcombe - ex CEO of Sanderson Group plc, specialist providers of digital ERP solutions for the retail, logistics, food processing and manufacturing sectors.

Highfield Qualifications is part of the Highfield Group, a global leader in compliance and work-based learning and apprenticeship qualifications and one of the UK’s most recognisable awarding organisations. Swi clean becomes Highfield Centre number 33637; however, it is one of only a very few training centres in the UK to o er the Legionella Control for Responsible Persons Training Level 3 in conjunction with BESA ductwork hygiene training courses, helping to promote cleaner, healthier air, as well as water, in buildings. www.swi

clean.co.uk

NORTHWOOD SCOOPS TOP EDI AWARD

Northwood Hygiene Products Ltd - the leading manufacturer and supplier of away-from-home (AfH) professional paper hygiene and wiping products - has won the inaugural Equality, Diversity and Inclusion (EDI) Award in the Confederation of Paper industries’ 2024 Paper Industry Gold Awards.

New for 2024. The EDI award recognises a company or individual who has demonstrated exceptional commitment to the promotion of EDI.

Northwood’s winning entry was commended by the judges for its holistic strategy that supports its diverse workforce and had achieved results, including less sta attrition and faster recruitment.

Commenting on the award win, Dawn Roberts, HR Director at Northwood Hygiene, said: ”We are absolutely thrilled to have won the EDI award, which recognises everything that we have done as a business around recruitment and engagement. We’re really proud of our HR strategy – ‘Success Through People’ – which aims to create an inclusive environment where colleagues, workers and our communities feel valued and thrive.

“We are committed to raising awareness and further improving our diversity and representation from local communities to enhance the employee experience and enable our colleagues to be their true selves. This award marks all the hard work that has gone into developing a more diverse and inclusive business where all our colleagues feel valued.”

www.northwood.co.uk

“During 15 years with Sanderson, I saw the development of numerous resource management so ware tools as business managers began to embrace the benefits of enterprise resource planning. Now, as jobmate brings its unique native cloud system to the logistics industry, I look forward to playing a key part in the company’s continuing success.”

Meanwhile, the position of Sales Manager for jobmate in the UK and globally, is filled by Joe Stepien. Joe’s extensive experience, gained over 10 years in the HGV and LCV sectors, saw his rise from IRTEC-accredited technician working with main brands such as Keltruck and Scania, through to running the a er sales business of a leading UK dealer.

“jobmate are fast-growing so ware innovators whose native cloud operational solutions suit businesses of virtually any type and size,” says Joe. “I’m looking forward to working with operators and suppliers across the UK supply chain and other sectors to provide tailored and e icient ERP solutions.”

KNIGHTSBRIDGE’S COMMERCIAL DOWNLIGHTS MEET EVERY NEED

Tailored to address every commercial need from o ice to factory, three new downlights o ered by Knightsbridge – one of the UK’s leading manufacturers of wiring accessories and lighting – share key features such as plug and play connectors for easy installation and dimmable drivers as standard. The line-up consists of Kara, Sara and Seren, all of which deliver superior energy e iciency through advanced LED technology, with a rating of at least IP20.

The downlights o er versatile wattage and colour temperature options to meet varying lighting requirements and are compatible with EMKIT2L to provide emergency lighting options.

Kara LED panels are round and recessed, employing edge-lit technology to distribute light evenly without glare or black spots. Available in power settings from 6W to 24W, the Kara has a slim profile that makes it easier to fit in shallow ceilings.

Sara downlights merge a robust die-cast aluminium construction with functional flexibility, o ering TRI-CCT and TRI-Wattage options that range from 15W to 40W. The series allows for precise lighting adjustments through its rotation and tilt capabilities.

Constructed from a robust die-cast aluminium body coated with a white powder finish, Seren downlights provide TRI CCT (3000K/ 4000K/ 5000K) and TRI wattage options, which means the lighting can be adapted to di erent environments e ortlessly. There are nine wattage settings, across three di erent fittings, from 7W to 40W and high e iciency up to 175lm/w.

www.mlaccessories.co.uk

STOVENTEC GLASS MEETS UNIQUE DESIGN BRIEF

A glass rainscreen system manufactured by Sto in four di erent designs has been used as part of the £21m transformation of an indoor entertainment centre.

Located in Manchester city centre, the Printworks is home to bars, restaurants and leisure facilities. The refurbishment has delivered Europe’s largest digital ceiling, which spans 1,000 sq m and features creative content as well as special e ects. Façade improvements, upgrades to public realm, new entrances and a public art installation add to the huge renovation, which was led by DTZ Investors.

Working in partnership with specialist contractor Cra Interior, Sto helped architects CDA bring their design vision to life using the StoVentec Glass A rainscreen system. This cladding system comprises tempered safety glass which is bonded to a carrier board to produce bespoke composite panels, available in any size, shape, colour or finish. The panels are secured to Sto’s bespoke hidden-fix subconstruction, combining both stainless steel and aluminium components.

“Originally, we just wanted to use a metal cladding system throughout, but for various reasons, couldn’t find a viable product,” explains David O’Connell, Senior Architect at CDA. “We then began speaking with Sto about what we were looking to achieve

aesthetically. We soon realised that StoVentec Glass could open up more creative options allowing us to use glass cladding on a much wider scale.”

Unique glass facades

CDA required a modern, robust material which could be customised to create unique patterns and reflect its surroundings.

“Within the Printworks, there is quite a lot going on in terms of di erent visuals and facades, so we didn’t want to create something really new and shiny with the glass,” adds David. “Our brief was more focused on what we labelled ‘urban wallpaper’ to help tie the glass cladding back to the building’s context.”

To meet these requirements, StoVentec Glass panels were digitally screen printed with three

INNOVATIVE CLEANING TROLLEY FROM ROBERT SCOTT FILLS CRITICAL GAP IN MARKET

Cleaning manufacturer and distributor, Robert Scott, has launched a versatile new general-purpose cleaning trolley featuring a variety of unique functions, including the ability to securely carry a tub vacuum alongside other essential cleaning tools.

Designed in response to extensive market research, the Exel Multipurpose Trolley has been developed with flexibility in mind and is packed full of useful features to accommodate a wide range of cleaning requirements.

di erent graphics. Inside the Printworks, one graphic emulates the appearance of bricks and the other, stone. Both have been designed to complement local architecture, including the Portland stone that features on the building’s historic façade.

Plain StoVentec Glass panels in matt and gloss white finishes were also produced for the interior.

Externally, the StoVentec Glass panels were printed in a yellow and white pattern to create an eye-catching façade for one side of the building.

In addition to meeting the aesthetic design brief, the StoVentec Glass A rainscreen system provides significant safety benefits. Independently certified by the British Board of Agrément (BBA), the system has an A2-s1, d0 reaction to fire classification to EN13501-1 and a service life in excess of 30 years. It has also passed stringent bomb blast tests.

MAKITA LAUNCHES ITS FIRST ROBOTIC MOWER

The trolley features a wheel groove in its base to keep a vacuum stable while in transit; meanwhile, coverable slots enable a Bu alo bucket to be kept secure when using it as part of a Kentucky mopping system. An innovative accessory rail running around the trolley allows for numerous configurations of its two seven-litre lockable containers, two handle/equipment holders, and a rubberlined hose clip.

The trolley comes equipped with a 45L waste bag and a checklist holder built into the bag cover. In addition, two of the trolley’s wheels feature a brake to ensure it only moves when users want it to.

Robert Scott is also developing plans for the trolley to eventually integrate with Follow Me technology, which will allow it to autonomously follow cleaners and free up their hands to further enhance e iciency.

The compact trolley is available now and is suitable for a wide range of environments.

Makita continues to power the outdoors with its new robotic mower. Providing automatic mowing and charging, the RM350D Robotic Mower can cover lawns up to 3,500m2 and slopes of up to 26°. With a cutting width of 240mm, rapid charging capabilities and long uninterrupted usage time, the solution provides ultimate convenience for those looking for fuss-free lawn maintenance.

The RM350D Robotic Mower is designed to mow the lawn and recharge automatically on its dedicated charging station. It cuts the grass into small pieces, leaving them on the lawn to act as a natural fertiliser. Thanks to the automatic cutting height adjustment, both the starting and target height of the lawn can be adjusted. Specifically, the cutting height can be adjusted from 2060mm in precise 5mm increments.

The RM350D is simple to operate. Users simply need to set the boundary wires and guides and press go, with no need to download and sync up to an app. Four high quality brushless motors drive the blades and power the machine across the working area and once the battery has discharged, it automatically returns to its charging station and resumes mowing when the charging is completed, making it a totally autonomous system.

www.makitauk.com 01908 211678

SOFTWARE COLLABORATORS SET TO REDUCE COSTS AND CARBON WITH NEW AI/ERP SOLUTION

Optimize, a leading transport optimisation specialist is joining with midlands so ware developer jobmate to introduce a cloud-based, AI-driven Enterprise Resource Planning (ERP) platform which the company says, cuts costs, reduces vehicle emissions and increases overall business e iciency in the logistics industry and beyond.

WATERBLADE IS NOW THE ESTABLISHED WATER SAVING WASHROOM TAP MOD

Based in the north-east and a prominent developer of algorithm-based fleet so ware, Optimize (also known as ‘The Algorithm People’) aims to help organisations become more e icient by integrating route optimisation, AI and machine learning technology into their fleet management process.

The new partnership expects to deliver savings of up to 30%, while enabling businesses such as logistics operators, facilities management providers and construction companies to optimise their vehicle routes from within the ERP system, as part of an integrated end-to-end e iciency solution. jobmate is an industry-specific so ware innovator whose native cloud operational solutions suit businesses of virtually any type and size. According to the company, the name jobmate reflects what the system does for businesses across multiple industry sectors, including the supply chain industry.

Christopher Dalton, jobmate CEO and co-founder comments: “The Optimize partnership allows jobmate to heighten service levels to clients seeking optimum e iciency, whether in delivery service, maximising work routines, or identifying unproductive time and e ort. jobmate and Optimize are both nativecloud so ware working seamlessly together, ensuring our joint clients increase the profitability and visibility of their business.”

FACILIO EXPANDS EDUCATION VERTICAL PORTFOLIO, DIGITISES CAMPUS OPERATIONS FOR THREE MORE INSTITUTIONS

Facilio, a leader in the property operations & maintenance so ware space has announced that it has on-boarded three new education institutions - Breck School and Purdue University Fort Wayne in the US, and Acorn Early Years in the UK - to its growing education customer/client portfolio. These institutions have chosen Facilio's Connected CaFM suite to digitise and streamline their campus operations, gain real-time visibility, and enhance the overall student and faculty experiences.

We can be found in the washrooms of companies across the UK and the world. From HSBC in canary wharf (2015, original model) to Unilever House, 100 Victoria Embankment, (plus 15 sites in the UK and Europe). The same goes for Standard Chartered Bank (London plus 5 sites globally), RS components (2 UK sites plus Europe), Microso 15+, Central Hall Westminster Conference centre etc.etc.

Waterblade was fitted to 10,000 hotel ensuite taps in 2023, and also developed a next gen version for the ultra-low flow market, called the Ultra.

Waterblade is UK manufactured in premises with iso 9001 and 14001. So highly compliant with CSR requirements. It is WRAS approved.

Waterblade is compatible with the taps of all the major tap manufacturers.

With water cost expected to rise dramatically in the next 5 years, and the significant energy savings of using less (or no) hot water. How can we help you with your project?

KEEPING TRAVELLERS SAFE THIS SUMMER

As international summer tourism is projected to increase by 15% in 2024, exceeding pre-pandemic levels, Kimberly-Clark Professional is focused on how our industry can help keep travellers safe.

“Facilio's Connected CaFM unifies all campus operations and maintenance in one place, o ering more than just asset and record maintenance. Its AI-driven automation and real-time insights help institutions drive service excellence from day one and help facility managers gain operational control and autonomy,” says Prabhu Ramachandran, CEO of Facilio.

With this deployment, all three institutions have transitioned from manual operations and legacy systems to a centralised cloud-based platform to gain autonomy and e iciency in campus operations. Facilio’s IoT platform equips the institutions with:

1. Unified Asset Management, to decrease asset downtime, gain operational control, and automate maintenance schedules.

2. Automated Compliance management, with real-time incident reporting, and proactive inspection.

3. A self-serve sta portal for students & sta members to easily raise service requests, track work order progress, and provide feedback in real-time.

https://facilio.com

Challenges at airports and stations

With millions passing through airports and stations, travellers remain concerned about germs and cleanliness. Kimberly-Clark Professional provides 100% enclosed cassettes, o ering hygiene benefits with the Scott® Control™ Soap and Sanitiser dispensers.

High standards in hospitality

Cleanliness communicates caring to guests and is a “make or break” feature when it comes to hotel bookings and repeat business. The WypAll® Reach PLUS™ centrefeed wiping dispenser provides flexible, single-sheet wiping, ideal for public areas.

Cleanliness at venues

For arenas, stadiums and busy attractions a well-maintained, user-friendly washroom ensures e icient movement of visitors. The ICON™ Electronic Rolled Hand Towel dispenser combines touchless technology and high capacity.

Hand hygiene a priority

Kimberly-Clark Professional has an easy-to-understand guide on the whys of hand hygiene plus norovirus and “tripledemic”.

www.kimberly-clark.com/en-us/

EXECUTIVE TEAM MEMBERS PROMOTED TO DIRECTOR ROLES AT MACRO

Global FM and workplace services company, Macro, has promoted three of its executive team members to Directors. The new directors are Adelaide Forbes, Group People Director; Janyne Gan, Group Commercial Director; and Parris Ullrich, Regional Director of MENA & APAC.

As Global People Director, Forbes will focus on continuing to build the capability and culture necessary to deliver on Macro’s ambitious purpose, vision and priorities.

Gan, Global Commercial Director has spent the past few years centralising, integrating and improving key business functions, including bringing contracts more in line with client needs.

Ullrich worked her way up to Operations Director for the Middle East. Today, she plays an active role in both building Macro’s presence and reputation across MENA and APAC, and in networking and raising the profile of women in leadership within the Middle East.

CARLISLE SUPPORT SERVICES APPOINTS NEW MD

Security expert, John Lambert, has been appointed as Managing Director of Security and Events in the North at Carlisle Support Services.

BCIA BOLSTERS TRAINING FOCUS

With a real focus on increasing the number of opportunities for young talent and developing industry-leading training schemes, the Building Controls Industry Association (BCIA) has elected Adam Broomfield as Chair of its Skills Working Group. Broomfield, who is the current Operations Manager (London Business) at Kendra Energy, has an extensive background in electrical and electronics studies, with unrivalled expertise in the BEMS industry.

Having worked in the building controls sector for more than 24 years, Broomfield will utilise his experience to help the Skills Working Group encourage change in the industry, especially when it comes to the development of skills and training. The Working Group will aim to provide a platform for companies and individuals to voice their frustrations, challenges and achievements when it comes to development and training. It also hopes to ensure that aspiring young talent continues to be presented with opportunities to enter the industry and develop their individual career paths.

Looking

With a background that stems across 15 years within the public and private sectors, Carlisle says Lambert is well-placed to advise, facilitate, and manage this division for all its contracts. He will be responsible for ensuring that the division continues to deliver market leading solutions to the company’s existing contracts within multiple sectors including Healthcare, Manufacturing, Retail and Transport.

Lambert’s extensive background extends into several voluntary roles including Chair of the Liverpool City Security Council, Deputy Chair of the International Professional Security Association (IPSA), Director of the National Skills Academy for Security, member of the Security Skills Board, and Director of the National Association of Healthcare Security.

• 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

FIGHT FOR FRONTLINE TALENT

Frontline workers are the backbone of many FM related services, including hospitality, transportation, cleaning, and healthcare. For example, employees in the cleaning, hygiene and waste disposal sector make up five per cent of the UK’s entire workforce – 1.47 million people in total, according to figures from the British Cleaning Council.

But as a new report from AI-powered skills training platform Lingio reveals, with an overall vacancy rate of 3.4 per cent in the UK, the sector is wrestling with high turnover and skills shortages in the deployment of frontline workers across a range of sectors, including hospitality, transportation, cleaning, and healthcare. The cleaning, hygiene and waste sector alone warns the BCC, faces a "perfect storm of severe sta shortages" and an ageing workforce.

Responding to this dilemma, Lingio has created 'State of frontline worker training,' that provides valuable insights and statistics in the recruitment, retention and training of frontline workers. The guide is the culmination of extensive research and analyses, providing the latest trends, challenges, and opportunities in the field.

The ‘State of the Frontline Training’ covers insights from interviews and surveys with HR and L&D managers in the UK and US, from hospitality, facility management and other frontline heavy industries,

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about their biggest challenges, pain points, training needs and training challenges.

HIGH TURNOVER RATES

it challenging to maintain a consistent and capable

As well as concerning vacancy rates, high employee turnover rates are another pressing issue. The hospitality industry is currently experiencing a 37 per cent turnover rate, retail at 33.6 per cent, and social care at 14.8 per cent finds the report. These high turnover rates exacerbate the skills shortage, making it challenging to maintain a consistent and capable workforce.

support their teams, cultivating a more motivated and committed workforce. Lastly, 57 per cent believe boosting employee engagement is crucial for improving morale and productivity.

Commenting on the report findings, Yashar Moradbakhti, CEO Lingio said: “Upskilling is the smartest way to reduce sta turnover. Strong evidence suggests that sta will remain in their roles longer if their employers invest in upskilling. On top of improved retention, you will achieve productivity gains, better engagement, and reduced risk for non-compliance at a very attractive cost. It’s a

to leave their jobs. However, where and

Low employee engagement levels further add to these challenges, negatively impacting operational e iciency and customer satisfaction. The reasoning is that engaged employees are typically more productive, provide better service, and are less likely to leave their jobs. However, where employee disengagement is prevalent, budget constraints may limit employers’ ability to implement e ective training and engagement programmes. This leads to high sta turnover which only exacerbates these challenges, as constant employee churn disrupts continuity and strains resources.

gains, better engagement, and reduced risk for no-brainer.

“HR departments in frontline industries and engagement is that AI can take away the heavy allowing them to free up time to focus on their employees’

“HR departments in frontline industries struggle to find the time and resources to invest in sta training and engagement e orts, as they are already swamped with recruitment, onboarding, and admin. This ultimately hurts performance and employee retention. The good news is that AI can take away the heavy li ing from HR departments, allowing them to free up time to focus on their employees’ training and development.”

Recruitment and onboarding costs add further pressure, consuming a substantial portion of the budget and time. These pain points make it challenging for managers to develop and maintain e ective training programs, hindering their e orts to build a skilled, engaged, and reliable workforce.

THREE TOP PRIORITIES

According to the report, frontline organisations are currently focusing on three top priorities. At 71 per cent the top priority is in improving employee retention and reducing turnover to maintain a skilled and steady workforce. This involves o ering career development opportunities and creating a positive work environment.

Secondly, 64 per cent said that leadership management is a key priority. Training managers e ectively can enhance their ability to lead and

He explains that by providing employers with the capability to deliver immersive and gamified learning experiences, ongoing engagement and training can be delivered, even on a tight budget. And with an AI Training Platform, mobile-based courses can be created in minutes instead of weeks, providing impactful training for workers on the go.

to deliver immersive and gamified learning experiences, ongoing engagement and

As the report states: “Investing in training directly impacts employee retention, leading to significant cost savings in onboarding and recruitment. When employees remain in their roles longer, organisations benefit from a more experienced and cohesive workforce.

“Training also reduces the risk of non-compliance, ensuring that employees adhere to legal and industry standards in their roles. E ective training not only minimises risks but also boosts the bottom line, creating a more stable, e icient, and profitable organisation. A well-trained workforce is therefore key to long-term success and operational excellence.”

www.lingio.com

FMJ and Lingio will be hosting a Webinar: Using AI learning to improve frontline sta engagement on Wednesday September 11th at 11am. To find out more visit https://bit.ly/3xQJgW8

HUMAN TO HYBRID

Is hybrid coaching the future of learning and development? Mat Piaggi, Behavioural Scientist, CoachHub explores its potential

With40 per cent of businesses in the UK now operating under a hybrid working model, organisations are increasingly exploring innovative approaches to employee learning and development. One concept gaining momentum is ‘hybrid coaching’, a combination of human coaches with the convenience and accessibility of AI-powered coaches. But what exactly is hybrid coaching, and could it truly be the future for professional development?

HYBRID COACHING IN ACTION

Hybrid coaching blends one-on-one digital coaching sessions led by human experts together with AI coaches. In between scheduled meetings, AI coaches can provide always-available suggestions, prompts, reminders, and learning materials personalised to each employee's development needs. The human coach forms a deep and empathetic connection that enables them to ask thoughtprovoking questions, providing highlevel strategic guidance, and ensures coaching is translating into meaningful behaviour changes.

By leveraging data and technology, we can achieve e ective outcomes for coachees in hybrid coaching. This is because AI excels at rapidly processing data sets to identify patterns and deliver personalised insights. This powerful intersection of technology and human development can result in the creation of distinct, data-driven coaching plans tailored to each individual's unique needs and learning styles.

The integration of AI with coaching and training expertise also plays an integral role in cra ing truly personalised content like custom worksheets, videos, and other materials tailored to the needs of each employee. Using AI also enables continuous improvement through

real-time feedback capabilities, quickly identifying areas where employees may be struggling.

Tapping into AI's powerful personalisation and strategic intelligence can only complement human expertise, allowing coaches to deliver highly focused, impactful development tailored to both individual and organisational needs.

OVERCOMING CHALLENGES

As promising as hybrid coaching may be, organisations must overcome certain challenges and scepticism to maximise its full potential. Some employees may question whether AI is a necessary component to coaching, compared to working with a human coach. Building trust amongst recipients regarding AI capabilities and properly framing their expectations is crucial. This is why organisations need to be clear about the objectives of integrating AI, and how it will enhance certain roles. This means ensuring that employees are involved in any discussions around AI practices to reinforce this trust and encourage their acceptance in embracing new technologies.

As hybrid coaching becomes more prevalent, organisations should also carefully consider the ethical implications of using AI in employee development. This includes ensuring data privacy and maintaining transparency about AI usage. It's crucial to establish clear policies governing the use of AI in coaching to protect employee rights and maintain trust.

One of the biggest challenges is in striking the right balance between AI and the irreplaceable human element. At its core, successful coaching combines empathy, emotional intelligence, and an authentic human connection. While AI chatbots can systematically follow processes,

human coaches rely on intuition, emotional awareness, and the ability to sense unspoken needs. They can respond to emotions and build trust in ways AI currently cannot fully replicate. That is why hybrid coaching is so important, by integrating AI’s strengths with essential human elements to unlock coaching's transformative potential. Achieving this symmetry between technological acceleration and preserving authentic human connection will be vital for the future of impactful coaching that drives both individual and organisational growth.

BEYOND THE AI COACH

The other advantage of utilising AI is that it can help streamline administrative tasks like automating reporting processes. This enables human coaches to devote their saved time and energy in providing more meaningful coaching and individualised support. With AI taking over personalisation and administrative burdens, human coaches can focus on what they do best - using their expertise to guide individuals towards achieving

transformative growth. Establishing a powerful partnership between AI and human-centred digital coaching o ers the ability to deliver high quality and customised development programmes which suit individual needs.

Real-time feedback powered by AI can also be used in employee coaching. Advanced algorithms analyse an employee's communication patterns, decision making processes, and interactions as they occur. This immediate insight allows employees to make on-the-spot adjustments to their approach, accelerating the learning process, and helping employees develop and refine their skills more e iciently.

Hybrid coaching represents a significant leap forward in learning and development. By blending the irreplaceable guidance and expertise of human coaches with the constant availability of AI chatbots, this new approach o ers the best of both worlds. It is redefining what is possible in employee development, and ensuring the workforce is not just highly skilled, but forward-thinking and adaptable.

BCIS calls for Labour to tackle the immediate construction skills shortage

The Building Cost Information Service (BCIS) is calling on Labour to address the skills shortage in the construction industry to accelerate major housing and infrastructure projects. The new government’s approach is not to rely on overseas workers and it hopes to lower net migration, while upskilling workers already in the UK and improving working conditions here.

However, BCIS points out the government’s plans to boost vocational courses will take time to get workers on site while, according to a Construction Industry Training Board estimate, the industry needs another 152,000 workers to deliver Labour’s plans for 1.5 million new homes alone.

BCIS Chief Economist, Dr David Crosthwaite, said: “The degree to which Labour can support migration in the shortterm at least, in order to meet the immediate needs of the construction industry, while also working on the longerterm ambition to grow the skills base in the UK, remains to be seen. In an ideal world you would be able to deliver projects with a pool of locally available labour, but that hasn’t been the reality in the UK for some time, and it’s not what the industry has experienced throughout its history.

“The new government’s plan to boost vocational courses will take time to get workers on site and we’re short by hundreds of thousands, taking other sectors into consideration alongside housing. What the government decides to do with the Immigration Skills List and how it responds to the increasing reports of shortages in various sectors will be crucial.”

ISS launches new security apprenticeship schemes

Company of the Year award for Pareto FM

Pareto FM has been crowned ‘Company of the Year’ at the prestigious WeAreTheCity Awards, which celebrate organisations that are leading the way in promoting gender diversity and supporting women’s advancement in the workplace.

Pareto FM says this accolade is a significant milestone for the company and highlights its innovative approaches and dedicated e orts to create an inclusive and empowering environment for women in the Workplace and FM industry.

Andrew Hulbert, Founder and Vice Chair of Pareto, expressed his pride in the achievement:

“Winning the Company of the Year award is a testament to our relentless dedication to championing gender diversity and empowering women within the facilities management sector. We are honoured to be recognised by WeAreTheCity for our e orts to break down barriers and create a more inclusive industry.”

ISS has launched a new suite of security apprenticeship schemes to expand career opportunities for those working or wishing to work in security. The scheme will allow ISS security employees to work towards a nationally accredited and recognised qualification, o ering scope for career progression and personal development. These apprenticeships will also help to open up new opportunities for a wider talent pool, including people from marginalised groups, by giving them the right skills to bring them into a sustainable employment.

Training will be available for both new and existing employees who want to learn and develop through the Professional Security Operative Level 2 programme, which runs for a duration of 12 months. Further, existing employees, who are looking to retrain or upskill within the industry, can enrol on the 15-month Security First Line Manager Level 3 programme.

Beginning later in 2024, apprenticeships will be delivered by Skills for Security, ISS’ UK security training partner, through a combination of face-to-face and online learning and cohorts will run on a quarterly basis. Eligible applicants will be enrolled, and their full study fee will be funded by the ISS apprenticeship levy.

With diversity and inclusion at the heart of the company’s ethos, Pareto FM has implemented several initiatives that not only support women’s professional growth but also contribute to a more dynamic and innovative workforce.

Emma Wilson Social Impact Director, Pareto, commented: “In an industry where women have historically been underrepresented, we are proud to lead by example. Our commitment to supporting women’s careers is reflected in our company’s policies, culture, and everyday practices. This award reinforces our mission to drive positive change within the facilities management sector.”

Half of FMs in production and manufacturing worry about skills shortages

New research from industrial paint and repair products specialist, Watco, has uncovered several challenges around labour supply and safety a ecting facilities managers within production and manufacturing.

The survey found that almost half (48 per cent) of FMs o en worry that there is a skills shortage in the sector with 42 per cent saying that it’s di icult to find good employees and 38 per cent saying facilities management isn't an attractive enough career option for young people.

Challenges around labour supply were reflected in a report by The Food and Drink Federation, who stated labour challenges have remained stubborn within manufacturing, particularly within food and drink manufacturing.

Further to challenges attracting people into the industry and filling vacancies, 42 per cent say their workload has grown over the past 12 months and 34 per cent feel a lot of pressure in their job, with more than a third (36 per cent) admitting they o en make mistakes because they have a lot on their plate.