BFM September 2026 by Abbey Publishing

SEPTEMBER 2026 www.bfmmagazine.co.uk building & facilities management

CLEANING & HYGIENE | SECURITY & ACCESS CONTROL | SUSTAINABILITY

UK FIRST: Clivet EDGE PRO transforms 1844 rural home from LPG to low-carbon heating See page 12

INSIDE: Solar panel installation project completed at Studley Leisure Centre

See page 14

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On the cover: Clivet EDGE PRO transforms 1844 rural home from LPG to low-carbon heating

See page 12

September 2026

BFM Team Business Development Director

James Scrivens

james@abbeypublishing.co.uk Production

Sarah Daviner

sarah@abbeypublishing.co.uk Accounts Manager

Katie Brehm

accounts@abbeypublishing.co.uk

x.com/BFM_Magazine www.linkedin.com/company/ bfm-magazine

Contents 4

News

Sustainability

Cleaning & Hygiene

Outdoor Maintenance

Security & Access Control

BFM is published digitally 10 times a year b y Abbey Publishing Ltd. To receive a copy free of charge, contact our offices. Email: bfm@abbeypublishing.co.uk www.bfmmagazine.co.uk www.abbeypublishing.co.uk Subscriptions are available via www.bfmmagazine.co.uk/subscribe No part of this publication may be reproduced by any means without prior permission from the publishers. The publishers do not accept any responsibility for, or necessarily agree with, any views expressed in articles, letters or supplied advertisements. Some manufacturers and suppliers have made a contribution toward the cost of reproducing some photographs in this magazine.

All contents © Abbey Publishing Ltd 2026 ISSN: 1470-5281

Building & Facilities Management

News

CHSA Donates £10,000 to Grief Encounter Following its Charity Gala ball, held in June this year, the Cleaning & Hygiene Suppliers Association (CHSA) has donated £10,000 to its nominated charity, Grief Encounter. Grief Encounter was named the CHSA’s nominated charity in 2019. Following this year’s donation the total sum raised for Grief Encounter is now £60,000. Grief Encounter supports grieving children, young people and their families to find hope, healing and build resilience following the death of someone close. The charity relies entirely on voluntary gifts. Andy Watts, Head of Partnerships at Grief Encounter said: “Over the past year, we’ve seen a significant rise in grieving families reaching out for help. As awareness grows, so does demand. To meet this urgent need, we have to raise £3 million this year to continue providing tailored, lifechanging support. We are entirely reliant on the generosity of our supporters and loyal partners like the CHSA play an invaluable role in making our work possible. “In the past year alone, thanks to donations like this, 2,263 people received support from Grief Encounter, 961 young people accessed therapy and over 120 families attended therapeutic events including residential weekends and our Forever Night memory-making event. As a result of this amazing contribution over 90% of children and young people reported improved resilience and wellbeing.” One child in every UK classroom will experience the death of someone close by the time they reach 16 years old. Studies have shown bereaved children can face long-term social and emotional difficulties if they do not receive the right support at the right time, following the death of someone close.

News

Thank you CHSA – Cleaning and Hygiene Suppliers Association

for your wonderful support You have donated an incredible

£60,000* enough to provide 600 therapy sessions for children and young people, helping them find hope and healing following the death of someone close *2019-2026

David Garcia, Vice President and Treasurer of the CHSA and the driving force behind the gala ball said: “We are proud our members come together to raise such a significant sum for this amazing charity. “Grief Encounter has put the money we have raised over the years to very good use. We are always delighted to hear the individual stories of the young people who, because of Grief Encounter’s work, are more resilient and able to grieve their loss.” The sponsors of the 2026 Gala Ball made a significant contribution. They were: SC Johnson, Kimberly-Clark, Essity, Metsa Tissue, Bio Productions and Vow Wholesale. www.CHSA.co.uk www.griefencounter.org.uk

Building & Facilities Management

protect | maintain | improve

WINTER COMES SOONER THAN YOU THINK. ARE YOU PREPARED? The best way to avoid winter disruption is to prepare before the temperatures drop. Summer is the time to give priority to reactive repairs, from potholes and drainage to fencing and surface defects. Then focus can move to putting a winter maintenance plan in place with site-specific professional weather forecasts, proactive gritting, and rapid response support. Stay safe, compliant, and operational through summer into winter.

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News

BELFOR UK strengthens national response capability with new fleet partnership Leading disaster recovery and restoration firm, BELFOR UK has appointed Novuna Vehicle Solutions as its fleet management partner. Novuna will facilitate a modernised, fully maintained fleet that enhances response times, strengthens continuity, and supports faster claims progression for insurers, FM partners, and end-customers. Novuna will take responsibility for 254 existing fleet assets, including company cars and light commercial vehicles used in BELFOR UK’s restoration and reinstatement operations nationwide. As part of the agreement, 84 vehicles will be refreshed across 2026, introducing a new generation of mobile response units converted specifically for BELFOR UK’s restoration and recovery operations. These vehicles are equipped with specialist drying, water extraction, air filtration, cleaning, and contaminationremoval tools and equipment, so technicians can begin mitigation and restoration work as soon as they arrive at fire, flood, storm, and major loss sites. This investment strengthens BELFOR UK’s operational resilience and supports its strategy to enhance efficiency and maintain consistent nationwide coverage during both ‘business as usual’ and surge periods. Through full fleet management, maintenance, compliance support and access to daily rental solutions, Novuna will support BELFOR UK’s ability to stay mobile and have available vehicles when demand peaks. Hein Hemke, Managing Director of BELFOR UK, comments: “Our customers rely on us to respond quickly and professionally at some of the most challenging 6

News

moments they face. A reliable, wellmanaged fleet is essential to delivering that promise. Partnering with Novuna strengthens our operational resilience and ensures our teams have the reliable, fitforpurpose vehicles they need to deliver fast, effective restoration services across the UK. This partnership is a key part of our strategy to modernise our fleet and further enhance the service we deliver to insurers, businesses and homeowners.” Jon Lawes, Managing Director, Novuna Vehicle Solutions, said: “BELFOR UK operates an operationally critical fleet, supporting customers at some of the most challenging moments they may face. Our role is to ensure their drivers and stakeholders receive the right vehicles and the right support to keep their operations moving. This partnership is a strong example of how we bring together operational excellence, customer focus and practical fleet expertise.” The partnership supports BELFOR UK’s future fleet strategy, improving reliability, controlling

costs and providing a stronger, more resilient platform for continued operational delivery across the UK.

About BELFOR UK BELFOR UK is a leading property restoration and reinstatement specialist, delivering end-to-end solutions to restore homes and businesses following fire, water, and other types of damage. With over 35 years of experience, the company works closely with insurers and customers to manage claims and deliver expert restoration services. Every project is handled individually, with a tailored approach based on a thorough assessment of the damage. www.belfor.com

About Novuna Vehicle Solutions Novuna Vehicle Solutions is one of the UK’s 10 largest leasing companies, managing a fleet of more than 130,000 vehicles and providing fleet funding and management services to businesses and consumers nationwide.www. novunavehiclesolutions.co.uk Building & Facilities Management

SWEDISH BRILLIANCE FOR FACILITIES ''After completing a series of tests, Wexiodisk's WD-6 Duplus came in with around 40% less energy consumption than the closest competitor. W hat's more, water and chemical savings were significant too with water consumption being nearly 50% less than the closest competitor! Projected across Butcombe's entire estate and looking at the life cycle of the appliance made the decision very simple. The figures speak for themselves especially when over a million pounds is projected to be saved over 10 years. ,, -Ed Barlow, M and E Manager, Hi-Tee

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News

Independent Inspection drives continual improvement across CHSA Accreditation Schemes Publication of the audit results of the CHSA’s Accreditation Schemes for Manufacturers and Distributors for the first half of 2026 show independent inspection is driving continual improvement. The results show purchasers of product from CHSA Accredited members trust the CHSA mark: ‘Our Standards. Your Guarantee.’ For members of the CHSA this strengthens their reputation for providing quality, fit-forpurpose product and delivers real competitive advantage. Their customers gain confidence in their supplier and reduced risk in purchasing. Nicky Biggart, Chair of the CHSA’s Accreditation Schemes, said: “The credibility of our Accreditation Schemes is critically important to our members. It is the evidence they stand apart from the competition. It differentiates our manufacturing members from those who make spurious product claims or inadequate products and gives our distributor members the information they need to hold all their manufacturers to the standards we demand. This credibility is built on rigorous, independent inspection. Every product test, every label review and every piece of evidence we check strengthens the confidence buyers can have in CHSA Accredited products.” The auditing process increased in complexity in 2026 as the rigour of the Accreditation Schemes tightened. Auditing involves reviewing labelling to make sure ‘what’s on the box is what’s in the box’, assessing the members’ quality systems, and ensuring product claims can be substantiated with appropriate evidence. For manufacturers, the Independent Inspector, David Luffman, is also 8

News

checking members’ Ethical Audit status. During the first six months of 2026, the Independent Inspector completed 56% of the audits for the Accreditation Schemes for Manufacturers of Soft Tissue, Plastic Sacks, Cotton Mops and Cleaning Chemicals. The auditing process for Accredited Distributors has also begun and will be a focus for the second half of the year. Across the Accreditation Schemes for Manufacturers of Soft Tissue, Plastic Sacks and Cotton Mops, 869 product labels have been examined, and 230 products independently tested against the relevant CHSA dimensional, weight and performance standards. The results have been positive with only a minor historical issue currently being addressed. Audits of the Scheme for Manufacturers of Cleaning Chemicals involve a greater number of products and product types and so are more complex. Again, results are positive with no warning notices issued. Inspection itself has evolved in 2026. As well as verifying compliance, there is an increasing emphasis on supporting continuous improvement by helping members strengthen their processes. This approach delivers real value to members by improving efficiency, helping manage risk and reduce costs associated with non-compliance. The Accreditation Schemes also continue to attract new members, reflecting the value of independent verification and the commercial advantage CHSA Accreditation provides.

Nicky Biggart, continued: “The Schemes continue to evolve to reflect the changing needs of our industry. As expectations around product quality, transparency and responsible manufacturing increase, our audits give members the evidence they need to secure competitive advantage.” Members of the Accreditation Schemes for Manufacturers of Soft Tissue and Plastic Sacks are audited twice a year. Members of the Accreditation Schemes for Manufacturers for Cleaning Chemicals and Cotton Mops are audited once a year. Regional Distributors are audited once a year. For National and Group Distributors, five members of the group or branches of the national business are audited each year Every CHSA member is required to sign the CHSA’s rigorous Code of Practice. The combination of the Code of Practice and Accreditation Scheme membership means every member: • Trades ethically and sustainably; • Provides supporting information for claims made; • Provides quality, fit for purpose products; and • Makes sure what’s on the box is what’s in the box. @CHSACleaning www.CHSA.co.uk Building & Facilities Management

News

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Cooling | Power | Fire | Racks | Monitoring

News

WME launches new regionally structured Solar PV Framework

West Mercia Energy (WME) has launched its new Supply and Installation of Solar PV Framework, combining compliance under the Procurement Act 2023 with ten regional lots and suppliers selected for their experience specifically across education and public sector environments. The framework gives schools, multi-academy trusts and wider public sector organisations a streamlined route to turn decarbonisation plans into deliverable renewable energy projects. Rather than offering access to a generic supplier pool, the framework brings together trusted suppliers selected through a robust, bestvalue procurement process for their relevant experience in education and public sector settings. Customers can therefore work with contractors who understand safeguarding, operational sensitivities and the need to minimise disruption, while reducing the time, resource and procurement risk involved in sourcing solar PV solutions. Many public sector bodies have already completed energy audits, feasibility studies and carbon reduction plans. The new framework addresses the next challenge: procuring and installing the technology needed to deliver those plans. Solar PV enables organisations to generate renewable electricity onsite, reduce reliance on the grid, improve energy resilience and manage exposure to future energy price rises. Systems can operate for 25 years or more, supporting long-term carbon and cost savings.

Key framework benefits The framework is divided into ten regional lots, helping customers engage suppliers with knowledge of local markets, planning considerations and supply chains. The structure supports responsiveness and accountability while creating more opportunities for local contractors and SMEs, strengthening regional employment and skills, and reducing travel-related emissions. • Compliance under the Procurement Act 2023: customers can use a framework procured under PA23, reducing the time, complexity and risk of running a full standalone tender while retaining confidence in a robust and transparent route to market. • Trusted sector expertise: suppliers have relevant experience in education and public sector environments, including safeguarding, operational 10

News

sensitivity and the need to minimise disruption. • Flexible award options: organisations can use either direct award, where appropriate, or a mini-competition to compare projectspecific quality, pricing and proposals. • Managed or self-service access: WME can administer the procurement exercise, or customers can use the framework documentation to manage the process themselves. • Competitive regional supplier capacity: a maximum of five appointed suppliers in each lot maintains meaningful competition while keeping supplier management efficient and transparent. • Support beyond installation: where generation exceeds consumption, WME can help customers put a Smart Export Guarantee arrangement in place for exported electricity. A typical solar installation can reduce electricity bills by up to 30%, subject to factors including roof suitability, system size and the site’s consumption profile. Alongside reducing carbon emissions, visible solar installations can also demonstrate environmental leadership to staff, pupils, service users and local communities. With more than 35 years’ experience in public sector energy procurement, WME supports over 500 public sector organisations, including local authorities, blue light services, NHS organisations and town and district councils, as well as approximately 3,000 education settings. The Solar PV Framework forms part of WME’s wider “Use Cleaner, Use Less” approach, connecting planning and consultancy with practical, on-site delivery. WME’s Head of Business Development, Gavin Owen, said: “Our customers increasingly want one trusted partner to support both their energy and decarbonisation requirements. In support of this, WME is expanding its services to provide a complete solution. From risk managed energy procurement inclusive of a leading managed service, to encompassing expert decarbonisation planning and practical delivery. Our new Solar PV Framework is an important part of that offer”. Public sector organisations interested in accessing the framework or discussing a potential solar PV project should contact customerservices@westmerciaenergy.co.uk Building & Facilities Management

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News

UK FIRST: Clivet EDGE PRO transforms 1844 rural home from LPG to low-carbon heating The first Clivet EDGE PRO installation in the UK is demonstrating the potential for heat pumps in challenging rural retrofits, replacing a 40kW LPG boiler with a correctly specified 16kW R290 heat pump in an historic Lincolnshire home. The landmark installation has taken place at Gorse Cottage near Boston, the home of Simon Wardle and Diane Saunders of Ultimate Renewables Supplies, Clivet’s sole UK distributor. And there can perhaps be no stronger endorsement of the technology — this is the second time Simon and Diane have chosen Clivet for their own home.

From 40kW LPG to 16kW EDGE PRO Parts of Gorse Cottage date back to 1844, with several later extensions creating a five-bedroom, multi-generational property incorporating a two-bedroom annex. Previously heated by LPG, the property had a 40kW boiler and large LPG storage tank. However, detailed room-by-room calculations established an actual design heat loss of just 14.58kW, enabling the system to be correctly specified with a 16kW Clivet EDGE PRO. The project is a powerful demonstration of why accurate heat-loss calculations and system design matter — rather than simply matching a heat pump to the output of the boiler it replaces.

The UK’s first EDGE PRO The new Clivet EDGE PRO is an R290 reversible air-to-

News

water monobloc heat pump designed for high-performance residential applications and particularly suited to retrofit. Using natural R290 refrigerant, EDGE PRO can produce water temperatures of up to 80°C, achieves A+++ heating efficiency at 35°C, and can operate in outdoor temperatures down to -25°C.

It also provides heating, cooling and domestic hot water from one system, with low-noise technology designed specifically for residential applications.

Minimal disruption — only three radiators changed

Despite the age and complexity of the property, the retrofit did not require wholesale replacement of its heating emitters. Building & Facilities Management

News Project: Homeowners: Distributor: Manufacturer: System:

Gorse Cottage, Boston, Lincolnshire Simon Wardle & Diane Saunders Ultimate Renewables Supplies Clivet UK Clivet EDGE PRO 16kW R290 + Adia Zero Disrupt

Previous heating: LPG BUS support:

£9,000

Using the Minimal Disrupt approach, only three of the property’s 19 radiators needed changing. The complete installation also incorporates Clivet Adia Zero Disrupt, a 300-litre Supercoil cylinder and whole-house booster pump, with equipment neatly housed in a purposebuilt insulated external plant room.

£9,000 support for moving away from LPG As an eligible off-gas-grid property moving from LPG to a heat pump, the project also benefited from the enhanced £9,000 Boiler Upgrade Scheme grant. The timing is particularly significant for rural households reliant on delivered fuels. Simon and Diane had spent approximately £5,500 on LPG since October, and early operation of their new EDGE PRO system has already indicated substantial cost savings. Moving away from LPG also gives the household greater control over future energy costs and reduces its exposure to volatility in fossil-fuel markets.

Confidence in Clivet For Simon, the installation carries additional significance. As part of Ultimate Renewables Supplies, he works at the heart of the UK heat pump industry and has extensive experience of heat pump technology and system design. Choosing Clivet for his own home — for the second time — is therefore a powerful endorsement. Gorse Cottage challenges some of the most persistent misconceptions surrounding heat pumps: that older homes aren’t suitable, that every radiator needs replacing, or that a large existing boiler automatically requires a large heat pump. An 1844 home. A 40kW LPG boiler replaced by a 16kW heat pump. Only three radiators changed. And the first Clivet EDGE PRO installed in the UK. It’s a compelling demonstration of what can be achieved when good system design meets the right technology. www.clivetgroup.co.uk www.bfmmagazine.co.uk

Sustainability

Leisure Energy solar panel installation project completed at Studley Leisure Centre Working with Stratfordon-Avon District Council and Everyone Active, Leisure Energy has completed a solar panel installation project at Studley Leisure Centre, which marks another significant milestone in the District Council’s commitment to reducing carbon emissions and improving the sustainability of its community facilities. The project has seen the installation of 112 high-efficiency solar panels on the roof of the leisure centre. The new system will generate renewable electricity on site, helping to reduce reliance on grid-supplied energy and improving the centre’s overall energy efficiency. The completed installation builds on the successful solar panel schemes which Leisure Energy delivered at Stratford Leisure Centre and Shipston Leisure Centre, further strengthening the District Council’s investment in renewable energy infrastructure across the District. The District Council is also on track to deliver a further solar panel installation at Southam Leisure Centre in 2027, continuing the programme of renewable energy improvements across its leisure centres. The solar panels are expected to deliver long-term environmental and financial benefits, reducing the centre’s carbon footprint while helping to manage future energy costs.

Sustainability

Councillor Susan Juned, Leader of Stratford-on-Avon District Council, said: “The completion of this project is another important step in our commitment to creating a more sustainable future for Stratfordon-Avon District. Generating renewable energy on site will help to reduce carbon emissions while supporting the long-term resilience of our leisure facilities. This investment demonstrates our continued commitment to practical action that benefits both residents and the environment.” Peggy Lee, Group Sustainability Manager for Everyone Active, said: “We are delighted to see the project completed and generating renewable energy for the leisure centre. The installation will make a positive contribution towards reducing the centre’s carbon footprint and supports both the Council’s climate ambitions and Everyone Active’s commitment

to achieving net zero. We are proud to have worked in partnership on another successful renewable energy project.” Melissa Marsden, of Leisure Energy Limited, said: “It has been a pleasure to deliver this solar installation at Studley Leisure Centre. The system has been designed to maximise energy generation and provide reliable performance for many years to come. Projects such as this show how existing public buildings can benefit from renewable energy technology while reducing operating costs and environmental impact.” The completion of the project reinforces Stratford-on-Avon District Council’s ongoing commitment to improving energy efficiency and supporting the transition to a low-carbon future across the District. www.leisure-energy.com

Building & Facilities Management

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Sustainability

The Next Business Metric: How Do You Measure Climate Resilience? Graham Paul, Service Delivery Director, TEAM Energy Ask most organisations for their carbon footprint and they can give you a figure. Ask how exposed they are to overheating, flooding, energy disruption or a supply chain shock, and the answer is far less certain. That gap is becoming a strategic problem. Over the past decade, businesses have become genuinely good at measuring their impact on the climate, driven by regulation, investor pressure and the maturing discipline of sustainability reporting. What far fewer can quantify is what the climate’s impact is on them. As heatwaves, flooding and extreme weather become more 16

Sustainability

frequent and more costly, that second question is becoming as important as the first. And it points to a metric most boards don’t yet track, climate resilience.

Why resilience resists a single number Carbon lends itself to measurement because it can be distilled into one comparable figure. Resilience can’t. It is spread across an organisation’s buildings, its operations, its energy use, its suppliers and its governance. It generally only becomes visible when something goes wrong. That complexity is precisely why it gets overlooked. But it can be assessed, benchmarked and improved, provided organisations are willing to look across five connected areas. • Physical assets. How exposed are buildings and infrastructure to

flooding, overheating and water stress? A site that overheats every summer is not a maintenance issue; it is a resilience one. • Operations. Extreme weather disrupts productivity long before it damages a building. Hours lost, services interrupted and staff unable to work in the heat are all measurable signals. • Energy. This is where resilience becomes tangible. Rising temperatures drive cooling demand, push up peak electricity use and increase exposure to price volatility. Organisations with mature energy management are far better placed to anticipate and absorb these pressures than those flying blind. • Supply chain. Many businesses now understand their suppliers’ emissions Building & Facilities Management

Sustainability but know little about their suppliers’ physical exposure to climate disruption, or how quickly an alternative could be sourced. • Governance. Increasingly a board-level concern: are climate risks on the corporate risk register, and is anyone actually accountable for adaptation?

From environmental issue to risk management Reframed this way, climate adaptation stops being an environmental footnote and becomes a question of business continuity, operational performance and long-term risk. It sits far closer to the finance director’s world

than the sustainability teams. There is a natural next step. Just as the disciplines of carbon accounting and mandatory frameworks such as SECR gave organisations a structured way to measure emissions, a climate resilience scorecard that rates preparedness across those five areas could give them a structured way to measure exposure. It doesn’t need to be perfect to be valuable, it just needs to make an invisible risk visible.

The takeaway Most organisations can tell you their carbon footprint. Far fewer can tell you whether they could keep operating through a 40°C week, a flooded distribution centre

Low-Carbon Electric Water Heating

or a supplier knocked offline by extreme weather. As those events become more frequent, resilience may prove to be as important a business metric as emissions. The organisations that thrive won’t simply be the ones with the lowest carbon figures. They’ll be the ones that assess, monitor and strengthen their resilience with the same rigour they already apply to financial and sustainability performance. Increasingly, that is conversation businesses are not exclusively having with their facilities teams, but with their boards, and, often, with the sustainability consultants UK firms now rely on to translate climate risk into commercial terms. www.teamenergy.com

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Sustainability

Water Heating: The Smart Place To Focus Sustainability Strategies

Greg Brushett, Sales Director, Adveco When organisations start thinking about sustainability, attention often turns to highly visible initiatives such as solar power, electric vehicles, or large-scale building upgrades. But one of the most effective opportunities is often hiding in plain sight - water heating. For many commercial buildings, hot water accounts for a significant share of energy consumption. Depending on the sector, it can represent anywhere from 15% to 40% of total energy use. That makes it a practical and highly visible area where businesses can reduce energy demand, lower carbon emissions, and generate measurable savings without fundamentally changing how the building operates. What makes water heating particularly valuable is its accessibility. Unlike some sustainability projects that require major structural changes or complex operational adjustments, upgrading a hot water system is often relatively straightforward. Organisations can choose from a range of technologies, including high-efficiency gas systems, electric water heating, air source heat pumps, and solar thermal solutions. These options can be tailored to different building types, budgets, and levels of hot water demand. Just as importantly, the benefits are easy to quantify. Energy consumption, carbon reductions, and operational savings can all be measured and tracked, making it easier to build internal support and demonstrate progress to stakeholders. In many cases, the financial return is compelling enough to make water heating an attractive starting point for a wider sustainability programme. The impact extends beyond energy performance. The experience of recent years has 18

Sustainability

brought greater attention to the health and comfort of building occupants, including indoor air quality. Technologies such as air source heat pumps eliminate the need for onsite combustion, helping organisations reduce emissions while supporting healthier indoor environments. There is also a broader business case. Customers, investors, and employees increasingly expect organisations to demonstrate genuine environmental responsibility. Sustainability is no longer a separate initiative; it is becoming part of how organisations define their brand, manage risk, and attract talent. A successful water heating project provides a visible example of action rather than aspiration, showing that sustainability commitments are being translated into real operational improvements. The journey should begin with understanding how hot water is currently being used. An energy audit or detailed assessment of demand patterns can reveal inefficiencies, identify opportunities for improvement, and establish a baseline against which future performance can be measured. Good data enables better decisionmaking, helping organisations evaluate technology options, understand potential carbon savings, and develop a realistic business case for investment. Perhaps the greatest value of focusing on water heating is the momentum it creates. Early success generates confidence, proves the value of investment, and provides practical experience that can be applied to broader sustainability initiatives. Once organisations begin seeing measurable results, it often becomes easier

to justify improvements in other areas such as lighting, ventilation, and space heating. This mindset is increasingly important as organisations move towards more holistic approaches to sustainability. Water heating can be integrated with renewable technologies such as solar thermal or solar photovoltaic systems, while procurement decisions can also consider factors such as embodied carbon and longterm environmental impact. The goal is not simply to upgrade one system, but to use that project as a catalyst for wider change. Sustainability can sometimes feel overwhelming because of its scale and complexity. The most successful organisations are often those that start with practical, achievable projects that deliver immediate value. Water heating offers exactly that opportunity. It is a familiar, business-critical function with clear links to energy use, carbon reduction, operational performance, and financial savings. For commercial & public sector organisations looking to begin or accelerate their sustainability journey, water heating may not be the most glamorous starting point. But it could well be the most effective one. By addressing an often-overlooked source of energy consumption, organisations can achieve meaningful results today while creating the foundation for a more ambitious sustainability strategy tomorrow. Visit: https://adveco.co/ Building & Facilities Management

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Sustainability

From Energy Complexity to Climate-Ready Control

How Birmingham City Council is building stronger data, procurement and operational foundations for a more sustainable public estate Managing energy across more than 2,000 supplies is a formidable task. For Birmingham City Council, a partnership with West Mercia Energy has turned fragmented processes into a transparent, responsive system, creating the confidence and control needed to support efficiency, informed investment and long-term decarbonisation.

A sustainability challenge hidden in the detail For large public bodies, the journey to net zero does not begin only with solar panels, heat pumps or electric fleets. It begins with dependable information: knowing what energy is being used, where it is being used and whether the organisation is being billed correctly. That principle is especially important for Birmingham City Council. Serving one of England’s largest and most complex urban areas, the Council manages an energy portfolio spanning more than 2,000 supplies. At that scale, delayed data and unresolved billing issues can quickly become barriers to both financial control and environmental progress. Before its partnership with West Mercia Energy (WME), the

Council experienced slow supplier response times, frequent rebilling and late pricing information. The immediate consequences were administrative pressure and uncertainty. The wider sustainability consequence was just as significant: without timely, trusted information, it is harder to establish baselines, identify anomalies, plan interventions and demonstrate progress.

Building the foundations for better decisions The Council needed more than a new energy contract. It needed a managed service capable of bringing procurement, billing, portfolio oversight and query resolution into a coherent operating model. WME is a public buying organisation owned by Shropshire Council, Telford & Wrekin Council, Worcestershire County Council and Herefordshire Council. Its publicsector focus gave Birmingham access to specialist energy procurement expertise alongside day-to-day contract management. Following an options appraisal and evaluation of available frameworks, Birmingham selected WME for its comprehensive service and transparent approach.

The transition was carefully planned, with on-site support helping the Council move to the new arrangements smoothly. The resulting model combines four mutually reinforcing elements: • transparent, flexible energy procurement; • proactive management of a complex, multi-site portfolio; • bill validation and payment management; and • faster, more accountable query resolution.

Data quality as sustainability infrastructure One of the most important changes has been the treatment of energy data as an operational asset. Regular meter readings, immediate follow-up of missed readings and direct engagement with site contacts have improved the completeness and accuracy of the Council’s information. This matters because poor data carries a double cost. It can generate incorrect bills and consume staff time, but it can also conceal inefficient consumption. A reliable dataset helps teams distinguish genuine change from billing noise, investigate unusual patterns and make stronger cases for energy-saving investment. “WME’s proactive and handson management has not only enhanced our operational efficiency but also provided us with a higher level of confidence in our energy data and processes.” - Jose Victoria, Category Manager, Corporate Procurement, Birmingham City Council

Efficiency that frees capacity for climate action A more efficient querymanagement system has shortened resolution times and 20

Sustainability

Building & Facilities Management

Sustainability reduced the operational burden on the Council’s team. Earlier pricing information has also strengthened forecasting and budgeting, allowing decisions to be made with greater confidence. Flexible trading adds another layer of control. Separate purchasing strategies can be applied to schools and corporate operations, reflecting different consumption profiles and risk appetites across the portfolio. Rather than forcing every site into a single approach, the model recognises that effective energy management must respond to organisational context. For sustainability teams, this operational discipline creates valuable capacity. Time previously spent chasing invoices or correcting data can be redirected towards analysing consumption, engaging sites and planning practical measures to reduce demand and carbon emissions.

Transparency builds trust and momentum The Council also points to transparency as a defining feature of the partnership. Clear explanations of purchasing strategies and service activity have helped align procurement and finance teams, reducing uncertainty around how and why decisions are made. That alignment is easy to underestimate. Sustainability programmes often depend on cooperation across finance, procurement, estates and operational teams. A shared view of costs, risks and consumption gives those groups a firmer platform for coordinated action.

Three lessons for publicsector leaders Start with the data. Credible carbon planning depends on reliable meter readings,

validated bills and clear ownership of anomalies. Connect procurement with operations. Buying strategy, budgeting, billing and site management should reinforce one another rather than sit in separate silos. Design for flexibility. Large estates contain varied buildings, users and risk profiles. Tailored purchasing and active portfolio management are more resilient than a one-size-fits-all model. Birmingham’s experience shows that better energy management is not merely a back-office improvement. It is enabling infrastructure for sustainability: strengthening financial resilience today while giving decisionmakers the evidence, capacity and confidence to pursue deeper environmental change tomorrow. Contact: customerservices@ westmerciaenergy.co.uk

Our Standards. Your Guarantee. CHSA Certification Marks guarantee ‘what’s on the box is what’s in the box’. Independent inspection assures Scheme conformance.

Every CHSA member has signed our Code of Practice, which includes the Competition & Markets Authority’s Green Claims Code.

For more information: 0800 243919 www.chsa.co.uk

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Sustainability

The real cost of workplace technology When we talk about the cost of workplace technology, the conversation often starts with purchase price. But for facilities and workplace teams creating environments that need to perform for years, that only tells part of the story. A monitor might seem like a relatively small part of the workplace. Multiply that decision across hundreds or thousands of desks, though, and it starts to matter. How long will those monitors last? How much energy will they use? How often will they need replacing? And what about the people who may spend thousands of hours every year looking at them? For us, these questions bring together three things that shouldn’t really be considered in isolation: Wellbeing, Productivity and Sustainability.

Start with people Digital eye strain is a real consideration in today’s screenbased workplace. Research from the Optometry and Vision Science Research Group at Aston University, including work led by Professor James Wolffsohn and Dr Amy Sheppard, has explored both the prevalence of digital eye strain and its potential impact on people using digital devices for prolonged periods. Importantly, this isn’t simply about comfort. Aston’s research has also explored the relationship between digital eye strain and productivity. When screens 22

Sustainability

are such a fundamental part of the working day, we think the experience of using them deserves more attention. At EIZO, this research helps inform our thinking. We have spent years developing technologies intended to make prolonged screen use more comfortable, including automatic brightness adjustment, flickerfree viewing, low blue light modes and highly adjustable stands. Our experience also goes well beyond the office. EIZO displays are used in security and surveillance, healthcare, air traffic control and creative production – environments where reliability and performance really matter. We bring that experience to the monitors we design for the workplace.

The value of keeping technology for longer Sustainability is often discussed in terms of energy efficiency, recycled materials and reducing packaging. These are all important, and areas where we continue to make progress.

But there is another, very straightforward way of reducing impact: make products that last. EIZO has offered a five-year warranty on its monitors for more than 20 years. We have now gone further, introducing a seven-year warranty on selected FlexScan monitors. Think about what replacing a large monitor estate actually involves. Hundreds or thousands of monitors may arrive within a relatively short period. They have to be received, stored and distributed. Old monitors need removing and new ones installing. There is packaging to handle and recycle, and the previous equipment then needs to be redeployed, stored, recycled or responsibly disposed of. All of this takes time, costs money, uses resources and can disrupt both the workplace and the people in it. If monitors remain in productive use for longer, organisations simply don’t need to go through that process as often. That can mean lower installation and Building & Facilities Management

Sustainability

removal costs, less packaging, fewer storage requirements and less electronic waste. Suddenly, sustainability and total cost of ownership are part of the same conversation.

www.bfmmagazine.co.uk

Looking beyond the price tag This is why we think purchase price alone is a poor measure of value. A cheaper monitor that needs replacing sooner may not prove to be the lowercost choice when energy,

reliability, employee experience, deployment and replacement are considered over its lifetime. And organisations shouldn’t simply have to take our word for our sustainability commitments. EIZO’s approach has received independent recognition through EcoVadis Platinum and CDP Climate Change A, while our Japanese manufacturing facilities have achieved RBA Platinum. Our view is ultimately quite simple. Good workplace technology should support people, help them work effectively and make responsible use of resources. Perhaps the question, then, isn’t simply “What does this monitor cost today?” It’s “What value will it deliver over its lifetime?” https://eizovisualsolutions.com/

Sustainability

The Missing Link in Carbon Strategy: Connecting Carbon Accounting, Reporting and Action Tom Anderton, Commercial Director at TEAM Energy

Organisations are no longer judged on ambition alone, they are expected to demonstrate credible, measurable progress on emissions reduction. However, the confusion around the tools and systems to support this journey remains a challenge. In our experience, one of the biggest barriers an organisation faces is understanding how carbon accounting, carbon management and carbon reporting software are often used interchangeably. In practice, they represent three distinct, yet interconnected, functions within a mature carbon strategy. Understanding these differences is essential for organisations looking to deliver credible carbon reduction, particularly as frameworks such as SECR, the GHG Protocol and emerging UK Sustainability Reporting Standards become more embedded.

Carbon Accounting is the foundation As a starting point, carbon accounting answers the most fundamental question “What is our carbon footprint?” At its core, carbon accounting is about measurement and accuracy. It enables organisations to collect emissions data from across operations, including energy use, transport, procurement and waste. It also involves applying recognised 24

Sustainability

emission factors, such as DEFRA conversion factors, and calculating emissions across Scope 1, 2 and 3 categories. This process helps establish a reliable baseline for reporting and target-setting, while maintaining a clear, verifiable audit trail of both data and methodology. Without this foundation, any reporting or reduction strategy lacks credibility. For many UK organisations, carbon accounting has moved from a voluntary exercise to a regulatory requirement, forming the basis of disclosures under frameworks such as SECR.

Carbon Reporting is about disclosure Once emissions are measured, the next challenge is not just accuracy, but communication. This is where carbon reporting plays a critical role and answers the question “How do we

demonstrate and communicate our carbon performance?” Reporting systems transform raw emissions data into structured, audit-ready disclosures. They support regulatory compliance such as SECR, ISO 14064 and UK SRS, as well as investor and stakeholder reporting through frameworks like CDP and TCFD-aligned disclosures. They also strengthen internal governance via dashboards and trend analysis, while enabling robust audit and assurance processes through documented methodologies and version control. As sustainability disclosures increasingly mirror financial reporting standards, the ability to produce transparent, defensible outputs is becoming essential. In this context, reporting is not just about compliance, it is about trust, comparability and Building & Facilities Management

Sustainability reputational risk management. But reporting alone does not reduce emissions.

Carbon Management is about taking action Measurement and disclosure alone do not reduce emissions. Carbon management bridges the gap between insight and action, addressing the question “How do we reduce our carbon footprint and deliver on net zero commitments?” Carbon management focuses on execution and accountability, enabling organisations to set science-based or internally aligned reduction targets. It supports the planning and tracking of decarbonisation initiatives across business functions, while also facilitating supplier engagement, particularly for complex Scope 3 emissions. It integrates emissions data into operational and procurement decisions and establishes governance structures to monitor progress and drive accountability. This is where strategy becomes operational, turning ambition into measurable outcomes. As organisations move beyond reporting compliance towards genuine decarbonisation, this capability is becoming a key differentiator.

A connected system, not separate silos While these functions are often discussed independently, in practice they operate as a connected workflow. Carbon accounting provides the data, carbon reporting communicates the data, and carbon management uses the data to drive change. Each layer depends on the others: without accurate accounting, reporting cannot withstand scrutiny; without structured reporting, insights remain inaccessible to stakeholders; and without www.bfmmagazine.co.uk

effective management processes, emissions data does not translate into meaningful reduction. This interconnected model reflects how mature organisations are now structuring their carbon strategies.

Why the distinction between accounting, reporting and management is significant Growing regulatory pressures are requiring UK organisations to align with structured disclosure frameworks such as SECR and emerging sustainability reporting standards. Recent Government announcements supporting the development of the UK Sustainability Reporting Standards represent a positive step towards greater consistency and comparability in sustainability disclosures, further reinforcing the need for robust carbon data and governance. For organisations looking to understand the significance of this shift, the move towards a more unified carbon accounting standard is expected to improve transparency and confidence in reported emissions data. At the same time, while reporting frameworks are moving towards greater consistency, complexity remains, particularly in relation to Scope 3 emissions. Indirect value chain emissions often represent the largest share of an organisation’s footprint, requiring more advanced data collection and sustained supplier engagement. Alongside this, investors, customers and regulators increasingly want more than disclosure alone, with a growing focus on clear, measurable progress in emissions reduction.

What Should Organisations Prioritise? Organisations refining their carbon strategy should avoid treating these functions in isolation:

Start with robust measurement Accurate carbon accounting is the foundation for everything that follows • Ensure reporting is compliant and audit-ready • Disclosures must align with relevant frameworks and withstand external scrutiny • Embed carbon into decision-making • Management tools should connect emissions data with operational and strategic action Crucially, organisations should avoid treating these functions as standalone methods as gaps between accounting, reporting and management create inefficiencies, duplication and risk.

From data to decarbonisation: Turning insight into impact Aside from being a reporting challenge, transition to net zero represents a broader operational transformation. Carbon accounting, reporting and management are not competing concepts; rather, they work together as the foundation of an effective carbon strategy. Measurement provides the visibility needed to understand emissions, reporting builds the transparency required to communicate performance, and management delivers the actions that drive meaningful change. Organisations that recognise and integrate these capabilities will be better positioned to move beyond compliance alone. By connecting data, insight and action, they can translate ambition into sustained emissions reduction and deliver real, measurable impact. www.teamenergy.com/

Sustainability

Cleaning & Hygiene

Why autumn should be in the FM deep-clean calendar A deep clean in the spring is on every facilities manager’s calendar. But, for those responsible for commercial cleaning, autumn can provide another valuable point in the FM calendar. A deep clean in early autumn offers a chance to reset a workplace before weather conditions change and workplaces deal with the busy Q4 season. It also enables FMs to review whether the existing cleaning specification is suited to the current and upcoming conditions. In York, seasonal events bring in additional considerations. The Food & Drink Festival brings activity to central locations including Parliament Street and St Sampson’s Square. While a nearby office may not be directly involved in the event, conditions around its entrance can change, impacting cleaning requirements. Rather than thinking of spring as a universal date for an annual deep clean, autumn can be a useful, planned intervention point between summer and winter. Smart Cleaning, a commercial cleaning company in York, provides a guide to what facilities managers need to add to their autumn deep cleans.

Photo by Jeffrey Zhang on Unsplash

Cleaning & Hygiene

What should a deep clean achieve that routine cleaning doesn’t?

Routine cleaning is designed to maintain the workplace from day to day. Periodic or deep cleaning gives facilities teams an opportunity to address areas, surfaces and tasks that are not covered as frequently by the regular schedule.

Depending on the building and its condition, this might include: • Carpet extraction or intensive floor cleaning • Upholstery cleaning • High-level dusting • Internal glazing • Skirting boards, corners and edges • Areas behind or underneath movable furniture • Detailed washroom cleaning • Kitchen appliances and less-accessible surfaces • Entrance flooring and matting Benjamin Hirst, Director of Smart Cleaning, said: “City-centre premises close to areas such as Parliament Street or York station often have very different periodic cleaning needs to an office on a lower-footfall business park. “Surface types, occupancy, footfall and the existing cleaning specification all matter. “A deep clean should therefore do more than make a building look refreshed. It should help restore and protect areas that need additional attention before they deteriorate to the point where reactive action becomes necessary.”

Why autumn creates a natural reset point Building use starts changing again Summer can bring irregular patterns of building use. Annual leave, reduced occupancy or changes in working patterns may mean some areas have received considerably less use than others. As those patterns begin to change again in September, autumn brings a useful opportunity to reset the entire space to a consistent baseline before the weather turns. Ben added: “In York, we find that September sees a change in pedestrian activity, public transport use, visitor patterns and staff commuting conditions. This is down to university terms restart and major city centre events take place. “These will not affect every building equally, but they are important operational factors for FMs to monitor.”

Winter contamination is approaching As wetter conditions become more common, the amount of moisture and debris being brought into commercial premises can place greater demands on certain areas. Mud, grit and fallen leaves can all increase the need for entrances and circulation areas to be cleaned throughout the season so an earlyautumn clean is a logical time to prepare surfaces before waiting until they visibly deteriorate.

Cleaning needs may be changing An autumnal deep clean is the ideal opportunity to assess the Building & Facilities Management

Cleaning & Hygiene

condition of the workplace and ask whether the existing cleaning programme still responds to how the space is being used. For example, an autumn review might identify entrance flooring that needs attention before repeated moisture and soil ingress causes visible deterioration. It might reveal that matting is no longer adequate, that periodic floorcare has been missed, or that certain areas are becoming difficult to maintain through routine cleaning alone. An autumn deep clean also gives FMs a useful window before year-end pressures build, when workplaces may face busier diaries, client activity or seasonal operational demands.

Start with the entrance, but don’t stop at what visitors can see The entrance is one of the first areas where changes in the external environment can become visible indoors. It’s also www.bfmmagazine.co.uk

likely to be one of the highestfootfall areas, and the first part of the building visitors see, so it deserves particular attention during a periodic deep clean. Consider the condition of entrance matting, flooring and carpets, as well as the areas immediately around doors where moisture, grit and debris are most likely to collect. Cleaning programmes also need to respond to changing external conditions, particularly in these transition areas where what’s happening outside can quickly affect the condition of the interior. But an autumn deep clean should go beyond the most obvious areas. It’s an opportunity to look at the parts of the building that routine cleaning doesn’t necessarily reach. Edges and corners, highlevel surfaces, upholstery and other easily overlooked or less accessible areas are important to include in a deep clean.

This more thorough approach helps make sure the clean is addressing the actual condition of the building, rather than simply repeating the same tasks as part of the regular cleaning schedule.

What’s happening outside your building? Cleaning specifications are often based on internal measures such as:

• Building size • Occupancy • Contracted cleaning hours • Internal usage patterns Those factors are important, but they are not the whole picture. External factors can also have a significant influence. These include: • Local events • University terms • Transport changes • Seasonal tourism Cleaning & Hygiene

Cleaning & Hygiene Longer-term changes matter too. York Central, for example, is planned to include up to 112,000m² of office, leisure and retail space. The point for FMs is not the development itself, but that commercial districts, access routes and patterns of movement evolve. Cleaning specifications may need to evolve with them. That is precisely why cleaning plans need to reflect individual circumstances rather than assumptions about how every building should operate.

Use autumn to audit the cleaning specification

A periodic deep clean should not simply be treated as a oneoff exercise before returning to exactly the same cleaning programme. It can also provide a useful trigger for reviewing whether that programme is still doing what the building needs it to do. Questions worth asking include: • Which entrances now experience the greatest footfall? • Are some areas becoming dirty faster than expected? • Have occupancy or attendance patterns changed? • Do particularly busy days require different cleaning coverage? • Is entrance matting adequate for wetter conditions? • Are periodic cleaning tasks explicitly scheduled? • Are some areas being cleaned repeatedly while others are being missed? • Are facilities being used differently from when the cleaning contract was first specified? • Are there changes around the site that are affecting how the premises are accessed or used? This is particularly relevant where a cleaning specification has been in place for some time. Buildings evolve, the way 28

Cleaning & Hygiene

people use them changes, occupancy patterns shift and different areas can become more or less demanding to maintain. A cleaning programme that worked well when it was first introduced should not automatically be assumed to remain the right programme indefinitely. For organisations in York, local conditions may provide another reason to keep that review ongoing. City-centre activity, changing travel patterns and seasonal conditions can all affect different premises in different ways. The important thing is to assess what is actually happening at the site rather than applying a one-size-fits-all response.

Don’t wait until something looks dirty

Cleaning becomes reactive when periodic work only happens after a carpet has visibly deteriorated, an entrance is struggling to cope with moisture, or an area has clearly fallen outside the standard maintained by routine cleaning. A planned autumn review gives facilities teams an opportunity to intervene earlier. That doesn’t mean there is one correct month for every building to have a deep clean, or one frequency that works for every commercial property. City-centre retailers, offices,

educational settings, hospitality venues and industrial sites will all have different requirements. The FM deep-clean calendar should reflect factors such as: • Building type • Occupancy • Footfall • Surface types • The external environment • Seasonal conditions • The existing cleaning regime September in York provides a useful illustration of why timing and context matter. The city moves into a period of changing activity while the transition towards wetter autumn conditions begins. For some premises, this may change cleaning demands significantly; for others, the effect may be minimal. Either way, autumn can provide a valuable moment to stop, assess and prepare. Rather than waiting for visible deterioration or automatically scheduling a deep clean because spring has arrived, facilities teams can use periodic cleaning as part of a more responsive approach to maintaining their buildings. For businesses reviewing their requirements for commercial cleaning in York, the same principle applies: the cleaning specification should reflect the building itself, how it is used and the conditions around it. https://smartcleaninguk.co.uk/ Building & Facilities Management

Cleaning & Hygiene

Moving towards a cleaner, more sustainable future

NOV 2025

At Nilfisk, sustainability is both a shared responsibility and a strategic priority integrated throughout our business. It guides how we operate, serve our customers, and invest, demonstrating our efforts to address real-world cleaning challenges while reducing our impact on people and the planet.

Use the Nilfisk CO2 calculator to estimate the carbon footprint of your Nilfisk machine while in use, to support your ESG reporting and sustainable procurement of cleaning machines.

Nilfisk Ltd Nilfisk House • Bowerbank Way • Gilwilly Industrial Estate Penrith • Cumbria • CA11 9BQ Tel: 01768 868995 • Email: sales.uk@nilfisk.com

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Cleaning & Hygiene

We’re off – countdown begins to national water jetting show The Water Jetting Association is to hold its next trade show at one of the UK’s premier sporting venues – giving companies in the water jetting industry a winning opportunity to meet and do business.

WJA Trade Show 2027 will take place at Newbury Racecourse on Friday 25th June 2027. It is a new venue that will allow a major expansion of external displays of Britain’s biggest and most powerful water jetting machines. WJA Chairman Lee O’Callaghan said: “We’re excited to give our members and other businesses a unique commercial opportunity to meet potential new customers and show them the important services they deliver and equipment they supply. “It’s the only event in the UK dedicated to promoting the water jetting industry and is the place where contractors, service buyers, training providers and industrial bodies can do deals and shape the future of our industry. The association is hosting WJA Trade Show 2027 at Newbury Racecourse because it provides excellent outside space for exhibitors to display larger items of equipment and water jetting vehicles. Lee O’Callaghan explained: “We’re expanding the external display area in response to requests from equipment suppliers, who want to show off their latest equipment, and contractors, who value being able to look at different kit in one place before they make a decision to buy.” The move to Newbury Racecourse comes after WJA hosted two successful trade shows at StoneX Stadium in North West London, in 2024 and 2025. 30

Cleaning & Hygiene

WJA Trade Show 2027 remains free to attend and there is free parking for visitors and exhibitors. As one of the UK’s premier horse racing venues, WJA Trade Show innovation - vertical crawling jetting bots visitors and exhibitors James Coverdale, Head of Sales will also benefit from Newbury at CCTV equipment manufacturer Racecourse’s high quality facilities. iTouch Systems, said: “We were The internal trade show space is busy all day, with a lot of interested located directly beneath the main visitors stopping at our stand. stand, with 23 exhibition stands. We got some strong leads. It’s The external display area is in been a very good day for us.” front of the main stand, right next Bucher Municipal UK Sales to the track finish line, with spaces Manager, Mark Robson, said: for 15 exhibitors, over 50% more “We’ve met new customers. It’s than at the last trade show. been an ideal opportunity to show WJA Trade Show 2027 is drainage contractors they can take expected to attract exhibitors the next step from a van pack to promoting all types of water our CityFlex combination unit.” jetting, including drain jetting, Show visitor Michael Ward, high-pressure and ultraDirector of water jetting specialist high pressure water jetting MW Services, said: “I want and pressure washing. some new nozzles and there Water jetting applications are some good suppliers here. across every industrial sector It’s good to see faces and look will be on show, including at the products in person.” drainage, water utilities, oil and WJA Trade Show 2027 will gas, petrochemicals, industrial also allow the WJA to promote cleaning, construction and important developments, including maritime maintenance. the launch of the new WJA Code The previous two WJA Trade of Practice, which has replaced the Shows also attracted visitors association’s previous three codes. with many different roles across The WJA will also be a wide range of industries, showcasing its City & Guildsincluding business owners and accredited training programme, directors, contract managers, which now has new non-water equipment buyers, safety jetting courses, including Drain specialists, and service specifiers. CCTV, Gutter Cleaning, and Exhibitors and visitors who Remote Structural Repair. attended WJA Trade Show 2025 View the WJA Trade were impressed by the experience. Show 2027 brochure Building & Facilities Management

Cleaning & Hygiene

Councils turn to smarter street-cleaning solutions as Britain’s litter crisis deepens Britain is facing a growing litter crisis, with more than 90% of surveyed urban and rural sites found to contain waste, according to Keep Britain Tidy’s Rubbish Reality report. In response, Bradshaw EV, the UK distributor for the Glutton range, is reporting a significant rise in enquiries for its Glutton® Litter Vacuum and Glutton® H2O Perfect as local authorities look for more cost-efficient ways to maintain public spaces. Urban centres and residential areas are all experiencing increasing waste levels, driven by fly-tipping and a persistent littering culture that shows little sign of slowing down. The scale of the issue is reinforced by further research from Keep Britain Tidy and YouGov, which found that nearly half of UK adults admitted to littering within the past year. The findings highlight concerning behaviours – particular that more than 5.4 million people (10%) confessed to leaving packaging behind after eating or drinking, and a further 3.7 million (7%) admitted to abandoning rubbish at transport hubs such as bus stops and train stations. This comes at a time when local authorities are under mounting pressure to keep streets clean, all in the face of tightening budgets and growing public expectations around cleanliness in public spaces. Ramsy Labassi, Marketing Manager at Bradshaw EV commented: “Despite having a statutory duty to maintain clean public spaces, what we’re seeing on the ground is that councils are struggling to keep pace with the sheer volume of litter. Currently, it’s estimated that more www.bfmmagazine.co.uk

than 2 million pieces of litter are dropped every day in the UK, equating to approximately 23 pieces of litter per second. “This escalating challenge is prompting councils to look for more effective ways to operate in dense urban environments and to make better use of the resources they already have in order to get more done. In place of slower, more labour-intensive methods, our Glutton models are at least 10x more efficient, as they allow operatives to collect waste far more quickly through reducing the need for tasks such as repeated bending, individual picking, and bag emptying. “When put into perspective, this means a single operator can cover significantly more ground in the same amount of time, removing far greater volumes of litter and reducing the need for multiple staff to be deployed on routine cleansing tasks.” Financial constraints are compounding the issue. Local authorities in England are facing a projected £4.7 billion funding shortfall between 2025 and 2029, largely driven by increasing demand for essential services such as social care and homelessness support. As these critical areas take priority, cleaning services are likely to face further cuts.

As a result, local authorities up and down the country are now seeking smarter, more agile solutions that can deliver a higher output with fewer resources, while also leaning more heavily on community and volunteer initiatives to tackle persistent ‘grot spots.’ Ramsy added: “The startling data from Keep Britain Tidy reinforces just how widespread the issue has become, with litter now a persistent challenge across almost every type of public space. What’s particularly concerning is the normalisation of littering behaviours, which is putting even more pressure on already stretched frontline services. “It’s no real coincidence that in line with the escalating litter epidemic that we’re seeing a clear shift in how councils are approaching street cleansing. There is a growing recognition that traditional methods – most notably ‘man with broom’ – are no longer enough to cope with the scale and rate of litter that’s building up on our streets. Based on recent data, local authorities in England spend approximately £1 billion annually on cleaning up litter and flytipping, covering street cleaning, parks, and public spaces. www.bradshawev.com Cleaning & Hygiene

Outdoor Maintenance

Site Logic: Stepping From Summer Heatwaves to Winter Resilience with Smarter Grounds Maintenance

Sam Pearce, National Account Manager at OUTCO discusses prioritising safety, risk management and aesthetics after extreme heat stress After the frenetic activity of the summer, grounds maintenance tends to shift gears. While the endless mowing abates, outdoor FM generally shifts from high frequency, reactive summer routines towards a more proactive and risk-focused winter campaign. Many facilities managers share a common misconception: once the intense grass-cutting schedules of summer begin to wind down around late October, the grounds maintenance season is effectively over. In reality, autumn and early winter can be some of the most demanding months of the year. And, following months of heatwaves and drought, this year is presenting a different set of challenges: Following a record-breaking summer, the focus needs to shift from keeping on top of growth to managing additional risks left behind by extreme weather. All this has to be balanced with client budget constraints and with the reduced daylight hours. At OUTCO, we see grounds maintenance as being as much as an art as a science: When every site is different and when an increasingly erratic climate changes the weather patterns from year to year, our team leaders really show their value. Especially when time and budget is limited, their experience and knowledge of each site - an awareness we call “site logic” – lets us focus on the activities that will get the right balance of risk and reward. Let’s look at some of the main areas that will matter most as we approach this particular winter.

1. Managing Leaf-Fall Risk: Early Defoliation, Slip Hazards and Drainage Blockages One legacy of this summer’s extreme heat is early leaf fall. Heat and drought stress can cause trees to shed their leaves earlier than normal. This year we saw leaf shedding beginning as early as late July or August. Leaf clearance, traditionally a late-autumn task, has therefore started much earlier and has coincided with late-season mowing and hedge cutting. Even though this hot, dry summer has seen mowing reduced in many parts of the country, the return of cooler weather alongside early leaf fall is placing an additional burden on grounds maintenance teams. This is where experience matters, as fallen leaves on pathways can create a similar level of risk and potential liability as uncleared snow or ice. A leaf’s waxy cuticle prevents moisture from passing through so any rainfall 32

Outdoor Management

produces a banana-skin slipperiness on both sides of the leaf. With footfall and vehicle traffic, they become a slippery paste that becomes more time-consuming to remove. Hence, it’s vital to plan leaf collections carefully, not just with the right frequency but also starting at the right time (after a long, hot drought it’s really important not to delay until later in the autumn). At OUTCO, we recommend viewing leaf clearance as being a similar responsibility to snow and ice clearance and handle it with a similar focus on liability and risks (our teams photograph cleared sites to ensure clients have reliable reporting and evidence on hand). Ahead of the winter months, a further issue for grounds teams to address is ensuring clear drains. Earlier leaf fall can also amplify any drainage problems, clogging gullies and drainage grates that will result in standing water in car parks and roadways that can freeze into Building & Facilities Management

Outdoor Maintenance patches of black ice in the winter. With limited time on site, teams should consider prioritising pathways, emergency exits and busy car parks and seek to clear leaves before they can cause drainage issues.

2. Tree Inspections and Canopy Management: Combating Branch Cracking Another potential consequence of extreme summer heat is branch cracking or sudden limb drop as the stress from drought weakens trees. Before the stormier autumn and winter months, it’s always advisable to address any trees or branches that can pose serious risk to pedestrians, vehicles and buildings but this year the drought conditions have accentuated that risk. Regular visual inspections by qualified arboriculturists can help identify obvious warning signs. In addition, this is where experienced grounds teams can support that inspection regime by looking out for and reporting any signs of damage during their regular fortnightly or monthly visits. These include cracked or hanging branches, damaged bark where disease and fungus can enter, or other warning signs like cankers on tree trunks. Where hazards are identified, professional teams can carry out appropriate remedial work ahead of the winter months. Other interventions such as crown raising - or trimming lower branches to above three metres - can improve visibility across a site while allowing more natural light and airflow to reach pathways to prevent damp slippery areas.

3. Proactive Moss and Algae Control: Mechanical Brushing and Jet Washing As daylight hours shorten and shade increases, damp pathways also become ideal conditions for moss and algae. This is more than an aesthetic problem; it can create a significant slip hazard. Algae on hard surfaces produces a coat of complex sugars and proteins that traps moisture. When wet, this forms a slippery gel across paving that reduces friction like grease. Usually, high-pressure jet washing is required to break down the build-up and restore traction. For moss removal, some operators use harsh chemicals that can create harmful run-off that can impact the environment. However, there are excellent sustainable alternatives. We recommend dedicated machinery that use rotary brushes to mechanically remove moss, algae and weed seedlings. This is another area where a well-led grounds team can work smarter by taking a holistic view of a site – for example, by mitigating these surface-level issues with moss and algae in line with effective tree and shrub pruning to reduce dark, shady areas where pedestrian footfall is highest.

4. Balancing Aesthetics, Biodiversity and Winter Restoration As well as clearing debris and reducing risks, autumn and winter grounds maintenance allows for a greater degree of proactive work to maintain, protect and improve sites. Following the end of the bird nesting season in early autumn, hedges can be cut back and shaped to create clean, structured lines that keep a site www.bfmmagazine.co.uk

looking smart and professional through the winter. At the same time, there is an opportunity to reduce the burden of competing priorities by balancing good maintenance while working to improve biodiversity net gain. Rather than hard pruning every shrub, experienced operators can work with clients to decide on which areas should be kept more aesthetically appealing to site visitors, while also deciding if other areas can be left to provide valuable food and shelter for wildlife. Hawthorn carrying winter berries, ivy (if not intrusive), and cotoneaster, for example, can often be left alone until spring. Patches of set-a-side or wildflower containing species such as Teasel, Coneflowers and Sedums can also be left standing over winter to provide essential food for birds and vital shelter for insects – and provide striking beauty to our clients’ outdoor spaces. Once grass enters its dormant phase, teams can also focus on restoration work: repairing damaged lawn edges, replacing bare patches, replanting borders and addressing persistent waterlogging.

5. Better Communications, Better interventions and Strategic Risk Management When many clients seek to reduce winter grounds maintenance visits (sometimes to just once a month), clear communication between the grounds team and facilities manager becomes particularly important. Like much in grounds maintenance, being at the mercy of the elements can feel like an endless struggle. For example, operatives can understandably feel frustrated when leaves continue to fall immediately after they have completed clearance work. The answer, however, isn’t to keep chasing an impossible standard with limited time. It is to identify, record and communicate the risks clearly - and where necessary equip busy FMs to understand where an additional investment of resource can deliver better long-term value through a timely intervention. This is where the site-logic of an experienced team leader on site really matters. At OUTCO, we believe that people and trust remain paramount but that modern technology, reporting and better professional standards are making life easier. For example, team leaders can generate remedial reports on site to advise of safety hazards with photographic evidence. If a team has spent hours clearing a car park but leaves are still falling heavily, or a drainage system remains blocked, this can be documented and sent directly to the client. For facilities managers, this creates a clear audit trail. Once a specific, high-risk hazard has been reported, the FM has the information needed to decide whether further action is required. In this way we help our clients’ FM teams keep their external environments safe, compliant, presentable and proactively maintained throughout the winter. Most crucially, we also help prevent smaller issues snowballing into major reactive expenditure or customer complaints. And that’s where site logic really delivers. For more information contact 0800 0432 911 email enquiries@outco.co.uk or visit www.outco.co.uk Outdoor Management

Outdoor Maintenance

Easy & effortless: Makita launches new 40VMax Ground Trimmer

The new UG001G 40VMax XGT® Ground Trimmer from Makita makes grass cutting easy and effortless with a simple push. With a self-standing, three-wheel design to ensure stability, the tool provides an effective cutting width of 500mm. In addition, to help make the task as hassle-free as possible, the ground trimmer features toolless cutting height adjustment from the minimum 25mm up to the maximum 105mm with a handy, one-touch locking lever. The three-wheel ground trimmer stands on its own, which is crucial to help reduce holding effort and user fatigue during extended periods of work. The large rear tyre also ensures it can move smoothly on uneven ground as well as making it easier to turn. During operation, users will also benefit from tool-less cutting height and handle height adjustment. With a soft start as well as constant speed control, the UG001G has been designed with a single sided, T-shaped hedge trimmer style blade, which sits at a 90-degree angle to the shaft. This makes effective cutting possible without having to swing a blade from side to side, simply by pushing the ground trimmer along with minimal effort. With an

Outdoor Management

impressive performance – it achieves between 3000-4000 cutting strokes per minute. Additional advantages include that the UG001G is cordless, having a significant impact on freedom of movement and removal of trip hazards. Powered by a 40V XGT® Li-Ion battery, it offers an approximate, continuous runtime on full charge of 2 hours 40 minutes on low mode, and 1 hour 30 minutes on high mode, making it an ideal option for tackling large areas of grass,

sports fields, field ridges, roadsides and riverbanks. Finally, it also features a fold-away handle for easy and effective storage. Kevin Brannigan, Marketing Manager for Makita UK commented: “We have addressed each design feature on the new UG001G 40VMax XGT® Ground Trimmer with the aim of making a physically demanding job as easy as possible on the individual, whilst helping to ensure exceptional performance and professional results.” For further information about the IPX4 rated Makita 40VMax XGT® Ground Trimmer and other landscaping tools and machinery, visit: www.makitauk.com Building & Facilities Management

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Security & Access Control

Five ways facilities managers can tackle hidden cyber risks in building systems Facilities managers are being warned about the hidden cyber security risks inside their building systems because of new technologies which are moving at a rapid pace.

According to the latest UK Government Cyber Security Breaches Survey, 43% of businesses reported a cyber security breach within the last 12 months, while the number of businesses which have adopted advanced controls like two-factor authentication (47%) and user monitoring (30%) remains low. Facilities managers have been quick to embrace new technology and benefit from its enhancements, including Building Management Systems, access control and CCTV, which are becoming interconnected by digital platforms. David Robinson, head of cybersecurity at Restore Information Management, says

there are hidden cyber risks within digital building systems which facilities managers need to account for to increase security. He said: “Many building systems still rely on default credentials straight out of the box. If these credentials aren’t changed, cyber criminals can gain access to critical systems with relative ease. “As today’s digital building systems become more connected and cloud-based, facilities managers are chasing systems that are evolving quicker than they can protect them. Without the right controls, attackers could cause disruption in building systems and the organisation’s wider network.” Here are five tips from David Robinson on how facilities managers can take control of their building technology to reduce cyber security risks.

1. K now what systems you have and how they are connected

It is crucial facilities managers know what building systems they have and how each one 36

Security & Access Control

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is connected. A simple way of doing this is by keeping a protected inventory of each system that is either networked or remotely accessible, including who supplies the system and how the access is provided. This is the first step to improving your baseline security and protecting your business from advanced cyber criminals, who, once they have access to a system, can go anywhere in that network. Do not leave this itinerary to your IT team. When building systems fail. everyone notices it immediately - and staff will turn to the facilities management team first for help.

2. Eliminate shared logins and default passwords

On the surface, shared logins and default passwords are easy to remember and convenient. In reality, they’re one of the most common weaknesses in an organisation’s cyber security. Building & Facilities Management

Security & Access Control

Facilities managers should ensure they have a password policy in place. This could include changing passwords every three months, reducing the number of employees who know the passwords, or changing passwords and logins every time an individual leaves the workplace. It’s important to be proactive about password policies and not just rely on making changes when someone forgets their login.

3. Tighten controls Facilities managers need to do their due diligence when it comes to remote access and control. The best way to do this is by taking ownership of who has access to what and for how long. Carry out a monthly in-house audit of contractors who have had access to a building, whether they were admitted into the building by an employee or whether they www.twitter.com/BFM_Magazine

had access themselves, whether their work is complete or not. If it is complete, access should be changed so they no longer have any company knowledge. It’s a good idea to do a similar audit with employees and regularly check whether anyone has left the business, what they had access to, and to update these access routes to prevent external exposure.

4. S eparate systems It’s important building network systems are separated from corporate IT networks. In the event of a security breach, separated systems mean the breach will be isolated to that one network rather than the entire organisation. Facilities managers should liaise with their IT team to push for that separation if it doesn’t already exist. Managers have the chance to be proactive and push for change in legacy

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systems, and this is an important one they should make.

5. Make cyber security your responsibility

Facilities managers need to have a proactive approach to cyber security and should engage with the IT team and across their entire organisation. Hold awareness training for all employees and teach them about the real-world consequences of a building system cyber-attack – such as doors failing, areas being unlocked, heating and cooling systems being disabled and CCTV feeds becoming unavailable. Make sure everyone knows they have a part to play when it comes to cyber security and protecting the business. https://www.restore. co.uk/informationmanagement/

Security & Access Control

Why Facilities Teams Should be Interested in Access Control Data Viet Tang, Enterprise Account Executive, Genetec With competing demands on our time and resources, we’re all under pressure to justify our decisions with evidence; gut feel and experience can take us so far. However, it leaves us vulnerable when challenged or seeking further investment. What we need is the data needed to support our reasoning, build consensus, and get buy-in for the changes we’d like to make. This applies to those choices with the most far-reaching implications such as how much physical space our organisation requires and how it should best be utilised. Equally, it applies to more routine day-to-day judgments such as adjustments to staff rotas and cleaning schedules. For most organisations the difficulty isn’t generating the data. It likely already exists, hidden away in systems already used for other purposes and possibly owned by other departments such as the IT and security teams. The tricky part is getting our hands on it in a timely and usable form. Physical Security, and access control systems in particular, record valuable real-world information about how people interact with a facility, every day. When that information is unlocked and visualised, it becomes a powerful source of operational intelligence. It should be the first priority of any facility manager seeking to improve efficiency, 38

Security & Access Control

reduce costs, or simply inform better operations decisions.

The Hidden Value in Security Data Working patterns and expectations of the workplace have changed dramatically over the past decade. That means many buildings now operate very differently to how they were originally designed. A floor that was once fully occupied five days a week might now sit empty for long periods. Meeting spaces once deemed adequate may now be poorly equipped and feeling the strain as people use their days onsite to prioritise collaborationbased work. Staff surveys and spot observations might get us somewhere towards the truth, but they are both highly subjective and paint a picture only of the day on which the activity was carried out.

Unlike surveys or periodic audits, access control systems sit quietly generating a continuous record of how facilities are really being used. Every badge swipe builds an objective record of which floors experience the highest occupancy, how attendance varies throughout the week, and which amenities are consistently over or under-utilised. Those insights can support a whole range of organisation-wide decisions. For example, it might reveal opportunities to consolidate underused space, to save energy consumption by adjusting heating and lighting out of hours, or

Building & Facilities Management

Security & Access Control even to dynamically adjust cleaning schedules according to which bathrooms are most used. Just as importantly, this data can help to match investment decisions that would otherwise be a judgement call instead with an analysis of current usage and demand. For example: do we need more staff on reception in peak hours? Should we renew our lease? Which set of lifts should be prioritised for refurbishment?

Making Data More Accessible If access control data can offer such valuable insight the obvious question is why more organisations aren’t already using it as a strategic tool. The answer lies in the average lifespan of an access control system and limitations in how they’re commissioned and managed. In many facilities they will have been installed years, maybe even decades ago, and with the single purpose of controlling entry and exit. So long as they’ve continued to serve that function they’ve been left largely alone, receiving only essential maintenance and upgrades when hardware reaches end of life. There’s a huge opportunity to think more broadly, especially at a time when buildings are already generating information from an increasing range of sources, including access control readers, video systems, occupancy sensors, intrusion detection, and building management technologies. When these systems operate in isolation, their value is limited. When data is brought together into a unified

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platform, however, a much richer picture of how a facility is functioning begins to emerge. Equally important is how that information is presented. Facilities managers do not need thousands of access events or pages of system logs. They need clear visualisations and dashboards that translate activity into meaningful insights, highlighting occupancy trends, usage patterns, and areas where resources could be deployed more effectively.

The objective is not simply to collect more data but to make workplace planning easier to understand, justify, and implement. Security infrastructure is already generating vital operational intelligence; the remaining barrier is mindset. Organisations still buy and manage access control as a security system when they should increasingly view it as a strategic operational tool. https://www.genetec.com/

Security & Access Control

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