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INFORMING WORKPLACE AND FACILITIES PROFESSIONALS

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AN EVOLVING VOCABULARY

STRATEGIC OPPORTUNITY

CONSOLIDATION STATIONS

How the language we use to describe WFM keeps changing

Plans for local authorities could affect facilities service provision

Pursuit of operational resilience sees a surge in M&A activity

MARCH-APRIL 2025

A P P R E N T I C E S H I P S ● E M P L OY I N G E X- O F F E N D E R S ● C O N S C I O U S U N B O S S I N G

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Data race Artificial intelligence is driving the UK to join the global rush for a new generation of data centres

04/03/2025 11:38

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MARCH-APRIL 2025 / FACILITATE

CONTENTS FRONT DESK 06 AI’s FM trajectory Assessing the government’s AI Opportunities Action Plan

09 Grenfell Phase 2

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Government accepts all of the recommendations in the report

12 Older workers suffering

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Persistent ageist myths inhibit access to work

KNOW HOW

16 All in Our ‘all things inclusivity’ page, inspired by activity in the sector

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47 Electrically challenged

18 Shaping FM’s future

Demand for electrical infrastructure is being pushed to its limits

IWFM’s policy work contributes to positive change in the sector

48 FM overview of IMI

FEATURES

What the Information Management Initiative (IMI) means for facilities managers

20-24 Scale models

51 Help, healing and hope

Strategic local authorities in England could transform FM provision in the public sector

Leaders need to build a culture of prevention of harm

53 Smile, you’re on camera 26-31 FM’s future vocabulary

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The language we use to describe what FM is and does has evolved, but what does it tell us about the sector?

32-37 Data expansion The UK has joined a global arms race to encourage AI. A push for new data centres is one result.

VIEW POINT 40 Perspectives Four FM professionals seek to influence your insight agenda

44 A bit about you Behind the jobs of Charlotte Metcalf and Martin French

CCTV protects property against crime, but installation must comply with the law

54 Going up?

Proactive lift maintenance must be a high priority in buildings with lots of people across many floors

55 Know How crammer Key takeaways from a selection of online-only explainer articles

SUPPLY SIDE 59 Building maintenance costs will go up Maintenance costs are set to rise by 15% by the third quarter of 2029, according to BCIS data

FACI L I TAT EM AG A ZI N E .CO M

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04/03/2025 11:03

FACILITATE / ONLINE

ONLINE COMMENT

Novus’ John Seddon retires

End-of-life pains of PFIs PFI contracts have led to the construction of hundreds of public buildings, but frequently without regard for the ongoing operational costs required, says Lucy Jeynes, MD of Larch Consulting.

After 73 years with the business, John Seddon is retiring from the JSSH Group – parent company of national specialist maintenance contractor Novus Property Solutions.

The debate around the four-day work week often misses a key point. It’s not just about how many days you work, but about what helps you work best, says Spacemade co-founder Jonny Rosenblatt.

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REPORTS

EDITOR Martin Read 020 7880 7664 martin.read@facilitatemagazine.com

Less flex up North There is a clear North-South divide, as Northern workers are less likely to work remotely than their Southern counterparts, according to data from ONS.

Energy support needed FM pioneer Bernard Williams has died One of the most recognisable names in the early days of the sector, Bernard Williams knew the potential of strategic facilities management in organisations. Sadly, he died in late February.

A report by the British Property Federation reveals that 83% of commercial buildings in seven cities have an EPC below B.

b.link/FacilitateB25-016 Grenfell inquiry response

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SBFM’s account director Abigail Richards has been awarded the Future Leader FM Award 2025 by The Worshipful Company of Pattenmakers.

The government has accepted the findings of the Grenfell Tower Inquiry’s final report and has set out its plans to act on all 58 recommendations to transform safety standards.

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SBFM wins Future Leader FM award

FACILITATE

YOUR AWARD-WINNING MAGAZINE Facilitate is the magazine and online news content resource of the Institute of Workplace and Facilities Management (IWFM). We inform members and others about the latest thinking around workplace and facilities management.

In 2019, we were judged Best Magazine (1032,000 members)

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Institute of Workplace and Facilities Management Suite 15, Thremhall Park, Start Hill, Bishop’s Stortford, Hertfordshire, CM22 7WE, UK

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b.link/FacilitateB25-010 Four-day week debate’s missing point

Facilitate, incorporating FM World, is the publication of IWFM, the professional body for workplace and facilities management. For information on membership, qualifications and training contact us:

at the Association Excellence Awards, the body which assesses the media brands of trade bodies, membership organisations and associations. In 2023, Facilitate and IWFM were judged to have conducted the best association digital transformation at the same awards, the work

described as ‘a stellar example of how a digital transition driven by deep understanding of the audience’s needs can future fit a professional body’s content strategy.

At the same time opening commercial opportunities for new revenue streams’ Got a story? email editorial @ facilitatemagazine.com

DEPUTY EDITOR Bradford Keen 020 7880 7615 bradford.keen@facilitatemagazine.com NEWS EDITOR Herpreet Kaur Grewal 020 7880 8544 newsdesk@facilitatemagazine.com SUB-EDITOR Deborah Shrewsbury 020 7880 6223 deborah.shrewsbury@redactive.co.uk SENIOR DESIGNER Joe McAllister 020 7880 2747 joe.mcallister@redactive.co.uk PICTURE EDITOR Akin Falope 020 7324 2713 akin.falope@redactive.co.uk CONTENT ASSISTANT Prithvi Pandya 020 7880 6229 prithvi.pandya@redactive.co.uk SALES — DISPLAY, DIGITAL, EVENTS 020 7880 6206 display@facilitatemagazine.com SALES — RECRUITMENT 020 7880 6212 recruitment@facilitatemagazine.com PRODUCTION MANAGER Aysha Miah-Edwards 020 7880 6241 aysha.miah@redactive.co.uk PUBLISHING DIRECTOR Joanna Marsh 020 7880 8542 joanna.marsh@redactive.co.uk Subscriptions IWFM members with Facilitate subscription or delivery queries should call the IWFM’s membership department on +44 (0)1279 712650.

Facilitate is sent to all members of the Institute of Workplace and Facilities Management and is available on subscription to non-members. Annual subscription rates are UK £110, Europe £120 and rest of world £130.

To subscribe call 01580 883844 or email subs@redactive. co.uk – alternatively, you can subscribe online at www.facilitatemagazine.com/about-us/subscribe/ Editorial Advisory Board Simon Ball, market director, EQUANS UK & Ireland Rob Greenfield, regional health & safety consultant, Croner Ian Jones, director of workplace services and estates, ITV Kate Smith, executive director, consulting, CBRE UK Liz Kentish, managing director, Kentish and Co. Simone Fenton-Jarvis, group director of workplace consultancy and transformation, VPOD Smart Solutions Printed by Warners

Average net circulation 10,977 (July 2022 to June 2023) Facilitate (Print) ISSN 2752-5171

Recycle your magazine’s plastic wrap – check your local LDPE facilities to find out how.

FAC I L I TAT E M A RCH -A P RIL 2025

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COMMENTS / LEADER

COMMENTS H

ILLUSTRATIONS: SAM KERR

SKILLS, SUPPORT AND SCHOLARSHIPS As spring approaches, IWFM is alive with new initiatives designed to support development, collaboration and opportunity in our profession.

Adding to our professional development suite, WFM Essentials is an accessible bite-size learning programme for WFMs at any career stage to gain and refresh their knowledge.

The programme is anchored in major megatrends such as tech and digital innovation – of top concern in IWFM research last year.

WFM Essentials offers targeted development that can be completed on the go, whenever there is a free moment, maximising value and meeting the needs of time-poor professionals.

As we look to a new season and networking opportunities, our volunteer recruitment drive has begun. Volunteers are the institute’s lifeblood, dedicating time, energy and expertise to driving our mission. We need passionate people to join our communities to mentor the next generation of WFM professionals.

Volunteering with IWFM is a chance to develop skills, expand networks and enhance the sector. Engage with us to make a difference.

Finally, I am proud to see the launch of the second year of the Deborah Rowland Scholarship, established by one of our sector’s shining lights and supported by the IWFM Foundation to nurture the next generation of WFM leaders. As last year’s scholarship awardees progress, we’ll build a talent pipeline to address the skills shortage and challenges in recruitment and retention. We continue to promote WFM as a career of choice. We’re committed to providing the resources, support and platform needed for you, your organisation and the sector to blossom in spring and beyond.

LINDA HAUSMANIS is CEO of the IWFM

ere’s one sentence guaranteed to raise a teenager’s hackles: “Don’t worry, it’s just a stage he’s going through.”

Of course, a ‘phase’ or ‘stage’ can also be, as the dictionary defines, ‘a distinct period in a series of events or a process of change or development’ – but both phase and stage denote something transitory. One will soon be followed by another, and so on.

To a point, this makes perfect sense when we talk of the RIBA Plan of Works and the various phases in a building’s life cycle, or when we see ‘occupation phase’ used in the Building Safety Act 2022.

But let’s look at the maths here. A building’s design, construction and demolition totals around five years, while the actual occupation and use of that building is up at around 60. That makes more than 90% of a building’s life cycle its occupational ‘stage’.

Language is something we discuss elsewhere in this issue, and I think there’s a language issue here too. Can a building’s occupation be a phase or a stage when it is in fact its point, its purpose, its very reason to exist?

While in purely logical terms it makes sense to describe occupation as a stage, it is surely not ‘just a stage the building is going through’.

It’s only a ‘stage’ in the same way a race is the stage between starting gun and finishing tape, or a film the stage between studio idents and end credits. And it makes me wonder if our casual acceptance of this idea, that the vast bulk of a building’s appearance on the skyline is a temporary ‘stage’, blunts some of the sector’s messaging about its role for society at large. Because wellbeing, productivity, sustainability – all of this is in how a building is operated and adapted to serve during its lifetime. When it comes to design, with such aims as Net Zero to be considered, WFM should overwhelmingly inform all other developmental stages.

Pie charts typically present occupation as the same size as all other construction stages when it should dwarf them. While everything else is a slice, occupation is the pie itself – with WFM determining the quality of the pie’s filling. Calling it a ‘stage’ is half-baked.

MARTIN READ is the editor Anyone else feeling hungry? of Facilitate magazine

It’s only a ‘stage’ in the same way a race is the stage between starting gun and tape

FACI L I TAT EM AG A ZI N E .CO M

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CRITICAL ANALYSIS OF EMERGING THEMES AND TRENDS

FRONT DESK 08

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Lords committee to consider economic and social issues caused by working from home

All findings in the Grenfell Phase 2 Report to be accepted by the government

Government eases restrictions on apprentices to give employers more flexibility

Myths preventing older people from finding employment persist

TE C HNO LO GY

How will AI look in FM’s future?

by Herpreet Kaur Grewal

T

he government’s Artificial Intelligence (AI) Opportunities Action Plan, with its aim to strengthen the economy and boost public services, has raised questions for many industries. There is no denying its potential importance. Prime Minister Keir Starmer called it “the defining opportunity of our generation”.

It sets out 50 recommendations that cover skills, computing infrastructure, business, the public sector and legislation.

Starmer said: “In the coming years, there is barely an aspect of our society that will remain untouched by this force of change.

But this government will not sit back passively and wait for change to come.”

While it remains to be seen how exactly the plan will be implemented, bodies and experts in the workplace and facilities management industries have expressed their views on what must be considered if it is to be successful.

Recruitment When it comes to skills, the government must engage with the recruitment sector if the plan is to work, said the Association of Professional Staffing Companies (APSCo).

APSCo has stated that the Artificial Intelligence (AI) Opportunities Action Plan will map out “promising opportunities for the economy” but must do more.

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ANALYSIS / FRONT DESK

One of the 50 recommendations is to help the “public sector to spend less time doing admin and more time delivering the services working people rely on”.

Starmer said AI “can transform the lives of working people – it has the potential to speed up planning consultations to get Britain building, help drive down admin for teachers so they can get on with teaching our children, and feed AI through cameras to spot potholes and help improve roads”.

The plan also claims that backing AI “to the hilt can also lead to more money in the pockets of working people” because, according to IMF estimates, “if AI is fully embraced – it can boost productivity by as much as 1.5 percentage points a year” and “if fully realised, these gains could be worth up to an average £47 billion to the UK each year over a decade”.

Shazia Imtiaz, general counsel at APSCo, said: “It’s encouraging to see the many plans outlined by the government to boost the UK’s AI prowess, and we welcome many of the recommendations. That includes the creation of AI Growth Zones across the country alongside research into the extent of the skills gaps in the remit. APSCo has advocated the need to have accurate data to track and monitor resourcing shortages in the country, and we have mentioned in our many conversations with policymakers that regional approaches are necessary if skills investment is to deliver the best value.

“The plans to explore ways to bring highly skilled AI professionals into the UK through new immigration routes is another move which APSCo has called for and will, in our view, deliver tangible results.”

IMAGES: ISTOCK, NOUN PROJECT

Employment Professional body for HR and people development, CIPD, warned that efforts to boost AI use will be “undermined” if key people and organisational factors aren’t properly understood. CIPD said it is beginning a government-backed programme “to help bridge the gap between AI innovation and responsible implementation”.

The organisation, which is partnering with

The introduction of artificial intelligence in the workplace must be something that happens with workers, not to workers

Innovate UK’s BridgeAI programme to understand the areas of HR, organisation strategy, and people development practice that is “crucial to successful AI implementation at work”, said the research will “help shape frameworks for ethical and responsible use of AI, and employers’ understanding of skills and organisational development needs”.

Peter Cheese, chief executive of CIPD, said: “AI is accelerating rapidly and will impact jobs, careers and workplaces. We all need to ensure it is used responsibly and ethically, understanding the many benefits but also risks.

“As with any new technologies, there are gaps between AI development and adoption within organisations. HR can play a central role in establishing how AI works together with people and how it shapes jobs for a future that not only is good for business performance but also good for people.”

Unite’s general secretary Sharon Graham also warned: “The introduction of AI in the workplace must be something that happens with workers and not to workers.

Government, employers, and unions all need to be working together to avoid the potential dangers of workplace AI. “Unite is particularly concerned about how AI programmes are increasingly being used for surveillance purposes on workers. With AI programmes following a one-size-fits-all view of workers, they regularly The AI Action Plan fail to understand if workers sets out are properly carrying out their roles.

“Unite has also raised strong recommendations that cover skills, concerns that AI trained on computing data reflecting societal biases infrastructure, can easily learn to discriminate business, the against women, Black, disabled public sector and LGBTQ+ workers.” and legislation

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Security Andy Schofield, chief technology officer at Reliance High Tech, spoke at the Workplace Futures event in February, stressing the importance of data accuracy to our AI-fuelled future. “[Data accuracy is] not just about the quality of data,” said Schofield, “because we are not involving people.

AI complements the people you have as workers in your organisation... So if you are thinking of applying it [the data], get them involved, they will sense-check it, they will tell you things that you will miss. That is really important.”

Schofield illustrated the issue by demonstrating the phrase ‘uncanny valley’ as coined by a robotics engineer in the 1970s to convey the strong human instinct to tell humans and robots apart. Illustrating how much early 2020s imagery generated by AI has been transformed by 2025. Schofield warned that it is becoming harder as AI evolves to a frighteningly real level.

In terms of security, he said there had to be mechanisms in place so reality and AI can be distinguished as the technology can also be used to commit crimes.

Building on FM’s weak foundations?

Baskar Sundaram, chief executive of Baachu, a provider of sales and market development services to the UK FM industry, used the same event to question whether AI models were being built on broken foundations.

He said: “FM keeps pushing AI, yet its core inefficiencies remain unchanged.”

Sundaram said AI’s potential for reducing costs is often mentioned, yet the industry ignores “the frontline workers who built your business”.

“If this is how FM treats its people, what does AI really mean here? Just another tool to erase the human factor?” asked Sundaram. “This isn’t about rejecting AI, but it’s about demanding honesty, accountability and real change.”

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FRONT DESK / ANALYSIS

S P ECI A L I N Q U I RY

INEQUALITIES EXACERBATED?

E Q UITY, D IV E RSITY AND INCLUSION

Lords committee to investigate WFH disparities

by Facilitate Team

D

id the pandemic level the workplace playing field or entrench existing disparities? That question has been exercising minds at the Industrial Relations Journal, which recently published a research paper examining the state of working from home (WFH) as it pertains to workers by their ethnicity, gender and migration status. Aspects of WFH have also sparked interest in the House of Lords, which has set up a special inquiry committee to investigate (see column).

WFH has, of course, risen across a range of sectors, knowledge work in particular.

But researchers, Heejung Chung of King’s College London and Shiyu Yuan of the University of Kent, said that in the financial year 2022-23 certain groups were still less likely than others to be working from home, even when controlling factors such as employment sector and occupational level are taken into account.

Chung and Yuan suggested that racial disparity in working from home could mean that return-to-office mandates introduced since Covid-19 are not being enforced equitably.

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Using UK Labour Force Survey data from 2017 to 2023, their research indicated that while workers of all ethnicities have a greater opportunity to engage in WFH today compared with the pre-pandemic period of 201719, certain groups are missing out.

The researchers suggested reasons may include managers with (unconscious) biases against Black and minority ethnic (BME) workers who then limit their access to WFH policies because managers do not trust them to work from home in a productive way.

Researchers also called for future studies of labour market inequalities to adopt “an intersectional approach” to ensure “variation within BME groups is explored as much as possible”. Such studies should look more closely at “why there are such differences between groups” and, where possible, “policymakers and trade unions should seek to address this issue to ensure that the spread and normalisation of flexible working practices does not end up exacerbating existing labour market inequalities”.

The House of Lords has announced the formation of a special inquiry committee on home-based working in the UK with a remit to assess multiple aspects of home-based working, from its overall economic impact to the ways it may be exacerbating existing inequalities.

Baroness Watkins of Tavistock has been appointed chair of the Home-based Working Committee, which is to report by the end of November 2025.

Research suggests the shift to home-based working has “brought to light, and in many instances exacerbated, existing inequalities amongst various socioeconomic, occupational, and demographic groups, and across different geographical regions”, the Baroness said.

Higher-income employees, for example, are more likely to have access to and are more able to adapt to homebased remote work.

The Home-based Working Committee is considering: ● Current patterns of homebased working within the UK and associated disparities; ● Evidence for both shortand long-term implications of home-based working on health and wellbeing; ● The possible impact of home-based working on productivity currently and in the longer term; ● How home-based working may amplify or intersect with existing inequalities, such as socioeconomic disparities; ● The potential impact of home-based working on demographic trends due to; for example, migration or urbanisation; and ● Implications for the future of work, including lessons learned from countries that have differing prevalence and / or trajectories of home-based working.

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ANALYSIS / FRONT DESK

BUILDING SAFETY

Grenfell Phase 2: Government accepts all recommendations

by Facilitate Team

IMAGES: ISTOCK, GETTY IMAGES

D

eputy Prime Minister Angela Rayner has confirmed that the government has accepted every one of the findings in last year’s Grenfell Phase 2 report and said that it now intends to implement all of the report’s recommendations in full. To which end, it has published a document totalling close to 31,000 words detailing its intentions related to each report recommendation.

The phrase, ‘The government accepts this recommendation’ occurs routinely – as does ‘the government accepts this recommendation in principle’.

There remain, then, questions about some of the fine details pertaining to implementation of, for example, the recommendation for a single regulator for construction – a position that will have responsibility for investigating serious building safety incidents, but will not have responsibility for the testing and certification of products or the issuing of certificates of compliance, with potential conflicts of interest cited as reason for this change. A consultation on this new role is set to take place in the autumn.

There will also be the introduction of a chief construction adviser, a position that will, in the first instance, work with stakeholders to design the single regulator model and “lead a process of shared responsibility with industry”.

There are many consultations ahead, including one on proposals to strengthen the investigation of serious building safety incidents.

Among the recommendations targeted at resident and building safety, residential Personal Emergency Evacuation Plans

(rPEEPs) are to be introduced, while a review of what constitutes a higher-risk building under the Building Safety Act will also take place this year.

Approved Document B – being guidance in support of the implementation of fire safety aspects of the building regulations – is to be placed under continuous review, with the Building Safety Regulator launching a consultation on further changes by this autumn.

There is also set to be new legislation obliging social landlords to conduct electrical safety checks at least every five years, with PAT tests on any electrical appliances provided by landlords.

The government also intends to work with specialists to determine what constitutes the basic competence requirements of a fire engineer, while fire risk assessors will be obliged to have their competence verified by a new UK accreditation service body.

At time of going to press, IWFM’s policy and research team was running the rule over the detail of the government’s response, engaging with partner organisations within the Building Safety Alliance.

From further consultation to eventual implementation, there is considerable work to do. The government said it intends to introduce reforms “using a phased approach over the course of this parliament”, making the litmus test of successful implementation of the Grenfell Phase 2 Report being one which can be conducted in 2029 or 2030 when the current parliamentary term concludes.

Updates on progress are to be published on a quarterly basis.

N EX T ST EP S

ON THE HORIZON ● A single regulator with responsibility for construction; ● A new chief construction adviser role; ● A system-wide

reform of the construction products sector; ● A licensing scheme for principal contractors wishing to work on higherrisk buildings; ● A consultation on proposals to strengthen the investigation of

serious building safety incidents; ● Minimum Energy Efficiency Standards; ● New sanctions for all who fail to remediate their unsafe buildings; ● A statutory requirement for a fire safety strategy for the construction or refurbishment

of any higher-risk building; and ● A refreshed suite of National Occupational Standards to accompany the launch of the UK Resilience Academy for resilience and emergencies training qualifications.

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FRONT DESK / ANALYSIS

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ebruary’s Apprenticeship Week was a particularly active one this year with the government announcing plans to see up to 10,000 more apprentices in a position to qualify each year. It seems like an encouraging move to cut red tape by giving employers more flexibility over maths and English requirements.

Rules slowing down the training of workers in key industries such as construction would also be changed, it said, to boost growth industries with reduced bureaucracy

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TR AINING

Government apprenticeship plans aimed at changing skills landscape

by Herpreet Kaur Grewal

for apprenticeships. New leadership was also appointed for the recently introduced body, Skills England, as a part of the scheme.

Employers have long been calling for these changes.

Businesses will now be able to decide whether adult learners over the age of 19 when they start their apprenticeship course will need to complete a Level 2 English and maths qualification (equivalent to GCSE) to pass it. This means more learners can qualify in high-demand sectors such as healthcare, social care and construction, helping to drive growth and meet government targets in key areas such as housebuilding.

This could result in as many as 10,000 more apprentices being able to complete their apprenticeship, “unlocking opportunity in communities all over the country and breaking the link between background and success”, the government announced.

It does not mean that apprentices won’t be assessed on core English and maths skills relevant to their occupation, but it does mean that apprentices will be able to focus more on their paid work.

The minimum duration of an apprenticeship will be reduced to eight months, down from the current 12 months.

Additionally, the Growth and Skills Levy will be designed to offer employers

IMAGES: ISTOCK

Giving businesses more control over the apprenticeship requirements is critical

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ANALYSIS / FRONT DESK

more flexibility while helping to redirect money towards apprenticeships for young people – which will be funded, at least in part, by reducing spending on Level 7 apprenticeships.

Stephanie Molyneaux, apprenticeships manager with catering group WSH, agrees that the government’s shift away from funding Level 7 apprenticeships could create “a more effective system of vocational training. The debate around the proposed shift away from funding Level 7 apprenticeships is certainly an important one”.

Level 7 apprenticeships, said Molyneux, offer a pathway for individuals to “upskill and enhance their qualifications while still gaining practical, hands-on experience”.

“These apprenticeships can be especially beneficial for those who might not have

access to traditional university education due to financial, social, or other barriers.”

Call to save FM Level 2 apprenticeship A P P REN T ICES H IP S

VALUE ADD

£25BN Amount that apprenticeships contribute to England’s economy

660 Number of occupations for which apprenticeships are available

10,000 Target number of additional apprentices the government is seeking

Yet while there were broadly encouraging responses to the government’s plans, IWFM chief executive Linda Hausmanis said that now was the time for FM employers to signal greater corporate involvement in the future of the sector’s Level 2 Facilities Services Operative apprenticeship.

The government is in the process of reviewing this particular scheme and Hausmanis is warning that without employer engagement in the review meetings, the government could seek to remove the Level 2 apprenticeship from those offered.

Hausmanis said: “We have a critical skills shortage in

our sector. My message to employers is to say, look, these are your programmes; as an apprenticeship levy payer, you’ve already funded this, so get behind the programme and make your voice heard by the government. Because if you don’t, the Department for Education will not develop it further, will not review it.

The secretary of state will take it off the books and it will disappear.

“We keep talking about the skills shortages we face in this sector – these apprenticeships are an important way of addressing that, and this is an excellent opportunity to help shape them going forward.

So please, get involved.”

Interested parties are asked in the first instance to email linda.hausmanis@iwfm. org.uk, who will pass supplied’ contact details to the group’s administrators.

ASSESSING THE PLAN

SOLID STEPS FORWARD David Crosthwaite, chief economist, Building Cost Information Service (BCIS): “On the surface, easing restrictions on apprenticeships and creating greater flexibility for businesses is a welcome step. However, we need to ask serious questions about how much of an impact this will have in the short term. The headline figure of 10,000 more apprentices… is not even enough to address the significant loss of skilled labour seen over the past five years.

“Further, while reducing the minimum apprenticeship duration from 12 months to eight months might improve completion rates, it raises concerns about training quality.

If it previously took a year to equip apprentices with the necessary skills, can this be effectively achieved in just eight months without compromising

standards? If the government is serious about tackling the construction skills shortage, it needs to commit to a broader strategy, which cannot ignore the historic importance of overseas workers.”

Bridget Phillipson, secretary of state for education: “Growing the economy and opportunity for all are fundamental ‘Missions of our Plan for Change’. Businesses have been calling out for change to the apprenticeship system and these reforms show that we are listening. Our new offer of shorter apprenticeships and less red tape strikes the right balance between speed and quality, helping achieve our number-one mission to grow the economy.

“Skills England will be a major driver in addressing the skills gaps needed to support

employers up and down the country and I look forward to working with the new leadership.”

Craig Beaumont, executive director, Federation of Small Businesses: “It’s encouraging to see the government shorten the length of apprenticeships and give employers the right to decide whether Level 2 English and maths is needed. These flexibilities should help SME employers fill skills gaps faster.

“This will be hugely beneficial to employers in sectors like construction, which have an urgent need for qualified workers.”

Three trailblazer apprenticeships in key shortage occupations will look “to pioneer the new shorter apprenticeship approach, with apprentices in green energy, healthcare and film/TV production set to be able to take on these new courses”.

Kate Nicholls, chief executive, UKHospitality: “Having run our own highly successful skills training pilot in partnership with the Department for Work and Pensions, we know how effective hospitality is in getting people into work.

“Giving businesses more control over the apprenticeship requirements so they are relevant to the role is critical and will remove a significant barrier for both the employer and the apprentice.

“Reducing the minimum duration for apprenticeships can deliver more targeted training, get people fully trained even quicker and give employees the chance to move up the hospitality career ladder.

“Hospitality is unique in its ability to offer unrivalled career opportunities, demonstrated by the majority of its workforce and management entering the sector without a degree. Many of those people will have come through apprenticeships.”

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FRONT DESK / ANALYSIS

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here has been a steady flow of studies highlighting how older workers are in a position to help plug the skills gaps left by Brexit and the pandemic, yet still obstacles stand in the way of this happening.

A recent survey shows how a “worryingly high” proportion of the country continues to believe ageist myths about older workers’ competency and workplace value.

Age Without Limits. by national charity the Centre for Ageing Better, suggests that discriminatory assumptions about older workers’ ability to work quickly, be adaptable, cope with technology and be a long-term asset for an employer, all continue to linger – especially in relation to men, younger generations and those with the highest educational qualifications who are most likely to be responsible for hiring and managing people in their fifties and sixties.

One in four of survey participants said they believe it does not make sense to employ

EMPLOYER ATTITUDES

ROUTINE PREJUDICE Dr Carole Easton OBE, chief executive at the Centre for Ageing Better “The proportion of people who fail to see the value and benefits of employing people in their fifties and sixties is worryingly high, but sadly also not surprising.

“Our Age Without Limits campaign has previously highlighted the workplace

as one of the most common situations in which people experience ageism. It is so dispiriting that these attitudes persist when older workers have such potential to tackle skills shortages, help businesses to thrive and grow our national economy.

“It is also concerning that the prevalence of ageist attitudes is higher among people with the highest educational qualifications who are most likely to make

someone over the age of 50 because they would be slow and would struggle to adapt.

More than one in five (22%) called it a waste of resources to give in-job training to someone over 50 because they do not think older workers are likely to stay in their role for long, according to the survey.

The poll also suggests that around one in three members of the public (32%) think that people become less competent in their

decisions on hiring, promoting and developing workers.

“Little wonder that older workers are less likely to receive in-work training, are more likely to be made redundant and experience greater difficulties finding work. It doesn’t have to be this way. By noticing and challenging ageism in the workplace, we can change employer attitudes and help everyone to fulfil their potential in later life.”

ability to use or adapt to new technology as they age.

The figures have been released to mark the first anniversary of the Age Without Limits campaign – the country’s first national antiageism crusade.

Age Without Limits is marking the start of its second year with a three-month nationwide advertising campaign calling on everybody to notice, challenge and change the country’s negative attitudes towards ageing and older people.

S URV EY F IN D I N G S O LD E R PE O PLE IN THE WORKPLACE

Ageist myths about older workers persist

by Herpreet Kaur Grewal

GENDER GAP BIAS More than one in four men (27%) think it does not make business sense to employ someone over 50 compared with one in five women (21%).

More than one in three men (37%) believe that people become less competent with technology as they get older, compared to one in four women (27%).

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Men (26%) are also more likely to agree it is a waste of resources to provide training for staff over 50 than women (18%).

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FRONT DESK / TOP STORIES

NEWS IN NUMBERS One in six

334%

The Sick Leave Reasoning Report by technology group Access People reveals a significant gender gap in childcare-related sick leave in the UK, with women taking 334% more leave than men in 2023.

This rise, linked to office-based roles resuming, highlights the need for flexible working policies to support work-life balance and workforce inclusivity.

A new Social Market Foundation paper reveals that one in six apprenticeships is now taken by university graduates, consuming £431 million in funding last year, including £182 million for Level 7 apprenticeships. The report recommends banning highly qualified individuals from accessing levy funds, removing management courses from apprenticeships, and increasing employer training contributions.

£86 million

117,600

Councils face mounting pressure to ensure the £86 million Disabled Facilities Grant supports disabled residents effectively. Habinteg, a social housing provider, welcomed the grant but emphasised the need for accessible housing standards nationwide to maximise impact.

Improved home accessibility could reduce NHS costs, speed hospital discharges, and support long-term care efficiency.

BSI’s inquiry into the ‘hybrid generation’ explores pandemic-era career starts and their effects on job satisfaction, mental health, and career progression. With long-term sickness among young women soaring to 117,600, the study seeks public evidence to address hybrid work’s challenges and opportunities, ensuring young workers and businesses thrive.

WEEK BY WEEK NEWS WEEK COMMENCING 6 JAN

WEEK COMMENCING 13 JAN

WEEK COMMENCING 20 JAN

WEEK COMMENCING 27 JAN

73%

65%

£470 billion

75%

FALL IN COMPLETIONS BEFORE SECTOR REBOUND

PERCENTAGE OF WORKERS FEARING OVERWORK

ANNUAL POTENTIAL IMPACT OF AI ON UK PRODUCTIVITY

OF WORKERS WOULD REJECT NON-HYBRID WORK

JLL forecasts a transformative corporate real estate landscape, with a 73% fall in completions by 2025 and evolving demand for high-quality, well-located spaces. Office attendance averages four days a week, and institutional and private wealth capital drive renewed investments. Emerging liquidity signals growth amid uneven sector performance globally.

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In Robert Half’s 2025 Candidate Sentiment Survey, involving 1,200 UK workers, 62% fear burnout as businesses cut resources. Notably, 65% of 18 to 34-year-olds feel overworked, with 37% blaming increased National Insurance Contributions. This coincides with the fastest staff cuts in four years and waning business morale.

The UK government’s AI Opportunities Action Plan outlines 50 recommendations to harness AI’s potential, including reducing admin burdens and improving infrastructure. Prime mnister Keir Starmer highlighted AI’s transformative impact on productivity, with IMF projections estimating a £47 billion annual boost to the economy, totalling £470 billion over 10 years.

A survey by the Global Payroll Association shows 75% of UK workers would reject jobs without hybrid or remote options, favoring flexibility over a four-day workweek. While 55% report being more productive remotely, 94% value flexible arrangements. Hybrid work is preferred by 43%, underscoring its growing importance in modern employment.

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40 YEARS

At the current rate of progress, it will take another 40 years to close the UK gender pay gap, which stood at 12.5% in 2023/24, according to Isio’s analysis. Financial services show the largest gaps while public administration leads in equality. New regulations mandate action plans to accelerate slow, uneven progress.

774,000

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The hospitality sector faces a £1 billion burden as 774,000 workers are newly eligible for employer National Insurance Contributions (NICs) due to a lower threshold. UKHospitality warns that the change, deemed regressive, will hurt part-time workers and force businesses to cut jobs or raise prices. Alternatives, including reduced rates, are proposed.

£47 BILLION

TOP STORIES / FRONT DESK

The UK government’s ‘AI Opportunities Action Plan’ promises AI-driven productivity and economic growth, with potential annual gains of £47 billion.

However, Unite’s Sharon Graham warns of risks like discrimination, surveillance, and worker alienation. She insists workers must influence AI’s implementation to ensure protection and avoid exacerbating inequality in workplaces.

SCAN FOR THE FULL STORIES

200 More than 200 UK companies employing 5,000-plus workers have permanently adopted a four-day work week with no pay reduction, accredited by the 4 Day Week Foundation. Popular sectors include marketing, technology and social care.

A survey shows that 68% of UK adults support the model. Pilots continue in 2025 to expand its adoption.

7.48 million Research by RRC International reveals that 7.48 million UK workers suffer from mental health issues, often worsened by work. Many, especially men, struggle in silence. The automotive and healthcare sectors are most affected. Despite progress, workplace mental health remains taboo, requiring urgent employer action to foster supportive environments.

WEEK COMMENCING 3 FEB

WEEK COMMENCING 10 FEB

WEEK COMMENCING 17 FEB

WEEK COMMENCING 24 FEB

649,000

10,000

15,000

1.13 million

NUMBER OF LONE WORKER ATTACKS IN 2022/2023 - 132% RISE IN THE LAST THREE YEARS

GOVERNMENT TARGET FOR APPRENTICESHIPS

UK WORKPLACES URGED TO PREP FOR WASTE LAW

ZERO-HOURS CONTRACTS ENDURE DESPITE REFORMS

A report by SoloProtect highlights a rise in violence against lone workers, with a 132% increase in attacks and a 104% rise in weapon-related incidents over three years. In 2022/23, 649,000 workplace violence cases were noted. The findings stress the need for enhanced safety measures, including emergency response devices.

The UK government is reducing apprenticeship red tape, hoping that doing so will lead to 10,000 more apprentices ablle to qualify annually. Employers can now decide if adult learners need Level 2 English and maths, speeding up training in key sectors like healthcare and construction. Apprenticeship durations will also be shortened to eight months.

From 31 March, all workplaces in England must separate recycling, food, and black bin waste under new “Simpler Recycling” laws. Many firms remain unprepared, risking fines. A survey by Business Waste found that only 1% of 15,000 contacted businesses were aware of the law. Experts recommend waste audits and using balers to reduce costs.

Zero-hours contracts remain at 1.13 million, highlighting ongoing job insecurity, reveals ONS data.

Unemployment and employment rates both rose slightly while youth unemployment grew to 12.8%.

Real wages rose by 3.4%. Scotland will see improved job security with upcoming reforms. Experts stress the need for stronger employment rights, better job support, and fair wages.

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FRONT DESK / ALL IN

ALL IN Here’s where we detail the challenges, chart the progress and celebrate the success of workplace and WFM projects undertaken to ensure inclusive work and workplaces for all.

Got something that fits the bill? A project or a person deserving of recognition? Email editorial@ facilitatemagazine.com

13% Ethnic minorities held just 13% of senior management positions in FTSE 100 companies and 12% in FTSE 250 companies – well below the average target of 17% set for December 2027.

Source: The Parker Review Committee.

5% In UK environmental organisations, less than 5% of employees come from ethnic minority backgrounds, significantly lower than the 16% representation in the wider UK workforce. The data comes from the third annual racial action on the climate emergency (Race) report into diversity among environmental charities.

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IN QU OT ES

“We are not disabled by our impairments or conditions, but through our interactions with societal, systemic and architectural barriers in our environment. Removing these barriers with access, accommodation and support, enables our full participation in society on an equitable basis with nondisabled people.”

Disability consultant and activist Calum Grevers says much more must be done to make our built environment and society more inclusive

“Think noisebuffering ‘pods’ on playgrounds, softer seating in plazas, and clearer, more accessible signage. This isn’t just about making people feel included; it’s about generating better, more innovative design solutions.”

Tom M. Novak, senior behavioural analyst at Canvas8, offers ideas on how public spaces can be more supportive of those with neurodivergent needs

MOVI N G FORWA RD

Amey is a RNIBaccredited employer.

The Royal National Institute of Blind People’s Visibly Better Employer accreditation shows a commitment to creating an inclusive workplace

“Diversity is inviting everyone to the party, inclusion is asking everyone to dance.”

A favourite quote of the late Gregory De La Peña-Hall, who was an active member of the IWFM’s EDI Focus Group, paints a beautiful picture of what inclusion looks like

for blind and partially sighted individuals.

Accessibility audit and data platform start-up from Dublin, Mobility Mojo, has secured €4.2 million in investment from growth equity investor Gresham House

Ventures to create more accessible and inclusive environments.

Mobility Mojo offers a standardised solution for capturing, tracking, benchmarking, and promoting accessibility across property portfolios.

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FRONT DESK / POLICY PIPELINE

IWFM PO LICY UPDATE

Shaping the sector’s future Work on our 2025 Market Outlook report is underway and we expect keen insight on where FM professionals feel the greatest pressures and opportunities lie, says IWFM head of policy and research Sofie Hooper I participated in the LGBT+ FM group’s strategy meeting, during which we considered how to fortify support for organisations and communities amidst a shifting EDI narrative. It’s imperative to articulate the continued relevance of our efforts, especially against the backdrop of competing economic pressures.

Recognising the integral role of EDI in shaping the future of WFM, we’ve retained a benchmark question on EDI in our 2025 Market Outlook Survey (now closed).

Last year’s survey was instrumental in refining our sustainability programmes and informing our ‘Priorities for Government’ manifesto ahead of the elections. This year’s survey delves deeper into how organisations are addressing talent acquisition and retention.

Our focus on the procurement competence framework has culminated in a comprehensive overhaul

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Procurement focus

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he Task and Finish Group, dedicated to updating the procurement competence framework, is transitioning into the Industry Competence Steering Group’s (ICSG) sector-led group for procurement professionals. The ICSG will function as a formal group under the Building Safety Regulator’s Industry Competence Committee.

Participating organisations are showing accountability for elevating competence and integrating into a formal structure within the Building Safety Regulator.

Our focus on the procurement competence framework has culminated in

1. IWFM is updating its accessibility guidance to encompass a broader spectrum, including neurodiversity 2. IWFM’s Task and Finish Group has transitioned into the Industry Competence Steering Group’s (ICSG) sector-led group for procurement professionals

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ur important policy work ensures that our efforts today will contribute to positive change in the sector tomorrow and ongoing professional development for our members.

With eyes ahead, core themes consistently arise in our work. These include: ● Equity, diversity, and inclusion (EDI) initiatives to emphasise the importance of fostering inclusive workplaces at a time when everyone is looking for more talented people to fill existing skills gaps; ● Competence and professional standards to enhance professional competencies. Our efforts include updating frameworks, collaborating with industry bodies, and ensuring accountability within regulatory structures; and ● Sustainability and future planning through reports, surveys, and collaborations with external partners to advance climate-conscious policies.

Regarding EDI, we’ve made significant strides, notably contributing to the Inclusive Design Overlay of the RIBA Plan of Work and having the author of PAS 6463, ‘Design for the Mind: Neurodiversity and the Built Environment’ within our EDI Focus Group.

We aim to work closely with the EDI FG to implement our action plan, seeking to realise the recommendations of the Young Foundation report we collaborated on.

EDI ensures equal access to opportunities, tapping into the widest talent pools, and fostering inclusive workplaces.

3. IWFM met with CCS to explore how progress can be made on social value

FAC I L I TAT E JA N UA RY- F EB RUA RY 2025

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POLICY PIPELINE / FRONT DESK

G ET IN TOUCH

WHAT WE NEED HELP WITH – AND HOW WE CAN HELP YOU We’re keen to hear from you about the topics you think we should cover, but this is a two-way street – you can really help us by participating in our surveys. We’d like to convince more of you to

1

3

RESOURCES

FURTHER INFORMATION ● IWFM’s sustainability survey b.link/FacilitateA25-015 ● PAS 6463, ‘Design for the Mind: Neurodiversity and the Built Environment’ b.link/FacilitateB25-018 ● Inclusive Design Overlay of the RIBA Plan of Work b.link/FacilitateB25-019

take a volunteering role with IWFM. You can make a difference within the profession by involving yourself with our regions, groups or networks – or by putting yourself forward as an awards judge or board

a comprehensive overhaul, with publication imminent. This year is pivotal for building safety, marked by the implementation and consolidation of the new regulatory regime.

We will continue to engage with the sector-led group on competence for the occupation phase, with a current focus on drafting the scope for the group.

I engaged with the Crown Commercial Service (CCS) to discuss the development of its procurement frameworks and explore avenues for collaboration. Our conversations encompassed the progression of social value, an area poised to gain significance throughout the year. Opportunities will arise in coming months to support CCS to boost procurement standards.

We convened with the authors of the Asset Management Good Practice Guide (GPG).

Asset management is dynamic, and relevant given the National Audit Office’s report, which shed light on maintenance backlog causes and the state of the public estate.

The report emphasises that wellmaintained, adaptable properties are foundational to delivering public services.

However, challenges such as incomplete data and the absence of a comprehensive asset management strategy impede effective funding decisions.

Our Sustainability Special Interest Group met to discuss strategies to amplify the reach of our 2024 sustainability report. Our commitment to sustainability was further reinforced through discussions with our strategic partner, Equans UK. Together, we will sustain the sustainability discourse, particularly considering the insights from our current sustainability survey report.

Global political shifts only amplify the urgency of our message: the imperative to persist in addressing the climate emergency.

member. IWFM thrives through its volunteers and we’re keen for more of you to step forward. As for policy, we welcome your thoughts on our future work so please get in touch at policy@iwfm.org.uk

IWFM output you should be aware of

W

e are working on our Market Outlook Survey report, which, based on your insights, will help to shape our understanding of the sector’s challenges and opportunities, enabling us to provide the support and engagement on your behalf.

With the latest economic data painting a mixed picture and policy shifts – such as Rachel Reeves’ recent speech outlining ambitious infrastructure plans – reshaping the business landscape, we need to pinpoint precisely where FM professionals feel the greatest pressures and opportunities lie.

Sustainability remains high on our agenda. If you haven’t yet downloaded our 2024 Sustainability Survey report, we encourage you to do so. It will help you to benchmark your organisation’s progress and plan your sustainability journey.

Also on the agenda

S

kills development is a priority, with IWFM CEO Linda Hausmanis calling for protection of the Level 2 FM apprenticeship, which is under threat.

We are working on updating our accessibility guidance to encompass a broader scope, including neurodiversity.

What’s happening as you read this

O

ur work with the Life Safety Working Group centred around the development of the competence framework for procurement professionals and dedicated time to peer review a forthcoming safety management guidance note, which is nearing publication.

Finally, we’re overhauling the procurement competence framework and publication is coming soon.

FACI L I TAT EM AG A ZI N E .CO M

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FEATURES / STRATEGIC AUTHORITIES

SCALE MODELS 20

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STRATEGIC AUTHORITIES / FEATURES

Public sector FM provision could be transformed by the sheer size of proposed new strategic local authorities in England, and not just through economies of scale.

Nick Martindale runs the rule over the proposals and what the scale of these new authorities could mean for the future market for facilities services

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lans announced in December 2024 have the potential to revolutionise England’s local government system, with Deputy Prime Minister Angela Rayner seeking to usher in a bold new era of English devolution.

But alongside greater powers for the regions, this will also see the creation of larger strategic authorities, bringing together several existing councils into a smaller number of far larger entities, each serving around half a million people. It’s envisaged that between 20 and 30 of these ‘mega-authorities’ could be created and with them the corresponding loss of around 150 local councils.

Not everyone is convinced by the plans. Ryan Swift, a research fellow at IPPR North – the think tank that aims to empower England’s regions – has particular concerns about a lack of local control.

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SE RV ICE INTE G R ATION

A COMBINATION OF CHALLENGES Folding in existing service arrangements from multiple smaller authorities is likely to be fraught with complications Alongside the theoretical issues, the strategic authorities concept holds practical concerns too.

“There is a risk that the new unitary councils – and indeed the combined authorities – will struggle with the integration of services, particularly in those regions with a high number of district councils,” says Geoff Tucker, group business development director at Norse Group. “The task of combining corporate FM, potentially being delivered in different ways, with some outsourced and some in-house, and with varying contract end-dates, will be onerous. Most councils lack the resources and expertise for such an undertaking.”

Martin Forbes, senior strategy director of place

at public sector consultancy Local Partnerships, warns that time will be needed to effectively dismantle existing arrangements with local authorities that are set to be abolished. “There will be different dynamics at play, and a mix of scale, specification and expectation which warrant a reassessment of the FM solution,” he says.

“As always, form should follow function and time should be allowed for places to determine and implement their preferred service delivery model before working out what that means for support services such as FM. “FM providers can help in providing illustrations and data of what has worked well elsewhere.”

“Some of these new unitary authorities will be in rural areas so they could be 50 or 60 miles away from the centre of power,” Swift points out.

“The challenges of geography there can be quite distinct to unitary authorities that we already have in urban areas. The new authorities need to be able to take more innovative approaches to engaging with local communities to make sure that they’re not seen as remote, and that the service delivery still reflects local priorities in different areas of the authority, not just the view from the centre of power.”

Top heavy?

There are also concerns about the proposed structure itself, particularly what would sit under these strategic authorities. “One of the problems, in terms of democracy, is that the proposed new authorities are very large by international standards,” says Swift.

“We’d argue there needs to be something that comes below these; not another tier of government but something that gets better representation at a local level that can help facilitate delivery to local needs.”

Democratic accountability concerns are one thing; a too simplistic assumption around economies

22

Facilities themselves should become more multi-agency in purpose, which will present challenges and opportunities for the FM services that are required, he adds.

There will also be a need for effective oversight of any arrangements, particularly when dispersed over larger geographic areas. “You need to have a contract management team,” advises Julian Fris, founder and principal consultant at Neller Davies. “You need a significant level of scrutiny to make sure these service providers are performing. Self-monitoring doesn’t work because it often ends up in a dispute.”

Nigel Lucker, director of estates and facilities at the University of Suffolk, has firsthand experience with larger contracting models.

“Where we found real success was when I was at the Foreign Office. I was lucky enough to be in Singapore, and I was looking

after all of South East Asia, Europe and Russia. If my service partner told me they’d cleaned the building, I had to believe them. There was absolute trust, and it worked very successfully.”

This kind of relationship helped when allocating the budget for capital expenditure, he adds, with the service provider making suggestions based on data on which buildings to prioritise. “We would either agree with them or not but it worked well because everyone felt they were on equal terms,” he says.

“Where it didn’t work so well was when I was seconded to Hammersmith and Fulham Borough Council (for several years, a ‘tri-borough’ arrangement was in place with Kensington and Chelsea London Borough Council and Westminster City Council). There was a battle about who owned the budgets which hadn’t been sorted out previously, and that’s when it fell apart.”

of scale is another. Not that such efficiencies aren’t welcome. Geoff Tucker is group business development director at Norse Group, which is wholly owned by Norfolk County Council but also sets up joint ventures with other local authorities. He points out that from the government’s point of view reorganisation into fewer, much larger authorities should bring significant cost savings.

“It will provide an opportunity to employ far fewer chief executives and senior directors as well as members, and the merging of services such as waste collection that are currently delivered by district councils should yield synergies and result in greater cost efficiency,” Tucker says.

“This would also apply to backroom services such as finance, payroll, HR and ICT. There will also be the opportunity to rationalise corporate estates, leaving district councils’ offices redundant and available for sale, lease or redevelopment.”

The argument about delivering economies of scale would also apply to FM services and has been welcomed by the County Councils Network, which told Facilitate of the widespread recognition that the current two-tier system of local government is out of date and inefficient.

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STRATEGIC AUTHORITIES / FEATURES

“Merging of services (such as waste collection) currently delivered by district councils should yield synergies and result in greater cost efficiency” “In many county areas several different councils individually procure FM services,” says a County Councils Network spokesperson. “Amalgamating those councils at the right size – the evidence points to unitary councils serving populations of over 500,000 – allows for much simpler procurement processes and the efficiencies in scale created should ensure services such as FM are secured at a lower cost for local taxpayers.”

IAMGE: ISTOCK

No small matter Yet although there are likely to be cost efficiencies, it’s not clear how FM services would be structured or delivered. Julian Fris, founder and principal consultant at Neller Davies, believes the delivery of services across large areas and many buildings will inevitably play into the hands of the very largest outsourcers rather than any move towards bringing activities in-house.

CON T R AC T UA L REL AT IO N S H I PS

AN OPPORTUNITY TO ADAPT Some argue that the introduction of strategic authorities will bring with it a chance to reassess the way the FM sector views contracts “There’s still a problem with trust within our industry, whereby, if we’re employing a cleaning company to do the cleaning, we then put KPIs in place to monitor it,” argues Nigel Lucker, director of estates and facilities at the University of Suffolk.

“As a client or the owner of the relationship, we need to be not too dictatorial about what that service looks like. We can scope, identify and articulate it, but then we should stand back and let that service be measured in a different way, which should be through the people benefitting from the service. That’s the only way a service partner can deliver a more economies-of-scale relationship.”

Geoff Tucker, group business development director at Norse Group, also stresses the need for more of a partnership approach in the new world that lies ahead. “Rationalising of corporate estates will mean a highly flexible approach is needed. In the early years at least, the FM requirements at the new councils will be constantly changing, and the need to renegotiate contracts, and the imposition of variation charges, will become important, and potentially divisive, issues.

“With the likelihood that significant investment will be required due to the scale of the new partnerships and contracts, long-term agreements will be essential for providers to make a return,” Tucker adds. “This would mean much closer relationships between councils and providers and more risk/reward arrangements.”

Ultimately, this could lead to a more mature way of working. “There’s been an age-old problem of us and them in FM, but there’s a new group of people entering senior roles who are looking at it differently,” Tucker says. “If we can work together in a more collaborative manner where we win and lose together, it becomes more of a joint venture.

If we work together for the common good of both the customer and the supplier, then we might get a complete reworking and unlearning of everything that’s gone before.”

The Procurement Act 2023, with its emphasis on enabling suppliers to design their own processes, should also encourage this, he adds.

Lucker believes that those tasked with making the new strategic authority model work need to start laying the foundations now. “The clients probably have to do a bit more work than any service provider does at the moment. We are a little bit closed shop.

We think we always know best. If we are to do this, we have to find efficiencies, embrace digitisation and follow the management information. If we do that, it’s going to make our transition into this a lot easier.”

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FEATURES / STRATEGIC AUTHORITIES

“When you’re a tier-two supplier, you’re subject to the larger company, and you should always expect risk – and we’ve seen that with Carillion”

An equitable market?

There are other fears over the concept of strategic authorities from an FM perspective. Fris warns that relying on larger providers will effectively shut out smaller suppliers, or relegate them to the status

PRO POSE D B E NE FITS

WHY MEGA AUTHORITIES – AND WHY NOW? There is, in the mega-authority concept, a trade-off that ministers think will prove attractive to voters: more devolved government but a greater size of local authority to allow for better coordination of decision-making at a local level and more localised control over key areas such as transport, housing, and economic development. It’s been a longheld aim to shift power from

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central government, and one aim is for more power in the hands of elected mayors or regional leaders for more accountable local governance – but the plans have certainly had a mixed reception, not least from district councils set to lose their jobs in the grand reorganisation, and from those who point out that government has offered no money at all to authorities to oversee the transition.

of tier-two suppliers. “That’s not the same thing,” he warns. “When you’re a tier-two supplier, you’re subject to the larger company, and you should always expect risk – and we’ve seen that with Carillion.

“Secondly, it loses that local focus. It’s impossible for small providers to get in on those big jobs because they can’t accept the risk of the contract. It’s only companies with turnover of around £2 billion that will be able to do this.”

There are also worries that there could be an impact on delivering local social and economic value, particularly from employing people from local communities or encouraging local SMEs, says Nigel Lucker, director of estates and facilities at the University of Suffolk. Here, larger providers often will again be able to deliver more when it comes to having a wider societal or economic impact.

“You need some of the bigger companies with their knowledge, particularly around sustainability and the opportunities that come from an innovation perspective,” Lucker says.

“Some of the smaller companies are successful because they’re small, but when we talk to them about the management information around sustainability or heat loss, they have to then go and outsource that. There’s a balance to be had. I can see the benefit of both.”

IAMGE: ISTOCK

“The government has previously brought some services back in-house and then realised that it can end up costing 20% to 30% more,” Fris says. “If you bring it back, you’re subject to your core terms and conditions and everything that goes with that. Whether we like it or not, in a lot of cases, those conditions are often inferior in the outsourced market.”

Tucker, however, sees a trend away from outsourcing – partly borne of government ideology – and towards setting up trading companies. “We believe that the market for forming public/public partnership local authority trading companies will open up,” he says. “Because of the cost, members will see huge risks, and are likely to be reluctant to put all their eggs in one basket.”

Fris also has concerns that contracts could become unwieldy. “We’ve seen this with the waste management contracts, which have got so big that they become unworkable, and then the customer ends up picking up the tab for the failure to deliver some of the services,” he warns. “They would argue that they have got better buying power, better health and safety, and better personnel development.”

Such arrangements could also make authorities dependent on that provider, Fris suggests. “There’s a risk they become immovable and are difficult to replace. To try to bid it out would be extremely expensive, and it’s very difficult to say whether or not a replacement provider would be any better.”

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Fashioning

AN EVOLVING VOCABULARY Since the term ‘facilities management’ was first coined, the language we use to describe what WFM is and does has evolved with fresh ideas spawning new terms and familiar sentiments get repackaged.

We’ve seen newly fashionable expressions change the FM lexicon over the years – but what does this tell us about the sector?

Bradford Keen looks at how the language of FM keeps shifting I L L U STRATIONS: ELLY A Z I Z I A N

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tephen Fry once spoke to talkshow host Jonathan Ross about how his nephew and his friends, routinely stymied by predictive text, had begun to use the word ‘book’ instead of ‘cool’ to express their pleasure.

Fry believed this a positive sign of the aliveness of an evolving language. Now, we’re not advocating that you start telling your clients – sorry, demand organisations – that your new service is ‘book’.

But rather to accept such changes as an inevitable sign of the sector’s growth and maturity.

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Not too long ago, businesses spoke frequently about corporate social responsibility (CSR). Paul Phillips, director of Assurity Consulting, says that CSR was at the time perfectly fit for purpose, enshrining “environmental, ethical, philanthropic and financial responsibilities” and that included the buildings that the organisation occupied and managed.

Today, however, the conversation has turned from CSR to ESG (environmental, social and governance) as well as EDI (equity, diversity and inclusion).

“We don’t hear so much about CSR although we do hear much more about responsible

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business,” Sunil Shah, managing director of Acclaro Advisory, agrees. “We’ve had the growth of ESG as a subject area – although that’s being killed off in the US as we speak. ‘Resilience’ is becoming more favoured and more used because it speaks to the organisation, but also to investors.”

Change agents Is the evolution of language in FM just to feed a corporate need for novelty? Or is there meaningful change driving it? It’s a bit of both, says Shah.

“Part of the change has come around due to maturity of the subject area and how it’s viewed from an organisational perspective,” Shah explains.

“But also, businesses – especially when it comes to technology – want to differentiate between what they’re doing today versus what was done two years ago.

Then there are organisations’ marketing efforts to consider, as they try to position themselves as ‘first movers’.

Shah says: “Making statements about being the first FM company to be net zero, for example, gets you headlines in the media. But what do you actually need to do to get there in five years? Nobody looks at that, so you can kick the can down the road until a bit later on.”

Which is why the shift over the years when it comes to sustainability reporting is welcome. (More on this below.)

Changes in how we describe things points to the profession’s development as well as the ongoing aim of connecting WFM with other organisational departments and functions.

Think back to 2013, when more people began speaking of ‘wellbeing’. Phillips says that if we take the definition of wellbeing as “a state of comfort, health and happiness”, then its commonplace adoption was clear evidence of a “natural development of the raison d’etre for FM”.

Phillips elaborates: “Providing workplaces where people can be comfortable, healthy and happy is core to the success of FM. The understanding of what promotes wellbeing is probably an evolution of a better understanding of what affects people’s mental health. FM has been a leader in better workplace wellbeing from its origins.”

Lack of definition persists Up until the early nineties, the phrase ‘caretaker’ encompassed any ancillary task that didn’t have a clear definition within an organisation.

“It was essentially about managing tasks that no one else was responsible for,” says Dr Toyin Aderiye, associate head, Business Management & People in Sheffield Business School.

“As the field evolved into FM, the role expanded significantly, but the lack of a precise definition

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STRUGGLES COMMUNICATING WITH BUSINESS The WFM profession rofession now favours sed on the language that is focused customer or end-user marking a shift from what was historically more technician-based.

“We used to talk about value for money – which used to be a great thing, but now it’s more about the user experience or customer experience,” says Mike Packham, owner of Bernard Williams Associates. “That’s a function partly of Covid and

working from home and enticing people back to the office.”

While there are a number of organisations successfully leading in tech deployment, Packham believes that behind the buzzwords, many businesses are “still struggling to implement AI and IoT”. Partly down to cost and survival in the marketplace, Packham says: “We’re in an intermediate phase, but we will get there.”

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has persisted. The scope of FM keeps growing as new responsibilities emerge; sustainability, for example, wasn’t traditionally associated with FM, but now it’s a key consideration in building materials and environmental impact.”

The biggest shift recently has been the role of data.

“FMs are now expected to understand and leverage the vast amounts of digital data collected within buildings.

Some FM professionals even specialise in digital and data management. This continuous evolution of the role is why the language surrounding FM keeps changing.”

Aderiye points out a notable shift in the language her students use when speaking about the profession. “The biggest shift is in their confidence. There’s a greater understanding of the value FM brings to an organisation.

“FM was once seen purely as a cost centre, but now, many professionals are strategic contributors,” Aderiye explains. “They’re not just being told what to do – they’re influencing business decisions.

“The ability to prove value has given FM professionals more confidence in defining and advocating for their role, which wasn’t always the case in previous decades.”

“FM was once seen purely as a cost centre, but now, many professionals are strategic contributors... they’re influencing business decisions”

When BIM was first implemented, there was a concern over the lack of FM’s involvement in the process of determining the phases of a building’s development and use.

Packham believes not much has changed for most FMs. “I see very little evidence that FM consultants, FM service providers, as individuals, rather than working for construction companies, are actually getting involved in the BIM process as a practice. We have never been asked to provide BIM and/or soft landings services, and I suspect that’s true for a lot of people.”

Here’s the issue, says Packham: “FM doesn’t speak business and

FM doesn’t speak construction.

We all use the same terms, but in a different perspective from a different angle. So we might both be talking about assets, but one of us will be talking about buildings and one of us will be talking about an air conditioning plant – as a ridiculous example.”

Pointing to ISO195650, (best practices for managing information in BIM), Packham says the mechanism is in place but more people need to use it.

Then there’s RIBA’s stage seven (in-use) addition to the planned stages of works – although Packham believes from an FM

CANDIDATES FOR FO OR CHANGE Four decades ago, Catch 22 director dire i Simon Aspinall started in recruitment.

Back then he was hiring for roles such as messengers, fire watchers, fax operators, janitors, lift attendants, and tea ladies.

“In the past, job descriptions were purely functional and descriptive, listing specific tasks,” Aspinall reflects.

“Now, the focus is more on skills, attitudes, and cultural fit. There’s a greater emphasis on behavioural competencies rather than just technical skills.

“Employers are looking for wellrounded individuals who align with their values and workplace culture, not just those who can perform a set of tasks.

There’s a shift toward emphasising personal attributes and potential over just experience and qualifications.

“There’s a stronger perception that FM is a field with long-term career potential. The industry recognises the importance of diversity and is working to attract a broader pool of candidates. The strategic nature of modern FM roles has helped bring in people from different disciplines and experiences.”

perspective, it should be stage zero not seven.

“In theory at least, architects and designers are taking account of buildings in use,” Packham says, while lamenting “long-winded” construction phases.

“The purpose of the organisation going into that building may well have changed in the interim. Stage seven is great, but you need to do it at a strategic level to enable the building to flex with the organisations that are going to be occupying it.”

When it comes to AI, Packham says the time is nigh when organisations will demand to

see proof of their return on investments. More immediately, he points to the lack of standard language protocol in AI. “I was at a workshop and one of the service providers there said they work for JLL and CBRE, but both organisations use different terminology for the same thing. If people are putting the information into the AI system according to their own definitions and are looking to compare that with other organisations’ generated information, the language is going to be different, and you’re not going to be able to draw any meaningful comparisons.”

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RESPONDING TO FRESH PERSPECTIVES The FM sector often reflects trends that emerge elsewhere, naging director Sunil Shah, managing lains, of Acclaro Advisory explains, pointing to the significant actions taken by many against single-use plastics after David Attenborough’s harrowing Blue Planet episode.

“It led to a massive response with regulations on plastic star starting to come out, people an corporations shifting and be behaviours,” Shah argues “A TV programme led to seismic shifts – but they weren’t all positive.” (More waste went to landfill in 2018 than

2017 due to damaged or contaminated recycled waste.)

“COP 26 in Glasgow led to many organisations talking about net zero and decarbonisation strategies – although targets for 2025 have been pushed to 2030 or are being redefined in terms of what

it means to become net zero.”

In sustainability, Shah says there remains a broad ethos of safeguarding people and planet that can be traced back to the late eighties, plus there are new policies, regulations and societal perspectives shaping how we speak about sustainability.

2020

Sunil Shah details sustainable FM through the decades:

1990s

2000s

2010s

2020s

There was scant connection between the elements we now see as collectively comprising sustainability.

“We spoke of regulation as if environment and social were disparate elements. It was impact-led: businesses measured their impact and reported on it.”

“The sector matured and wanted to measure performance and compare it with others. Think energy performance certificates, social programmes, UN Sustainable Development Goals and specific KPIs.”

How sustainability was described began to use language familiar to the wider business as its importance was more widely recognised.

“There was greater focus on setting targets for the future.”

“A governance layer now requires that businesses report accurately within defined parameters, and don’t exclude aspects of the business because it’s poorly performing.

Report everything, disclose everything and set out a transition plan on how you plan to achieve your ambitions.”

That’s how the term ‘demand organisation’ came into being.

ISO 41011:2024 Facility management — Vocabulary, Mitchell explains, is the document needed to interpret the language used throughout the suite of FM standards. As a result, it needs regular updates to accommodate changes to ISO strategies around language.

“We needed consensus on the language we should all be using, and a proper definition of it, and that’s what 41011 is there to achieve. Compromise is the name of the game. We now have 53 countries involved in the ISO committee, and they all come with their own interpretations of

FM, and that’s why you create standards.”

ISO 41011 has recently undergone edits (publication is expected later this year) and that is positive, Mitchell argues.

“It tells us that people are using the family of standards, and people are reinterpreting or challenging what 41011 states.

“It’s not a dead document.

It’s alive and it shows us that FM is developing, growing, and getting challenged in terms of languages we use.

Certainly with the work that’s going on right now with 41001, it’s going to be a significantly different document when it gets updated and republished.”

CODIFYING FM’S VOCABULARY Where language guage needs less d where its elasticity – indeed, enti fixed definitions are essential – is in the development of standards, and especially those aimed at an international audience of FM practitioners.

Imagine a room full of FM professionals from more than 50 different countries, trying to find enough commonalities to agree to a global FM standard.

Stan Mitchell knows all about it.

“When we were talking at ISO meetings about clients, those from the Far East didn’t interpret

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it in their language,” explains Mitchell, founding chairman of both the BSI Facilities Management Committee and ISO TC 267 Facility Management.

“We were oblivious to that until I noticed that some of our Far Eastern participants had stopped talking and engaging. I interrogated them to say, ‘Are you with us? Do you understand what we mean by client?’ They didn’t – for some reason, it doesn’t translate well in their language. So we had to find a solution.”

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Opinion

CONSTANT CHANGE IS WFM’S USP With three decades at the helm of Larch Consulting, the firm’s managing director Lucy Jeynes has seen her fair share of change in how the sector speaks about itself

T

he biggest change in language is perhaps the shift from looking after things to looking after people, and latterly ‘creating and curating the workplace experience’.

We’re not running buildings anymore, we’re adding strategic value by creating and developing environments where our colleagues or guests can be productive, collaborative and happy.

Stakeholders, customers and guests are the new ways of describing what we used to call service users.

Sustainability: Our first ‘environmental policy’ in 1995 talked about the harmful effects of acid rain.

At that point we weren’t really talking about carbon – net zero hadn’t been conceived and we didn’t talk about that bigger picture. It was much more about things such as using recycled paper. New terms that have emerged in this area – well, almost everything we say about this is new.

“Our sector can be a bit ‘trad-white blokes’, struggling to keep up with what you’ll still hear many FM people call ‘PC’ or ‘wokeness’”

Diversity: We used to talk about equal opportunities. Initially this was about gender. When companies started talking about diversity more widely there was a great deal of nervousness about how to talk about it.

People of my parents’ generation were very afraid of using the word ‘black’, for example – they felt this was very rude. This is one of the most interesting areas of language as it is still evolving really fast, and our sector can be a bit ‘trad-white blokes’, struggling to keep up with what you’ll still hear many FM

people call ‘PC’ or ‘wokeness’.

Sexual orientation terminology is again evolving all the time. Gender diversity is a bit of a minefield for FM, not least because for all the big-picture philosophies and policies, at the end of the day we have to make decisions about loos. Which ones do we have and what do we put on the door?

HR needs to take more ownership of these sensitive issues. I’m a governor of a big, diverse further education college in Birmingham and I keep asking when we will replace our ubiquitous signs of ‘do not wash your feet in these sinks’, ‘do not stand on the toilet seats’, with more widely available foot-washing facilities and what is now called ‘natural position toilets’ (squat pans).”

Wellbeing and health: Everyone just used to come to work and get on with it, and if you overdid it, you might suffer from burnout (if you are a man; women had ‘nervous breakdowns’).

There is much more understanding that keeping people healthy keeps them at work and productive – hurrah for this new understanding. Notwithstanding the linguistics, the industry itself has become more diverse, more inclusive, more empathetic.

The industry/profession (which?) has changed very much for the better and is generally populated with friendly, straightforward people keen to learn how to do a better job, create better buildings and workplaces, and work better with their colleagues.

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W

hen the Soviet Union launched the world’s first artificial satellite in 1957, the term ‘Sputnik moment’ became common parlance for a country discovering that it was trailing a rival’s technology.

For some in the global artificial intelligence (AI) industry, events in January would provide a Sputnik moment.

Just a week after President Donald Trump unveiled the Stargate Project, which will invest $500 billion in the next four years in AI infrastructure in the US, China responded with DeepSeek.

Developed by a company in Hangzhou, DeepSeek provides responses comparable to other large language models crucial to AI and data centres for a

IMAGE: AI CREATED WITH ADOBE FIREFLY

FEATURES / FUTURE FACILITIES – DATA CENTRES

As demand expands exponentially and artificial intelligence changes the game, Huw Morris reports on how the UK has joined a global rush to build a new generation of data centres

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fraction of the cost and computing power of its US rivals. The move wiped $1 trillion off US tech giants’ share values within days.

How important is this for the UK? How is the government responding? What are the stakes?

The AI imperative “It’s clear the UK simply cannot compete with the US and China when it comes to spending on AI infrastructure,” says Mann Virdee, a senior research fellow in science, technology and economics at think tank, Council on Geostrategy. “Instead, Britain needs to forge its own path to drive innovation.

“The UK should leverage its advantages in fundamental AI research, its wider research ecosystem, and its strengths in AI safety and governance.

And, the UK should be the global champion of open-source innovation.”

Well before the DeepSeek shockwave, the government had woken up to the challenge of AI and data centres. Last September, it identified data centres as critical national infrastructure, putting them on the same footing as utility

companies and emergency services, and the first such designation since the space and defence sectors in 2015. This means a team of senior government officials will monitor and respond to potential threats from cybercriminals, extreme weather and IT network blackouts.

Ministers had also persuaded US companies such as Cloud HQ, CyrusOne, CoreWeave, and ServiceNow to invest £6.3 billion combined in UK data centre infrastructure, and Amazon followed suit with plans to inject £8 billion.

Sweeping reforms to England’s planning system followed. In December, the revised National Planning Policy Framework, which guides development across the country, demanded that planning policies and decisions encourage “clusters or networks of knowledge and data-driven, creative or high-technology industries” as well as the facilities and infrastructure needed to support their growth such as grid connections.

Deputy Prime Minister Angela Rayner then overturned Buckinghamshire Council’s refusal of a planning application

by Corscale for a data centre at Iver.

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FUTURE CA PAC ITY

UK DATA CENTRE PIPELINE Construction industry analyst Glenigan’s forecast for 202526 highlights the role of data centres in driving development.

One of the UK’s largest data centre developments underway is Google’s £790 million development in Hertfordshire, which started last spring. Plans have been approved for the £750 million Bidder Street Data development for SINEQN in east London, with work set to start this spring on the 75,000-square-

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metre scheme. At Vantage Data Centre in Bridgend, Wales, plans have been approved to build one of Europe’s largest data centre campuses with work on the £50 million project starting this autumn.

NScale is planning a 50MW data centre at Loughton in Essex, which is at the preplanning and pre-tender stage with work set to start early next year. NScale also plans to

start construction of multiple modular UK-based data centres in the second half of this year.

Kyndryl has announced plans for a new £20 million tech hub in Liverpool, with work scheduled to start in 2027. At Chesham in Buckinghamshire, work will begin this spring on the £200 million Echelon LCY20 data centre.

Smaller schemes include a £10 million scheme by Virtus in High Wycombe, which will see industrial units demolished to make way for four data centres.

At Salford, plans have been

granted for two data centres for AE Technology Services.

Work on the £24.05 million project will start in late spring.

In the long term, Segro’s outline plans have been approved for two data centres in a £254.7 million scheme in Slough. Work on the project is scheduled to start in early 2027 and run for 37 months. Tritax Big Box Reit has plans for the UK’s biggest data centre near Heathrow.

It has bought a 30-hectare site for a three-storey facility costing £356 million with work planned to start in the first half of next year.

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Corscale’s 140MW proposal had been rejected as “inappropriate development” on the green belt, a mainstay of the planning system. Instead, Rayner decided that failing to meet demand for data centres “could have significant negative consequences for the UK digital economy”.

1. Google’s £790 million development in Hertfordshire 2. NScale is planning a 50MW data centre at Loughton in Essex 3. At Vantage Data Centre in Bridgend, Wales, plans have been approved to build one of Europe’s largest data centre campuses 4. Plans have been approved for the £750 million Bidder Street Data development for SINEQN in east London

SMRs are “cheaper and quicker to build than traditional nuclear power plants”, enabling them to be placed in a wider variety of locations, with a nuclear regulatory task force launched to speed up their delivery.

Starmer has pledged that AI would be “mainlined into the veins” of the UK after unveiling an extensive plan to make the country a world leader in the technology.

He has accepted all 50 recommendations of the AI Opportunities Action Plan produced by investor Matt Clifford. This called for AI growth zones to speed up planning proposals, build more AI infrastructure, increase public computing capacity, support SMRs and create a national data library.

Much of this work is already well underway, judging by the data centre pipeline. (See ‘UK data centre pipeline’ boxout.) The government is also encouraging local and regional authorities to bid for their areas to be designated as AI growth zones. This aims to revitalise deindustrialised regions into AI hubs, with ministers prioritising locations with strong power access capable of handling demands exceeding 500MW or the potential to support nuclear stations or wind farms. Selected zones will benefit from streamlined planning permissions for data centres and fast-tracked grid connections.

So what are the stakes?

Three stand out. The first is strategic.

Failing to shape a successful AI future in the UK “will condemn us to merely obeying decisions made by others beyond our borders”, Starmer argued.

The second is economic growth. UK data centres already generate an estimated £4.7 billion a year in revenues. According to techUK, the digital technology sector’s trade association, its members contribute more than £150 billion in gross value added to the economy annually.

Planning reforms and rebuilding

IMAGE: GETTY IMAGES, NSCALE, VANTAGE, SINEQN

No nukes More recently, Prime Minister Sir Keir Starmer announced that he would scrap the set list of eight sites designated for nuclear power stations across England and Wales. Developers will be encouraged to bring forward sites at the pre-application stage, allowing them to co-locate small and advanced modular reactions (SMRs) with energy-intensive industrial sites, particularly data centres. He argued that

“It’s clear the UK simply cannot compete with the US and China when it comes to spending on AI infrastructure.

Instead, Britain needs to forge its own path to drive innovation” FACI L I TAT EM AG A ZI N E .CO M

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AVAILA B LE M E THODS

COOLING DATA CENTRES Digital Reality, a leading platform for data centres to exchange information about technology, admits that improving energy efficiency presents many challenges to the industry.

Hardware must be kept in optimal conditions, which means sustainable cooling is essential. The average modern data centre uses around 40% of its power for cooling, which is achieved through various methods, depending on its scale, location and infrastructure needs: AIR COOLING Air conditioning, fans and vents circulate ambient air.

Pros: Proven technology with a history of effective air temperature management and easily implemented in small or large facilities.

Cons: Potential for high energy consumption and costs especially for facilities in warmer climates. Dependence on airflow can cause fluctuations in energy use.

LIQUID COOLING Coolants circulate through a pipe network, absorbing heat away from IT equipment.

Pros: Can typically offer superior and quicker heat removal from servers compared with air cooling, particularly for high-power density facilities.

Cons: Complex to set up, can use vast amounts of water, and leaks can be environmentally unfriendly if not properly addressed.

IMMERSION COOLING IT components are submerged in dielectric fluids that cool by absorbing heat. Servers are kept in non-conductive absorbent fluids that provide effective heat management.

Pros: Allows for highly-efficient temperature management, reduces reliance on other cooling infrastructures such as fans, and significantly lowers energy consumption.

Cons: Might not be suitable for all types of data centres, potential risks associated with leaks, costly and tricky to implement.

EVAPORATIVE COOLING This uses fans to draw in outside air before deploying it to cool equipment.

Pros: Offers reliable cooling when used in appropriate climates, can be more efficient than traditional air cooling in specific conditions, uses water instead of coolant liquids.

Cons: Performance can decrease in the wrong conditions, high dependence on water availability and quality, and can require an overhaul of existing data centre infrastructure.

FREE COOLING This uses primarily cooler outside air or water.

Pros: Effective cooling when external temperatures are favourable, removes the need for mechanical cooling, brings massive energy savings, uses natural resources, and minimises carbon footprint.

Cons: It’s limited to regions with colder climates or cold seasons, variability in external conditions can affect performance and may require back-up cooling solutions in case of unpredicted changes.

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“It used to be that a data centre’s scale was measured in square metres. But now it’s by power consumption”

outdated infrastructure could propel this to £200 billion.

The third is environmental and a migraine for facilities managers.

AI data centres gulp up masses of energy, particularly owing to their steel frameworks, known as racks, which house cables and servers. These need to be kept cool. (See ‘Cooling data centres’ boxout.)

Average power densities have more than doubled in the past two years, to 17kW per rack, says consultant McKinsey. Training models like ChatGPT can consume more than 80kW per rack, while Nvidia’s chip, the GB200, combined with its servers, may require rack densities of up to 120kW. Research by the Allen Institute for AI reveals that a single query to ChatGPT uses as much electricity as one light bulb for 20 minutes.

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Tech companies are lobbying the government to encourage AI data centre development in remote areas of the country. A Social Market Foundation report, commissioned by Amazon and OpenAI, calls on ministers to overhaul the UK’s electricity market by splitting it into different zones where prices are more expensive in areas where power is in short supply, and cheaper in those where it is abundant. This would make Scotland a hotbed for data centres because of its wind farms and low population density.

How ready is the industry? Research

by Keysource reveals that 97% of data centre companies consider themselves to have clear oversight of sustainability targets but only 53% are in a position to implement strategies.

It found half of data centre chiefs are prioritising Scope 1 emissions from such assets as buildings and vehicles, 42% are directing funds towards Scope 2, and 45% are addressing the impact of purchased goods and service emissions, or Scope 3.

A total of 55% have access to dedicated sustainability funds, up from 50% the previous year.

“It’s one thing to feel confident in your sustainability plans, and quite another to put it into action,” says Keysource chief operating officer Jon Healy. Practical application is lagging behind perceived progress, he adds, warning that the hard work is just beginning.

A G LO BA L PERSPEC TIVE

THE WORLD OF AI Ask Oliver Jones if there is a global arms race in artificial intelligence and he has a quick response. “And then some”, says the co-founder and chief executive of Chayora, an international infrastructure investor, developer and operator of data centre campuses.

(Jones is also the IWFM Awards’ longest-serving head of judges.)

Ask him what challenges these schemes pose for facilities managers and his answer is equally succinct.

“It used to be that a data centre’s scale was measured in square metres,” he says. “But now it’s by power consumption.”

Jones is also a board member of Infrastructure Masons (i-Masons), a global association of digital professionals that tracks growth trends in the industry.

Its research points to seven million data centre locations around the world, ranging from hyperscale operations with more than 1GW of power capacity to micro-edge deployments on street corners that draw less than 1kW of power.

In total, they represented 105GW of built power capacity in 2021 and an annual electricity consumption of 594TWh. This was 2.4% of global consumption that year.

However, the digital infrastructure industry is forecast to double and possibly triple in size over the next 10 years with 38GW of capacity required for generative AI alone by 2028. Total power consumption by data centres could double by 2026 to more than 1,000TWh, according to the International Energy Agency.

Stocklytics.com data shows the US has 5,388 data centres,

or 70% more than the next 10 largest markets combined.

In China, there are 448 data centres, according to data and market research specialist Statista.

Beijing is the secondbiggest market in the world, with 1,799MW of capacity.

Shanghai is the seventhlargest market with 725MW. Valued at $416 billion in 2024, Statista predicts the global data centre market will become a half-a-trillion-dollar industry by 2027 rising to almost $625 billion by the end of a decade.

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THE BEST OF THE SECTOR’S DISCUS SION AND DEBATE

VIEW POINT 40-41

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Perspectives: Ruth Chisnall, Liz Kentish, Michelle Connolly and Edward Finch

Chair Ian Baker talks about the focus points and successes of the IWFM Workspace SIG

Demonstrate building safety compliance with this new IWFM Academy course

Charlotte Metcalf and Martin French offer insights into their WFM roles

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Walters North, provided clarity.

Gen Z does respect leadership, but they’d rather develop themselves in a different way.

Born between 1997 and 2012, Gen Z is eager to grow professionally and enhance their expertise – they just don’t want to do it as traditional managers. They’d rather hone their skills than lead others.

Also important to point out is what Barbara Matthews, chief people officer at global HR platform Remote, told Facilitate, “This is not a ‘Gen Z problem’ and treating it as such has the potential to put businesses on the back foot in the coming years.

“It is a mistake to suggest that this represents disengagement or laziness.

In actuality, it represents the desire for flexibility among individuals to align their career paths with their strengths and preferences. These employees are making a choice to prioritise roles that offer meaningful impact and growth without the added pressures of management responsibilities.”

But who is going to lead?

leaders and specialists,” Bisset said. “They’re more interested in building their personal brand, developing niche expertise, and contributing to meaningful projects.”

et’s start with a disclaimer: none of us on the Facilitate team has ever watched the 2017 film The Boss Baby. But it did spring to mind when we came across the term ‘conscious unbossing’, which refers to younger workers not wanting to become managers.

For those of you who want to know more about The Boss Baby – and who doesn’t? – here’s the IMDB synopsis: “A suit-wearing, briefcasecarrying baby pairs up with his seven-year-old brother to stop the dastardly plot of the CEO of Puppy Co.” Actually, it does sound very watchable, but we digress.

What are you on about?

IMAGE: ISTOCK

Although the animated film suggests there is an appetite among younger demographics to be the boss, more sensible research from recruitment firm Robert Walters tells a different story.

More than half (52%) of Gen Z professionals don’t want to become managers, with 69% perceiving middlemanagement roles to be high on stress and low on rewards.

Gen Z is big fan of worklife balance, autonomy and flexibility, and they believe managerial roles are going to rob them of those priorities.

So are they just content to stagnate?

No, not at all. In an interview with Forbes magazine, Lucy Bisset, director of Robert

Bisset told Forbes that organisations will need to guide this generation into leadership roles along paths paved with expertise, not hierarchical structures.

“Younger professionals are seeking to become thought

W H AT D OES IT MEA N ?

Conscious unbossing It turns out that there is a large cohort of young workers who don’t want to become managers, favouring expertise over leadership

OK, growth not leadership.

Precisely. The trend is here and employers ought to consider how to accommodate it. Matthews says Remote now offers senior-level individual contributor roles, demonstrating that one does not need to become a manager to grow their career.

“This empowers employees to achieve career fulfilment while contributing to the organisation’s success in an authentic way that aligns with their personal goals.”

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VIEW POINT / PERSPECTIVES

RUTH CHISNA LL

L IZ K EN T I S H

A UTOPIAN SWEET SPOT

A NATURAL PULL TO BELONG

RUTH CHISNALL is a facilities management consultant at Neller Davies Ltd

LIZ KENTISH is managing director and co-founder of Kentish and Co

O

rganisations that have tried to revert to pre-Covid routines through mandates have struggled to retain talent while those that have embraced 100% agile have encountered challenges as people become isolated.

Somewhere in the middle is a utopian sweet spot.

An organisation is a microcosm of society where each person and team have their idiosyncrasies. Why did we ever think one size fits all would work?

Put 3,000 people in a glass box, give them all the same desk, chair and pedestal, sit back and marvel at the post-industrial workspace? What madness!

The new workplace and how people interact with it is about individuality, flexibility and humanity.

Where function doesn’t determine presenteeism, people are embracing the freedom and flexibility to work where and how they want to be most productive.

The workplace needs to be a destination where colleagues congregate and collaborate and enjoy the society of the organisation.

Spaces within workplaces need to adapt to this softer, nuanced landscape to underpin team dynamics and reinforce brand values and organisational culture while creating moments for human connection.

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Meanwhile, the war wages on with those trying to squeeze our newly liberated workforce back into the post-industrial bank of open-plan desks.

However, I believe talent will out – people make businesses, not buildings!

The new workplace and how people interact with it is about individuality, flexibility and humanity The winners will be those who trust their people.

Attracting and retaining talent is like walking a tightrope. Too many prescriptive mandates rooted in presenteeism will have employees exiting left. Failing to entice enough staff back to create a dynamic workplace environment will mean talent leaving.

Decisions and new policies need to start with people and not with filling legacy real estate to justify its cost. How ironic that two years of lockdown was, in fact, the catalyst for workplace freedom?

T

he debate over return-to-office (RTO) policies has become surprisingly heated, hasn’t it?

On one side, leaders are insisting that in-person work is key to creativity and collaboration. On the other, employees point to the undeniable perks of remote work: flexibility, focus and, let’s face it, avoiding the daily commute. And then there are companies like Spotify (but that’s another story).

What if the heart of this debate isn’t about productivity at all? What if it’s about something much deeper – our human need to belong?

Think about it. Even during lockdown, when we were physically apart, people found ways to connect. We set up virtual cocktail hours, swapped cat videos, and even bonded over dodgy Wi-Fi connections. Why? Because no matter how independent we think we are, we’re wired for connection. We want to feel part of something bigger than ourselves.

I don’t think we need rigid policies or mandates to bring us back together.

I know some people love working from home, and for good reason. Others miss the energy of the office. But over time, we’ll naturally work it out.

People will go where they feel they can thrive – and where they feel a sense of belonging. Maybe that’s a mix of office meet-ups and remote flexibility, or maybe it’s something entirely new.

Either way, it won’t come from being forced. It’ll come from what feels right.

Right now, the RTO debate feels divisive because change is always uncomfortable. There’s fear on both sides – fear of losing flexibility, fear of losing connection. But history shows we tend to figure these things out when we trust each other. If we step back, give people space, and let them choose what works, they’ll do the right thing.

In the end, we’ll find our way back together – not because we have to, but because we want to.

That’s just human nature.

No matter how independent we think we are, we’re wired for connection

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PERSPECTIVES / VIEW POINT

Visit www.facilitatemagazine.com for more regularly posted opinion columns. Topical, inspirational, angry or amusing – we consider all relevant comment. Get in touch at editorial@facilitatemagazine.com

M ICHE LLE CONNOLLY

D R EDWA RD F IN CH

PEOPLE IN SPACES

HAPPY HORMONES

MICHELLE CONNOLLY is co-founder of 300 North; IWFM Veterans in FM Committee

DR EDWARD FINCH is a futurist in workplace environments

I

n 2025, the ‘return to the office’ agenda is about more than just workplace strategy and filling empty desks. It’s about striking a balance between economic realities, employee expectations, and the need for organisations to adapt.

From conversations with clients, it’s clear this shift is as much about people as it is about spaces.

Collaboration and culture are two of the biggest reasons employers want people back in the office, where relationships grow, ideas spark, and teams connect. Being in the office helps many employees engage with the company’s culture in a way that isn’t achievable remotely.

Flexibility is important, but it isn’t an option for everyone.

With many FM roles we recruit for, particularly in healthcare and critical services, being on-site isn’t up for debate. Leading teams and running operations often require a physical presence. These roles require visible, hands-on management.

Then there’s the financial angle to this conversation.

With the value of CRE dropping by over 20%, and major players’ mid-week occupancy

at 30% and dropping to 15% on Mondays and Fridays, there’s pressure to get people into offices.

Without people in them, these spaces lose value.

It’s not just about economics. Flexibility is a big deal for employees.

Many are willing to take a pay cut for hybrid roles, but if you expect them to be in the office full-time, they want compensation for the extra commitment.

Younger workers, in particular, seem less tied to being in the office every day; they want flexibility, not long commutes.

The conversation is now being led by boards rather than managers.

The challenge is clear; how do businesses balance connection and culture with employees’ desire for flexibility, while addressing the economic realities of underused offices?

It’s no easy feat, but offices still have an important role in the future of work.

Offices still have an important role in the future of work

T

he clarion call by business leaders to return to the office is not about getting their ‘pound of flesh’. Rather, coalescing people in the office appears to be pivotal in shaping organisations.

Undoubtedly, the pandemic tested new ways of working to their limits. Workers were redefined: flex workers, remote collaborators, road warriors and connected executives – all championing the possibilities of ‘work anywhere’ and collaborative tools.

There is no better way than expressing organisational culture than the office In the short term, technology appeared to show the office to be a costly white elephant.

In Covid’s aftermath, employees renegotiated contracts, took out mortgages and handed in their season tickets with the intention of never returning to the office.

Post-Covid, many have witnessed organisational ‘corrosion’, with culture, loyalty, trust and belonging disappearing out the door.

Why is a well-designed office so indispensable?

The answer lies in human interaction, behaviour and the way we are hardwired.

In the face of lightning technological change, we still possess embedded human characteristics that are inescapable – and irreplaceable. We are driven by brain chemicals such as oxytocin, serotonin, dopamine and endorphins.

These ‘happy hormones’ give rise to pleasure, trust and mood regulation. When people come together something special happens – something that is reinforced over time.

So what does this mean for FMs? No longer does it just entail managing a space budget. The qualities of space in supporting human’s social and solitary needs are pivotal. There is no better way of expressing organisational culture than the office; no better way of leading employees through individual and organisational growth.

Finch co-authored Creating Emotionally Intelligent Workspaces: A Design Guide to Office Chemistry

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VIEW POINT / EXPANDING YOUR HORIZONS

K NOW YO UR IWFM COMMUNITIES

Riding the wave Understanding ‘why we do’ rather than ‘what we do’ in the world of work is a key focus of the IWFM Workspace SIG, says Ian Baker What about the Workspace SIG most excites or inspires you?

When I joined the Workspace SIG in 2020, it was the sense of momentum that excited me. We were on an incredible wave of accepting how work could change for the better. Today, I am inspired by the dedicated individuals striving to create better workplaces for their people, despite facing many challenges along the way. My initial excitement about momentum has evolved into inspiration for positive change.

What is the single biggest industry or professional issue the Workspace SIG aims to solve?

I discovered ‘workplace’ in 2015 and realised it meant a slight shift in my career path – I had been searching for a professional home. So, in 2016, when BIFM rebranded to IWFM, the inclusion

of ‘workplace’ in the name became my reason for joining.

One of our earliest SIG goals is attracting more workplace professionals to join the institute, as we believe it provides an excellent platform to grow and share the vision of better workplaces, particularly from an FM perspective.

what a workplace is, how it fits into FM, and how it extends beyond just offices.

We focused on: ● Where we work ● How we work ● When we work Five years later, for obvious reasons, there has been a subtle yet profound shift. There is now a greater interest in the workplace across other sectors In what two ways is the work being such as HR, CRE and IT and, as these done by the Workspace SIG changing conversations expand, we now discuss the professional field? why we do these things and explore the We actively participate in expanding reasons behind our working practices conversations to highlight the wider in greater depth and with wider impact of the workplace. Discussions understanding. about office occupancy and embracing The questions have evolved to: hybrid work have been central themes. ● Why work happens where it does More recently, we’ve pondered whether ● Why we work how we do we should encourage people back to the ● Why we work at the times we do office and, if so, how to do it effectively.

Focusing on ‘why we do’ rather than We always strive to be balanced and challenge binary points of view. ‘what we do’ allows us to identify value Being part of the IWFM, the Workspace and significance. As individuals or SIG has been able to contribute groups, understanding our ‘why’ to policymaking that shapes the becomes a key differentiator and future of the workplace, which is underscores the principle that especially important in terms of ‘one size does not fit all.’ delivery and operational aspects.

Ultimately, the journey and evolution of the Workspace SIG demonstrates that How has the field of IAN BAKER is chair of IWFM understanding the why behind practice that the SIG Workspace our working practices paves focuses on evolved in the SIG and an the way for more meaningful past five years? independent and impactful workplace Five years ago, our discussions workplace conversations. often revolved around defining consultant

IWFM K E Y E V E NT

All aboard the barge What? Electric barge summer social with the Rising FMs Network When? 2 July at 6pm-10pm Where? The Electric Barge, Grand Union Canal, Adj. Sheldon Square. Paddington Central, London, W2 6EZ

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Who? Join the IWFM Rising FMs Network for a summer social on an electric barge with a round trip from Paddington to Camden. This is a perfect evening for anyone who loves travelling around London by boat – which is everyone, right? But seriously, the

event is ideal for those who are new to the workplace and facilities management industry and want to make fresh connections.

The barge departs precisely at 6.30pm so punctuality is key. Arrive by 6pm. If you’re early, swing by the Union Bar Paddington to say hello to some of the Rising FMs Committee members who will be there from 4.30pm.

Scan the QR code for a full list of IWFM events.

Why? Network with your peers and contribute to a good cause.

The Rising FMs will collect cash donations on board for a raffle to raise money for the Deborah Rowland Scholarship and the IWFM chair’s charity, Mind.

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EXPANDING YOUR HORIZONS / VIEW POINT

K EY DAT ES

IWFM AC A DEMY FOCUS

Building Safety Act: Methodologies for Evidencing Organisation Capability

Who benefits from this course and why?

In short: pretty much everyone operating in workplace and facilities management will gain from this course. However, it will be especially beneficial to those responsible for demonstrating compliance. If you represent a client or an organisation providing services to clients, this course is for you.

At what career stage is this course targeted?

If you’re client-facing, no matter your career stage, this course will be valuable. At its most impactful, however, we recommend the course to professionals operating at managerial level.

IMAGE: ISTOCK

What are the key learnings to be gained from the course?

The focus is on enabling you to explain the methodologies required not only to deliver organisational capability in

relation to the Building Safety Act 2022 (BSA), but to provide evidence of it too.

The new regulatory regime under the BSA includes specific individual competence and organisational capability requirements, which essentially means the management of competence in an organisation.

The requirements affect the: ● Design and construction phases (part 3 of the act); and ● Management of residential buildings (part 4 of the act).

Organisational capability will affect all areas of the supply chain as more clients demand evidence of it and organisations ensure they’re able to provide it, showing how they manage the competence of their direct workforce and oversee competence of their contractors and subcontractors.

The course offers methodologies in line with the BSAS 01:2024 Organisational Capability Management System Standard, which has been developed by the Building Safety Alliance.

Which other IWFM courses complement this one?

Anything related to compliance, but the most directly connected content is in our ‘Building Safety Act: what FMs need to know and do’ course, which provides crucial information for WFMs – whether supervisors, managers or frontline FMs – about the BSA. Scan the QR code for a full list of IWFM course listings.

Check out the latest industry events happening across the UK

SECTOR-WIDE

20 -2 2 M AY – LO N D O N

18 -20 MA RCH – LON D ON

The Cleaning Show The longest-running event in the UK dedicated to cleaning, hygiene and facilities management connects key industry players and showcases the latest products, services and solutions for a cleaner world. b.link/FacilitateE24-014 20 MA RCH – LON D ON

Engaging Employees Conference This one-day, crosssector event is focused on leadership insights to inspire changing workforces with powerful engagement and experience strategies to boost loyalty, retention and a sense of belonging. b.link/FacilitateB25-006 8 -10 A P RIL – BI RMI N G H A M

The Workplace Event As employee expectations shift, experience takes centre stage and work behaviours evolve, the event brings a wider scope and sharper focus on employee experience and workplace performance. b.link/FacilitateF24-005

Clerkenwell Design Week The three-day event features showoom events, curated exhibitions, installations, talks, design destinations, a fringe programme, food and drink partners and more. b.link/FacilitateB25-008 2 2 M AY – LO N D O N

Employee Engagement Summit Diversity, equity, and inclusion, technologydriven feedback mechanisms, advanced collaboration tools, flexible benefits and rewards, employeecentric technology will enable purpose-driven organisations to thrive. b.link/FacilitateB25-007 3 0 S E PT E M B E R 1 OC TO B E R – LO N D O N

International Security Expo Top global security manufacturers and suppliers showcase innovative solutions to help you solve security challenges, while keynote speakers share keen insights into security. b.link/FacilitateA25-006 14 -15 O C TO B E R – MA N C H E ST E R

8 -10 A P RIL – BI RMI N G H A M

The Security Event Source the latest products, technologies and solutions from leading security brands, while networking with industry experts and gaining knowledge. b.link/FacilitateF24-007 3 0 A P RIL - 1 MAY – LON D ON

The Office Event Meet workplace experts spanning design, FM, corporate real estate, workplace strategy and culture, HR and wellbeing. b.link/FacilitateF24-009

Education Estates Two day event that offers FMs a chance to join in the national conversation around the future of the UK’s education estate. b.link/FacilitateB25-021 15 -16 O C TO B E R – LO N D O N

Smart Buildings Show The latest technology in the smart buildings industry to help visitors best decide on how to make their buildings more economical for owners and more functional for occupiers. b.link/FacilitateB25-005

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VIEW POINT / A BIT ABOUT YOU

What do you do? I’m workplace experience manager at Cuvva. I look after our physical space, create brilliant events and policies for our people, and ensure everyone has the tech they need to do their job.

If I wasn’t in facilities management, I’d probably be… An events manager.

What attracted you to FM, and how did you get into the industry? I started

How long have you been in your current role? Five years now.

Do you see yourself predominantly as a task or a people manager?

Which “FM/Workplace myth” would you most like to put an end to? That it’s all about the building and fixing stuff; it’s actually creating environments that enhance the physical, mental, and emotional wellbeing of employees, and a foster a positive workplace culture.

BEH I N D T H E JOB

Charlotte Metcalf

I love helping my team to learn and grow. However, we’re a small team, so I’d say it’s predominantly all hands on deck and tasks on a day-to-day basis.

more productive and with better work-life balance.

Would you describe your role as predominantly operational or strategic? On the operational side,

What has been your biggest career challenge to date?

I work on projects, handle issues as they arise, and make sure everything runs smoothly. I’m also CHARLOTTE involved in strategic METCALF is planning at various workplace points during the year, experience manager at looking for ways to car insurance improve our policies company around events, office Cuvva attendance, what the future of the office looks like, and so on.

Signing an office lease for a building that wasn’t yet built, and the completion date was delayed over a year. It was stressful, to say the least!

How many people are there in your FM team, and to whom does the FM team ultimately report?

At the moment there are two of us. We are part of the wider people & culture team and I report to the chief of staff.

My top perk at work is… The four-day work week! We work Monday to Thursday. It’s been our policy for over two years now.

All data points to people being

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If you could change one thing about the industry, what would it be?

It’d be great to see more women in FM roles. Many times I’ve sat at a tenants’ meeting for the building I’m in, and I’m the only woman at the table. Women fill around 22% of FM roles globally (according to Google)

Any interesting tales to tell? I worked at OpenTable prepandemic, back when everyone was in the office five days a week. I built a bar called The Open Arms within the office space – too many tales to tell).

What piece of advice would you give to a young facilities/workplace manager starting out? Get a mentor and join Slack Communities.

Throughout my career, I’ve always had relationships with people in a similar role in other companies. To this day, I have regular monthly or quarterly meetings – it’s a brilliant way to share ideas and learn.

What was the weirdest day you’ve had in the office?

When we moved into our current office, the previous tenant left us a nice note and a giant inflatable flamingo for the rooftop pool.

Early bird or night owl?

Definitely an early bird!

What FM job in the world would you love more than anything? Ooh! Perhaps looking after Taylor Swift’s portfolio of properties – travelling the world, ensuring they’re immaculate and well stocked for her fabulous parties.

And where would FM be an absolute nightmare? Heathrow Airport (or any airport for that matter).

Sounds like a logistical nightmare.

Your life outside FM mostly involves…

Planning my next trip; trying new (or old) restaurants; spending time with family and friends, and I’m also studying Spanish.

IMAGES: ISTOCK, GETTY IMAGES

out as an office manager, then moved on to facilities and operations manager.

At Cuvva, this evolved into workplace experience – looking after the entire life cycle of an employee’s experience, combining onboarding, facilities, office moves and fit-outs, events, CSR initiatives, health and safety, and tech ops.

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A BIT AABOUT B O U T YYOU OU / VIEW POINT

What do you do? I lead a variety of facility, workplace and health and safety functions for Quilter’s UK&I portfolio, aligning workplace strategies to organisational objectives and values.

What attracted you to FM, and how did you get into the industry? I worked in the transport industry until my role was made redundant. I joined Regus, initially as an assistant centre manager. I took on additional responsibilities, volunteering to manage compliance, which introduced me to FM. From the serviced office sector, I was recruited by JLL as a senior FM.

How long have you been in your current role? Just over seven years.

Do you see yourself predominantly as a task or a people manager? Both.

I enjoy empowering and developing my staff, partnering with our incumbent, and managing stakeholders. I encourage collaborative working, so our service provider and staff work as one team.

We provide the foundations for our business to flourish, so task management is also key.

My top perk at work is… Having direct access to our board, who trust and support us, take direction from us, and realise the importance of FM within their business.

What has been your biggest career challenge to date? Managing the emergency procurement and replacement of a failed bespoke rising busbar, which took out half the building including the showroom, in Burberry’s London head office two weeks before they were hosting London Fashion Week.

If you could change one thing about the industry, what would it be? The FM industry has evolved, but we still need to be more widely recognised as a critical function that is much needed and provides the platform for any successful business. Yes, we manage the obvious, but we do much more than that.

Any interesting tales to tell? On a typical day at work, I met Will.i.am in the lift, queued for Coffee behind Cara Delevingne and opened the main door for Victoria and Romeo Beckham.

Which “FM/Workplace myth” would you most like to put an end to?

FM is an integral part of any business and can drive operational efficiencies and provide real value for money.

What piece of advice would you give to a young facilities/workplace manager starting MARTIN FRENCH out? FM is a is head of facilities management and customer serviceshealth & safety focused profession at investments where we constantly and wealth need to manage management firm expectations.

Quilter in London Ask questions, communicate regularly. Get involved in all aspects of soft and hard. Take any opportunity to learn and train.

Constantly evaluate and try to improve.

What was the weirdest day you’ve had in the office? Being one of a

Early bird or night owl? Early bird, although I’ve been a night owl on a few occasions where the role required it.

operationally I like to oversee key deliverables and strategically I develop FM and H&S strategies, that align with our company objectives and values.

I have four direct reports, and I am the vendor manager for our incumbent, who has 72 staff across 18 offices. We ultimately report to our COO.

Bored. FM is a great industry to work in – no two days are the same, you must think on your feet and face many challenges, sometimes for the first time.

small handful of employees in the office ensuring risk assessment control measures were put in place during Covid. Very eerie.

Would you describe your role as predominantly operational or strategic? Both;

How many people are there in your FM team, and to whom does the FM team ultimately report?

If I wasn’t in FM, I’d probably be…

What FM job in the world would you love more than anything? Any organisation that values its employees and understands the importance of FM. Working in Australia would be nice.

And where would FM be an absolute nightmare? Any organisation that does not value its employees or understand FM. BEH IN D T H E JOB

Martin French

Your life outside FM mostly involves… Family and music. I have an amazing wife, son and daughter who keep me busy. I cannot be without my music. Music helps me to reflect, relax, remember, be energised, be happy.

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THE L ATEST LE ARNING AND BEST PR ACTICE

K N OW H OW 48

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The IMI empowers FMs to integrate data for better decisions and efficiency

A culture of prevention ensures that no one reaches a mental health crisis point

CCTV installation must comply with the laws around data protection and signage

Proactive maintenance of lifts must be a high priority for FMs

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he UK’s built environment currently finds itself in a unique and complex situation. Not only do professionals need to deliver extensive housing and infrastructure, but they also need to deliver it in a way that reduces carbon emissions.

As such, we are seeing a situation where electrical infrastructure is not keeping up with the pressures being placed upon it.

IMAGE: GETTY IMAGES

Long waiting times

ENVIRON MEN TA L CH A N G E

Electrically challenged With 2050 Net Zero at the forefront of everyone’s minds, the demand for electrical infrastructure is being pushed to its limits, says Josh Croft

Increased demand is having many knock-on effects. For example, we have found that in some cases, waiting times for upgraded power supplies can stretch to a decade or more as National Grid works to keep up with requests for increased power and new, high-capacity connections from renewable energy suppliers.

When you consider the government’s plans to deliver 1.5 million homes over the next five years, these decaderemarkable, with more than long wait times, albeit on the 50% of the UK’s power coming extreme side, are not feasible. from renewables in Q2 of 2023, A major shift that has added reducing carbon emissions. to this increasing demand Demand for electrical occurred when the UK’s last infrastructure is also driven coal-fired power station – at by businesses Ratcliffe-on-Soar in striving to meet Nottinghamshire – social and corporate ceased operations, responsibilities by marking a key moment removing gas and in the transition from therefore reducing fossil fuels to cleaner CO2 emissions. forms of electricity.

JOSH CROFT Although the The growth of is director above is positive, renewable energy at Edmond the National Grid is generation has been Shipway

needs as it transitions from gas to electric. We’re submitting applications for the necessary power supplies now to ensure the company secures the required capacity, whether it’s needed in five or 10 years.

More businesses following suit has meant electricity demand is expected to at least double by 2050. The National Grid has voiced its concerns, saying more needs to be done, acknowledging that our energy infrastructure needs significant upgrades to deliver clean green energy from where it is produced to where it is needed.

Moving forward

under increasing pressure to keep up with these advances and urgently needs upgrading to cope with the future allelectric landscape.

Increasing the grid The move to an all-electric future will be complex and time-intensive, requiring substantial investment and long-term planning.

We’re assisting a wellknown leisure client with a nationwide presence to calculate its future energy

Although we are making progress, the question remains: Is it enough?

And can the electrical infrastructure handle the immense demand created by the roll-out of greener heating systems and widespread electric vehicle charging?

The move to an all-electric future is broadly supported by the M&E sector and organisations throughout the built environment. So much so that one of our large financial sector clients is aiming to replace all its gas infrastructure by 2025 – well ahead of the 2050 target – demonstrating that the business community is fully committed to this transition.

But it’s clear to see the grid is under increasing strain and requires urgent upgrades to meet the demands of a future that is to be all-electric.

FACI L I TAT EM AG A ZI N E .CO M

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KNOW HOW / EXPLAINER

group CEO, Service Works Global

Why the IMI matters

The FM sector stands to gain significantly from the IMI. With 72% of life cycle value occurring during the operational phase, FM professionals are uniquely positioned to drive its success.

Adopting the IMI will enable FMs to: ● Streamline operations; ● Enhance compliance; ● Support sustainability goals; and ● Future-proof facilities against technological and regulatory changes.

The initiative’s emphasis on data integration is particularly relevant as FMs face increasing pressure to address environmental challenges. By adopting life cycle perspectives, FM teams can ensure assets remain efficient, sustainable, and aligned with organisational goals.

I’ve been heavily involved in adopting a data-centric approach for

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building management in Sweden and it provides a blueprint for success that we can learn from in the UK. Sweden’s emphasis on understanding how buildings are used – rather than focusing solely on compliance – has led to enhanced energy efficiency and predictive maintenance practices.

Sweden’s success has been underpinned by clear standards and mandates, such as the requirement to use ISO 19650 in public procurements. This approach ensures that data is delivered in a usable, standardised format, minimising inefficiencies and maximising value. Pilot projects have demonstrated the practical benefits of DATA MA N AG EMEN T

IMI: An overview for FM The Information Management Initiative (IMI) integrates data across the life cycle of built and managed environments, driving improved decision-making, efficiency and sustainability among FM professionals, says Mats Broman

digital tools, building momentum for wider adoption. The UK can learn from this by prioritising clear information delivery requirements and encouraging collaboration between stakeholders.

How to engage with the IMI Engaging with the IMI begins with understanding its principles and assessing your organisation’s current capabilities. FM professionals can take the following steps: Onboarding: Define data goals, establish protocols, and align teams with the initiative’s objectives.

Plan and mobilise: Promote digital literacy, empower leadership, and transition to data-centric workflows.

Issue an organisation-level mandate: Tailor implementation plans to your team’s capabilities, with clear goals and training.

Use standards and methodologies: Leverage frameworks such as the UK BIM Framework to align practices with industry standards.

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4

A data-driven future The IMI marks a critical step forward for the FM sector. By adopting its principles, FM professionals can drive efficiency, sustainability and longterm value. With BIM as a foundational tool, the IMI offers a clear roadmap for transitioning to data-centric operations.

By learning from abroad, FM professionals in the UK can position themselves as leaders in the built environment’s digital transformation. The journey begins now.

IMAGE: ISTOCK

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ed by the Construction Leadership Council and supported by nima (formerly the UK Big Alliance), the Information Management Initiative (IMI) ‘aspires to become an industry-led and government-supported programme to progressively transform information management practices across the built and natural environment sector’.

It seeks to align FM with client priorities such as sustainability, safety, and value for money, emphasising standardised methodologies to guarantee consistency across the sector, setting a pathway toward a unified data management strategy by 2030.

Key goals of the IMI include: ● Supporting decision-making: Providing clear, actionable data to optimise asset performance and resource use; ● Promoting sustainability: Reducing waste and improving energy efficiency through informed choices; and ● Enhancing collaboration: Bridging gaps between stakeholders across the asset life cycle.

Building Information Modelling (BIM) will play a central role in enabling FMs to engage with the IMI. By connecting detailed information to building components, BIM ensures FM teams can access the insights they need to support MATS BROMAN, the IMI’s objectives.

FAC I L I TAT E M A RCH -A P RIL 2025

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EXPLAINER / KNOW HOW

E

very employer should take three actions to safeguard the wellbeing of their employees: 1 Create leadership on mental health at all levels, especially amongst managers; 2 Assess where you currently are and put plans in place to fill any gaps in provisions, policies, etc; and 3 Treat mental health in the same way you would physical health and safety.

But, as with most things, it is not that simple. Each organisation is unique, and changing workplace culture is neither simple nor quick.

Yet employers must build positive mental health in and through work by creating a supportive workplace culture that prioritises a continuous and comprehensive solution so that work is good for every worker.

H EA LT H & W EL L BEIN G

Help, healing and hope Leaders need to build a culture of prevention so that no one reaches crisis point and mental health awareness becomes everyone’s issue, says Sam Downie

Show that it works

IMAGE: ISTOCK

Optimising mental wellbeing 1 Manage: Gain management buy-in as an essential first step in ensuring mental wellbeing is integrated into the organisation. Through open, collaborative, and inclusive communication, management can achieve wider organisational buy-in and manage any resistance to change.

2 Assess: Assess the current situation (what support do you provide, do you have policies in place, do managers know their legal duty?), identify gaps, and determine necessary changes.

3 Define: Define where you want to be and when you want to get there.

4 Educate: Ensure everyone has the skills, knowledge, tools and confidence to build a safer workplace.

5 Support: Make sure you have the right provision in place and it’s available to all employees – think mental health first aiders, employee assistance programmes, and peer support networks.

6 Communicate: Provide relevant, timely, and accessible

average £5 return for every £1 spent on wellbeing support. (Deloitte UK).

Supporting workers’ mental wellbeing benefits the business – through increased productivity, reduced sickness and staff turnover – and it demonstrates you are a safe and supportive place to work.

Employers also have a moral duty to their staff. Good mental wellbeing has positive impacts on everyone’s confidence, purpose, achievement, positive relationships and inclusion.

communication materials to the workforce, demonstrating an open and supportive culture to address the stigma of mental health and encourage conversations.

7 Progress: Review the above stages at least every two years.

Why it’s important

SAM DOWNIE is managing director of Mates in Mind

As an employer, you have a legal duty of care to ensure the health (including mental health) and safety of your employees.

Analysis shows that employers who proactively invest in mental health support for their workforce can make significant gains, with an

We have helped multiple organisations to support their workforce. Here are examples of the outcomes they achieved: Organisation A ● Developed a strategic approach to employee wellbeing; ● Gained support from its board of directors; ● Transformed the mindset of the business and its approach to health and safety; ● Created an annual plan of activities to appeal to the wide range of demographics and personality types of people in the business; and ● Achieved a high outcome against the six primary stressors identified in the HSE’s Management Standards approach to tackling work-related stress.

Organisation B After putting a tailored plan into action, the company conducted a follow-up staff survey. Within seven months employees’ opinions on the support they receive from their employer have changed significantly: ● Seven months ago, 14% were dissatisfied or very dissatisfied; ● After the plan was implemented, only 1% were dissatisfied and 0% very dissatisfied.

Organisation C The interventions decreased absenteeism and increased productivity.

FACI L I TAT EM AG A ZI N E .CO M

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#IWFMAwards2025 @IWFM_Awards

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ENTER NOW The IWFM Impact Awards are back for 2025 This year marks the 25th edition of the Awards, a celebration of excellence and innovation in workplace and facilities management.

With 21 carefully selected categories, our Judges aim to showcase and reward outstanding achievements. This is your opportunity to gain recognition for the incredible work you do at the industry’s pinnacle event – so take your chance to achieve something great year!

Find out more and enter now visit: iwfmawards.org

Entry deadline: Thursday 10 April 2025 For further information on sponsoring the IWFM Impact Awards email sponsorship@iwfmimpactawards.co.uk or call +44 (0) 20 7880 6206

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Sponsored by:

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28/02/2025 14:58

EXPLAINER / KNOW HOW

IMAGE: ISTOCK

C

CC TV SU RVEI L L A N CE G UI D EL IN ES losed Circuit Television (CCTV) systems are a common sight all over the country, helping to protect staff and assets, deter criminal activity and provide evidence for securing convictions.

A recent Home Office report found CCTV effectively reduces crime, particularly property-related offences such CCTV protects property against as burglary, vehicle theft and crime, but installation must comply vandalism. However, many with the law, says Paul Goossens businesses and property owners unintentionally face in this security primer article legal challenges because they don’t fully understand data protection and signage responsibilities.

Although CCTV enhances safety, it also requires careful attention to privacy and compliance systems to delete data ● Operator with data protection automatically every month. information: laws, including the provide contact PAUL GOOSSENS UK General Data details, such as the Limit employees’ access is operations Protection Regulation company name and Just like IT systems, access manager (UK GDPR). a phone number, to CCTV footage should at SafeSite It is essential for so people can make be strictly controlled.

Security FM professionals to inquiries or exercise Unauthorised or unnecessary Solutions understand these their data rights. levels of access increase the regulations to avoid legal risks.

Inadequate or ambiguous risk of misuse, data breaches So, what are the considerations signage can expose and non-compliance. for signage, data handling organisations to fines and Implement tiered user and system security when reputational damage. FM accounts so employees can implementing CCTV? professionals need to make only access what they need sure that every entry point to for their jobs. People change the monitored area is equipped roles and move on, so regularly Tell people you’re with clear, visible signs that review access permissions. monitoring them meet these standards.

Incorporating data access Under the UK’s General reviews into the offboarding Data Protection Regulations process can be a useful step.

(GDPR), everyone must be Delete personal data informed when they’re being CCTV systems collect monitored, yet many CCTV significant amounts of Keep your firmware setups fail to include this vital personal data, but keeping it up to date information. To comply with longer than necessary can lead As CCTV systems become regulations, signage must to compliance risks. There’s more connected to broader be prominent and easy to no fixed legal retention period networks, they face increased understand. It should include: but industry standards suggest exposure to cybercrime. ● Notification of around 31 days.

Outdated firmware exacerbates surveillance: clearly state After that time, recordings vulnerabilities, so make sure should be deleted unless systems are updated regularly. that video monitoring is in there’s a specific reason to Use a secure VPN for operation; keep them, such as an ongoing remote access to avoid direct ● Purpose of monitoring: investigation. It’s a good idea internet exposure, which can specify the reason, such as for FM teams to configure leave systems vulnerable to security and public safety; and

Smile, you’re on camera

attacks by bad actors. If port forwarding is necessary, access to specific IP addresses should be restricted.

It’s important to remember that cybersecurity is not a one-time task, but an ongoing process – criminals don’t slack off so neither can you. FM staff should schedule regular audits to ensure systems remain secure and compliant.

Protect your equipment It’s crucial to maintain the physical security of recording equipment. This is vital on construction sites in particular as they are often temporary and less secure. To protect recording equipment, keep it in a locked room or in an appropriate lockbox.

CCTV is a valuable security asset but it comes with responsibilities. By adhering to UK GDPR requirements around signage, data retention, access control, physical security and cybersecurity, facilities management teams can strike the right balance between effective surveillance and privacy protection.

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KNOW HOW / EXPLAINER

Residential buildings

Advanced diagnostics and integration with building management systems are also commonplace, allowing for realtime performance monitoring. We can use analytics to predict 60-70% of lift problems before they happen, allowing teams on the ground to prevent them.

at the same time offer premium ride comfort performance. This happens when we design a system specifically for tall buildings, a system that is lighter and less sensitive to sway and vibration weight.

It can cut the energy use of a 500m lift ride by 15-20% – more for higher buildings – making it an attractive choice.

Maintenance in high-rise buildings is Very tall or complex buildings a pivotal area. These buildings cannot There has been a huge growth in the typically be traversed by stairwells if number of high-rise and ultra-higha lift is out of action, so proactive and rise buildings in the UK. We have an preventative maintenance must be a top increasingly city-dwelling population priority for facilities teams.

– something which is true of much of Regular safety assessments and the world – and with finite space on the inspections should form part of your day-toground – the only way to go is up. day activities, and a solid partnership with The technical specifications of very a reliable lift maintenance partner tall buildings differ from those is a must. with fewer floors. The lift system Lift maintenance is not a must provide far higher capacity, one-size-fits-all task; it requires resulting in higher speeds, which tailored strategies based on the building’s type, use patterns and SASCHA architectural complexities.

BROZEK head For tall or complex buildings, LIF T MA N AG EMEN T of KONE major advanced technology and projects in engineering expertise are Europe critical for reliability, safety, and performance. Proactive planning and regular assessments are key to minimising downtime and extending the lifespan of these indispensable systems.

These buildings are typically low to midrise, with elevator use patterns peaking at predictable times – mornings, evenings and weekends. Therefore, it makes sense to schedule maintenance during quieter times. Areas of consideration for FMs include: ● Monitoring usage; ● Assessing key safety features and emergency alarms; ● Aesthetic upkeep Proactive maintenance of lifts to provide a pleasant must be a high priority for FMs – experience for tenants; and particularly in buildings with high ● Regulatory compliance people flow between a large – including emergency number of floors, says recall systems and fire safety Sascha Brozek integration.

Going up?

IMAGE: KONE

V

ertical people transport – lifts and escalators – is vital for the functionality and efficiency of modern buildings, and even more so in urban environments where high-rise and ultra-high-rise buildings are common.

Maintenance requirements may vary significantly depending on the building type and its architectural complexity.

There are unique challenges in very tall or complicated buildings, where reliance on lifts is inevitable.

The lifetime of a well-maintained lift can expand over two years, after which the major components need to be modernised. By modernising ageing lifts, we can reduce lift-related energy consumption at typically two to 10% of a building’s energy use.

Commercial and mixed-use buildings Characterised by high footfall, these buildings usually include a mix of passengers, goods and freight lifts – all of which have a role to play in the effective management of the building.

When it comes to proactive maintenance, FMs must consider the increased frequency that comes with such high footfall and the impact that has on use and wear.

Advances in technology now often mean a smarter lift management approach – for example, only allowing those with certain keycards to access specific floors – so it’s vital to integrate technology that supports this.

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FAC I L I TAT E M A RCH -A P RIL 2025

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CRAMMER / KNOW HOW

1

SIMPLER RECYCLING

Key takeaways:

New laws will curtail the UK’s commercial and industrial waste problem by requiring businesses to improve waste segregation and grow recycling rates, says Hannah Dales, head of environment at Churchill Group

● Simpler Recycling rules, led by the Department for Environment, Food & Rural Affairs (Defra), introduces a unified approach to waste segregation; ● Businesses and non-household premises with 10 or more full-time equivalent employees must implement recycling practices for all recyclable waste streams by 31 March 2025; and ● Failure to comply with Read the the laws could result in full article enforcement actions by at b.link/ Defra. Businesses may initially Facilitate receive compliance notices B25-001 requiring corrective action.

2

3 PSTN SWITCH- OFF

UNDERSTANDING THE GOLDEN THREAD

The Public Switched Telephone Network (PSTN) switch-off on 31 January, 2027, won’t just affect phones, but other essential services too, such as CCTV, alarms, lifts, says Kristian Torode, director and co-founder of PSTN switch-off specialist Crystaline

The Know How learning continues at facilitatemagazine.com.

Here is a summary of the key takeaways from a selection of our onlineonly articles

The ‘golden thread’ – required by the Building Safety Act 2022 – fundamentally revolves around ensuring that the right information is available to the right people at the right time, says Marc Bradfield, director at Bureau Veritas

● The golden thread is a digital record that has been designed to help, not hinder the entire process from the outset of design, through construction and during occupation; ● It is relevant to design work, building work and maintenance

to ensure compliance with legal duties and make sure building safety is at the forefront at all times; and ● The golden thread ensures that safety information is not only available but also actionable, allowing for effective management of buildings throughout their life.

Read the full article at b.link/ Facilitate B25-002

IMAGES: ISTOCK

Key takeaways:

Key takeaways: ● The PSTN is the underground web of copper wires that have traditionally powered landline telephones and carried broadband to residences and businesses across the UK; ● Approximately nine out of 10 businesses have essential services that rely on the PSTN, including CCTV, alarm systems, lift emergency lines; and ● FMs should take action to safeguard essential services by developing clear timelines, auditing and upgrading all systems, and engaging service providers.

Read the full article at b.link/FacilitateB25-003

FACI L I TAT EM AG A ZI N E .CO M

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Elevate your expertise with IWFM Academy Unlock new opportunities in 2025 with our latest training course dates - designed to empower workplace and facilities professionals to upskill, stay ahead, and lead your career with confidence.

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1

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2–4A April

3 – 4 April | 2 – 3 June

12 May

Effe Effective facilities man management professional

Contract management: commercial models, KPIs and SLAs

Building Safety Act: what FMs need to know and do

Maximise performance and drive value from existing contracts.

This course provides the crucial information all FMs will need to know, whether supervisors, managers, or FMs 'on the ground', about the Building Safety Act 2022

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New tto workplace and facilities management? Looking for a career mana change? This course will introduce you chang to the key skills required to kick start career. your c Upon completion of this course, you will un understand everything you need to kno know about workplace and facilities mana management as a new career path.

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23 June

Nat National General Cert Certificate in Occupational Hea Health and Safety

Environmental sustainability skills for facilities managers

Managing supplier relationships

The N NEBOSH National General Certifi Certificate is recognised as the bench benchmark qualification in health and safety safety, it is ideal for WFMs to develop core k knowledge and delve deeper into specific elements that can impact the sp workp workplace and facilities management.

Workplace and facilities management professionals have a direct impact on the environmental sustainability performance of an organisation. This course will help you understand your role and the impact you can make.

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Man Managing security and prot protecting your assets Deve Develop your understanding of security mana management with this course. It will provide you with insight as to what provid happens when your business’ security happe is bre breached and tell you how you can mitiga mitigate risk.

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The perfect place to find facilities management vacancies. www.iwfmjobs.com is the official job board for The Institute of Workplace and Facilities Management.

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FacilitateRECR FMW.MarApr25.058.indd ONLINE FILLER.indd 2 1

22/04/2020 28/02/2025 12:42 14:59

OUT SOURCED SERV ICE MARKE T NE WS AND ANALYSIS

S U P P LY S I D E 60

62

61, 63

Pursuit of operational resilience fuels surge in merger and acquisition activity

Serco’s Max Rumley explains how the firm involves prisoners in HMP Fosse Way’s FM team

Serco and ISS Group report solid performance figures for 2024 and confidence for 2025

Find out more Visit facilitatemagazine.com for daily outsourcing news

RE PAIR AND MAINTENANCE

CORP OR AT E REA L E STAT E

Forecast predicts maintenance costs ‘will increase’

INDUSTRIAL SECTOR SHOWING STRENGTH

by Herpreet Kaur Grewal

M

aintenance costs are set to rise 15% by the third quarter of 2029, according to the latest forecast data from the Building Cost Information Service (BCIS). Cleaning prices, driven mainly by ongoing inceases to labour costs, are expected to rise 25% over the forecast period while energy prices are predictd to fall 15%.

BCIS chief data officer Karl Horton said that the UK’s economy is restrained due to fragile business confidence after the Autumn Budget.

“Additionlally, high borrowing costs, a lack of skilled labour, rising labour costs, and a high level of insolvency continue to threaten FM, building services and occupant support services.

“Increases in the National Living Wage and employer National

A lack of skilled labour, rising labour costs, and a high level of insolvency continue to threaten FM

Insurance contributions will push up labour costs, which will have a significant effect on cleaning costs in particular.”

BCIS is expecting annual increases in all repair and maintenance sub-sectors apart from public nonhousing in 2024 and to show 3.6% overall growth for the year. BCIS is projecting that R&M output will rise 9.2% in the five years to Q3 2029.

Horton added: “Repair and maintenance output is expected to remain positive, with a slump in the annual growth rate in the near-term, but steady growth expected for the rest of the forecast period.”

The BCIS forecast comes as research report entitled ‘Facility Management Market, United Kingdom, 2024-2030’ talks of an outsourced FM service market that has “returned to robust revenue growth following the shockwave from the Covid-19 pandemic in 2021”. Researchers suggest the UK FM is on track to record a compound annual growth rate of 3% over the period 2024 to 2030.

However, inflation remains a threat, continuing to drive revenue expansion, forcing up costs and pressuring service providers’ margins. Tight margins and skill requirements mean partnerships, collaborations, and M&As (see p.60) will become commonplace.

The corporate real estate landscape is set to be dominated by “macro trends of post-hybrid portfolio transformation, AIenabled workplaces, and sustainability”, according to an assessment by JLL. The management consultancy says that real estate completions will fall by up to 73% in 2025 compared with their recent peak, and that future pipeline supply will fall in the US and Europe. Much of Asia will remain relatively robust.

PROPERTY TRENDS

57+%

28%

Jump in investment demand for CRE in the industrtial sector, versus the same period a year ago, part of “a surge in demand to invest in commercial property”

Increase in demand to invest in commercial property of all types at the end of 2024 – the biggest year-onyear shift since Q2 2021

11% Q4 Year on year increase in demand to lease office space – the biggest year-onyear jump since 2022

31% Q4 Year on year increase in demand for leasing in the industrial sector, constituting a record level of demand

SOURCE: RIGHTMOVE’S QUARTERLY COMMERCIAL INSIGHTS TRACKER

FACI L I TAT EM AG A ZI N E .CO M

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SUPPLY SIDE / BUSINESS NEWS

M E RG E RS & ACQ UISITIONS

Pursuit of operational resilience fuels M&A surge Recent months have seen a surge in merger and acquisition activity in the UK facilities management sector, driven by a broader shift towards consolidation, technical integration, and sustainability. Here, Pareto FM’s Andrew Hulbert gives his unique insider’s perspective on what’s going on Evolving market dynamics

A

lthough acquisition negotiations are often confidential – with only the final outcomes making headlines — I’m here to shed light on the underlying market dynamics. Some of the key transactions from the past six months are highlighted, as are strategic insights for FM supplier businesses looking to position themselves for future growth.

The FM market is rapidly transforming as companies seek to enhance their service portfolios through targeted acquisitions. The focus is increasingly on bolting on technical capabilities such as engineering, compliance, hard services, decarbonisation, and sustainability, all with the aim of meeting evolving client demands and regulatory requirements.

Economic uncertainties, supply chain challenges and inflationary pressures have accelerated this trend, Many FM providers have been seeking acquisitions that allow them to mitigate risk and create operational synergies.

Over the past decade, M&A activity has steadily increased. Early consolidation efforts were primarily focused on achieving scale and geographic coverage; however, recent years have seen a marked shift towards acquiring specialised technical capabilities.

This evolution reflects the growing

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complexity of client needs and the need for comprehensive, sustainable service offerings. The move from simple scale to strategic, niche capability acquisitions underscores the sector’s maturity and its drive towards innovation and resilience.

engineering, compliance, hard services, decarbonisation, and sustainability.

These transactions demonstrate a clear industry consensus: success in the FM sector increasingly depends on combining scale with a focused technical edge.

Recent high-profile deals Recent high-profile deals illustrate the trend toward strategic consolidation. In December 2024 alone, three major deals occurred.

OCS completed the acquisition of FES, a move that expanded its technical service capabilities and deepened its sustainable FM offerings.

BGIS secured the acquisition of Briggs and Forrester, reinforcing its technical expertise and broadening its service delivery in key market segments.

Pareto Facilities Management executed a bolt-on acquisition with SOWGA, integrating specialised services in

Strategic imperatives and insider tips For FM business owners considering their next strategic move – whether that involves a sale, partnership, or organic growth – the current market environment offers several key takeaways:

1

Emphasise technical differentiation In today’s competitive landscape, possessing distinct technical capabilities is a vital asset. Buyers and investors are placing a premium on companies that not only have a robust customer base but also advanced technical competencies. Demonstrating

The focus is increasingly on bolting on technical capabilities... with the aim of meeting demands and regulatory requirements

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sustainable infrastructure not only add value but also future-proof operations against evolving market demands.

4

Explore strategic partnerships For many firms, a full sale may not be the optimal route to growth. Strategic partnerships or minority investments can provide access to complementary skills, capital, and technology, while retaining operational control. Such collaborations can accelerate the integration of specialised services and create broader market opportunities without the complexities of a complete acquisition.

Looking ahead

strengths in areas such as engineering, compliance, or sustainability can markedly enhance market appeal.

Investing in and showcasing these capabilities should be a priority for any business aiming to stand out.

2

Streamline due diligence processes As M&A activity increases, the rigour of due diligence has grown significantly.

It is crucial for businesses to prepare comprehensive documentation of financials, operational metrics, and technical competencies. A transparent and efficient due diligence process builds confidence among potential partners and expedites negotiations, which is particularly critical when the integration of specialised services is a key driver of success.

IAMGE: ISTCOK

3

Invest in sustainability initiatives The drive toward decarbonisation and sustainable operations is not just a regulatory imperative – it is a strategic business advantage. FM providers that proactively integrate sustainable practices into their service models are more likely to attract forward-thinking buyers.

Investments in green technologies and

The wave of consolidation in the FM market signals that strategic acquisitions are set to remain a central feature of industry evolution. As market conditions continue to fluctuate owing to external pressures such as economic uncertainty and supply chain disruptions, M&A offers a robust strategy for achieving both scale and specialised technical integration.

The recent transactions by OCS, BGIS, and Pareto underscore that the market values a forward-thinking approach – one that combines comprehensive service delivery with niche technical expertise.

For stakeholders and business owners within the FM sector, this period of heightened activity represents an opportune moment to reassess and strengthen strategic positioning. By focusing on technical differentiation and sustainability, and by ensuring that due diligence processes are robust and transparent, companies can enhance their attractiveness in an increasingly competitive market.

In summary

RES ULT S

ISS REPORTS ROBUST 2024 FIGURES ISS Group has reported financial growth in its results for 2024 with organic growth at 6.3% (compared to 9.7% in 2023) and 6.6% in H2 2024 (H2 2023: 8.1%), primarily due to price increases implemented across the group, positive volume growth, and higher-than-expected above-base work revenue in the US. The group’s operating margin rose to 5.0% compared to 4.3% in 2023, and 6.0% in the second half of the year (compared to 4.9% in the same period of 2023).

The firm sees this progress as a result of broad-based operational improvements across the group.

Last year, it reviewed its OneISS strategy and its commercial focus on segmentation and execution to accelerate future growth.

Successes during the year included a seven-year contract with the UK Department of Work and Pensions with an expected annual revenue of about £135 million. ISS extended several key account contracts including the longstanding global IFS partnership with Barclays and Nordea. The group finalised five acquisitions in 2024, most significantly gammaRenax in Switzerland and Grupo BN in Spain. Its divestment of ISS France was completed in April marking the final step in our strategic divestment programme.

For 2025, the group expects organic growth of around 4-6% with an operating margin above 5%.

Kasper Fangel (pictured), group CEO of ISS, said: “2024 was an exciting year for ISS. We delivered on our financial targets, and our financial position is robust.”

The UK FM sector is undergoing a transformative phase marked by M&A activity and strategic consolidation; a trend to achieve operational resilience through targeted acquisitions and strategic partnerships.

Looking to the future, a commitment to technical excellence and sustainable practices will continue to define the leaders in the FM market. For those considering strategic moves, aligning with these imperatives will be key to achieving long-term success.

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Q &A

Working to improve the prospects of ex-offenders The government has announced employment councils as part of a ‘major drive’ to help employers return more offenders to work. Here, Serco’s Max Rumley, with over a decade’s experience working at prisons in London, South Yorkshire and the Midlands, explains his company’s existing approach.

working routine for those who are used to being busy! But there’s another key element to this too – and that’s the way we focus on skills we know are sorely needed. It’s no secret that the FM sector has a skills shortage. Last year, a RICS Facilities Management Survey found that three-quarters of participants reported difficulties in sourcing workers for building operation and maintenance roles.

By equipping prisoners with skills in these areas, we not only ensure they are more likely to find work quickly when they leave prison, but we also help plug the skills gap.

And of course, the sooner they find work, the less likely they are to re-offend.

CHOOSING THE TEAM

T

he Category C resettlement prison at HMP Fosse Way is managed by Serco, for which Max Rumley, head of reducing reoffending, runs employment and training programmes to help inmates train for FM roles. He describes Fosse Way as one of the largest prisoner-staffed FM operations in the UK, with 35 members of the FM team serving custodial sentences.

So - how does it work?

ASSESSING SKILLS GAPS We run dedicated employment programmes, including Release On Temporary License (ROTL) schemes, which aim to provide prisoners with the education, skills and knowledge necessary to increase employment opportunities during and upon release.

Many individuals arrive with existing talents and some with untapped potential, so we knew we needed to harness these skills and use them.

Upon arrival, prisoners meet with our Information and Advice Guidance (IAG) team, who conduct interviews and background assessments. We then support prisoners to attend workshops and take on roles best suited for them. One of our focus areas is a facilities management operation staffed by prisoners.

We use labour market data to identify significant skills gaps – both UKwide and in the local area – to target demand within specific industries.

There is a broad range of workshops available so that prisoners who lack experience can find something that is both suitable and interesting to them.

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WORKING WITH EMPLOYMENT COUNCILS Serco hopes to work directly with the employment councils from an employer perspective soon. In the meantime, we are already supporting prisoners and the councils’ overall aim of improving employment prospects for ex-offenders.

Key to this is identifying work that captures prisoners’ interest and allows them to develop new skills, or build on existing ones while they are still in custody. The range of workshops we offer at HMP Fosse Way – from woodwork to construction, painting and decorating to waste management – means that there is something for everyone, regardless of what stage they are at.

With one of the largest prisoner-staffed FM operations in the UK, we support prisoners in being able to use and retain their existing or newly acquired skills, as well as ensuring a structured

After assessing their IAG interviews, background checks and track records of behaviour within the prison, prisoners are grouped into bands of ‘trust’, ranked from A to C. This determines suitable roles for prisoners within the employment schemes we run in the prison.

Some roles are unsupervised and require permission to use tools, and therefore require a high trust rank. This often inspires prisoners to work their way up the bands and prove their reliability and trustworthiness.

The FM team itself is one that a lot of prisoners aspire to be part of, as one of the most trusted and independent teams in the prison. In terms of skills development, we have a dedicated Industries building consisting of 24 light and heavy workshops, and eight classrooms with a variety of activities. This means we can both foster new skills and develop existing ones to ultimately help prisoners either join our prison FM operation or explore a range of other employment opportunities upon release.

MOVING OUT AND INTO FM Our partnership with the National Association of Air Duct Specialists (NAADUK) – one of our key employer relationships – has seen 250 prisoners qualified and trained in this particular area of FM, after labour market data identified over 1,500 vacancies across the UK. We hope to see this foundation of work result in successful employment upon release. Since January 2024, 14 prisoners have also progressed in construction roles,

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The FM team itself is one that a lot of prisoners aspire to be part of, as one of the most trusted and independent teams in the prison using the skills they have picked up at HMP Fosse Way. Most recently, specialist construction company PCE even employed their first ex-offender who was working in their workshop while in custody.

IAMGE: ALAMY

THE BENEFITS ACCRUING As our soft FM team has grown and developed, the number of jobs completed by prisoners has significantly increased. This, of course, frees up our employed FM staff to focus on more intensive jobs (as well as training and career development) and, in turn, reduces the requirement to have external contractors carrying out these jobs.

Ultimately, this creates a more sustainable and self-sufficient workforce, benefitting both the prison and those in custody. When first establishing this scheme, the prisoner workforce focused on low-level work such as putting up noticeboards and building flat-pack furniture. The variety of work has since developed significantly, with the team now carrying out plumbing, installing beds, painting and decorating.

This has been a great outcome for both the management of the prison and in furthering the prisoners’ skills and experience, better preparing them for work on the outside.

HMP Fosse Way is also a fully certified ‘Zero to Landfill’ prison, meaning that none of the waste we produce and process ends up in landfill. Prisoners are integral to this, with a team of 25 to 30 prisoners working in our waste management workshops helping us drive sustainability targets in every sense of the word. They help us ensure that where possible, clothing and equipment are repurposed and reused; we also turn food waste into compost on-site and then use it within the grounds or donate it to local allotment groups or residents.

HMP Fosse Way’s FM team includes 35 people on custodial sentences

RES ULT S

SERCO: STRONG 2024 AND ‘GOOD MOMENTUM’ Serco Group plc’s full-year results for 2024 show a ‘strong performance’ in 2024, with £4.8 billion in revenue, an underlying operating profit of £274 million, up 10% in the full year. The firm’s order intake rose 7% to £4.9 billion, with a book-to-bill ratio of 102% and a total order book worth £13.3 billion, including its recent contract for the Armed Forces Recruitment Service Programme.

Serco expects 2025 to yield the highest level of potential new work in its pipeline in more than a decade, at £11.2 billion. Operating profit margins increased by 60 basis points to 5.7%, reflecting efficiency gains across all regions.

However, operating profit fell to £130 million owing to an exceptional £115 million non-cash goodwill impairment charge in Asia Pacific.

The group said a ‘dynamic global backdrop’ is driving demand – as mounting fiscal challenges and geopolitical complexity would enable it to leverage its capabilities and value proposition to deliver critical services for government clients “‘better, faster, and more efficiently”’.

The company says that its recent acquisition of MT&S (Mission Training and Satellite Ground Network Communications) from US Defence business Northrop Grumman could generate £2.367 million in revenue and £26.9 million in operating profit in 2025.

Mark Irwin (pictured), the group’s outgoing chief executive, said: “Our focus in 2025 remains on reinforcing our market positioning by concentrating on growth, operational excellence and competitiveness.”

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INSTALL MAINTAIN REPAIR PUMPS Did you know we’re sewage pump experts, too? Many people don’t!

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A P P OI N T MEN T S

SUPPLY SIDE DIGEST The latest outsourced business activity across the sector CO NTR AC TS

Serco: Delivery of the next-generation recruiting programme for the Royal Navy, the British Army, the Royal Air Force and Strategic Command. The contract is seven years (£1 billion), plus three one-year extension options (£1.5 billion).

Serco A five-year, £25 million deal to continue supporting Satellite Control Network Tracking Station Operations, Remote Site and Missions Partner Support (STORMS) at the US Space Force at the Telemetry and Command Station (TCS) in Oakhanger, Hampshire.

Mitie: Managing planned and reactive engineering maintenance at 12 buildings across three DVLA sites in Swansea. An £8.7 million contract running for five years.

Artic Building Services: A new hard FM contract with Finalto Financial Services at its London offices. Works will cover a range of preventative planned maintenance requirements.

Grazing: The food services company will provide all catering services including staff dining, events, hospitality and pantry provision for three years at Virgin Group’s new headquarters in Soho, London.

Equans: Under a five-year extension to its partnership with Portsmouth Hospitals University Trust, it will deliver soft FM services at Queen Alexandra Hospital until 2029,l introducing cleaning robots, electronic meal-ordering, service delivery enhancements in the hospital wards, and other cost-saving measures.

Polyteck: Provision of mechanical and electrical services for three years across real estate adviser Gerald Eve’s commercial property portfolio in London’s Mayfair and the Home Counties. It will mobilise three static sites and six more mobile sites to ensure rapid service delivery across the portfolio.

Veolia: Starting in April, it will deliver collections and winter maintenance services in the London Borough of Merton for eight years.

Driving recycling will be a priority, and delivery of more sustainable services to support the council’s ambition to become carbon-neutral by 2030. Recycling capacity will be increased by introducing single-chamber refuse collection vehicles, improving operational efficiency by enabling collections to be completed with just one tip.

M E RG E RS & ACQUISITIONS

VINCI >>> FM CONWAY FM Conway joins VINCI Construction’s network to support its growth with a focus on innovation and sustainability. FM Conway has a turnover of £580 million.

CONTOLLO GROUP >>> ESP Building consultancy Contollo Group has

acquired Engineering Services Partnership (ESP) in its fourth acquisition.

Founded in 2023. It offers expertise in banking, critical facilities, data centres, retail, industrial & logistics, and commercial.

VPS >>> DAVIS SITE SECURITY Temporary security specialist VPS Group has acquired Davis Site

Anthony Kirby Group chief executive Serco

Rebecca Jeffs Chief people officer ISS UK & Ireland

Charlotte Macdonald Social impact manager Churchill Group

Joakim Weidemanis Chief executive officer Johnson Controls

Jack Prady Managing director of facilities management Wates Group

Sarah Miller Managing director Green & Fortune

F R A MEWORKS

FUSION21 INVITES BIDS FOR NATIONAL CONSTRUCTION CONSULTANCY SERVICES FRAMEWORK Submissions deadline: 12pm, 14 March 2025 Lot 1: Multidisciplinary consultancy services, PM and lead consultant Lot 2: Stock monitoring and appraisal Lot 3: Information management (BIM)

Security, which protects blue-chip clients’ construction sites with video technology and manned guarding.

RECONOMY >>> COMPLETE SOLUTIONS & SOURCING AND WASTE FOCUS Reconomy has acquired two US waste and recycling services firms to accelerate the growth of its US waste management platform.

Lot 4: Architecture Lot 5: Fit-out consultancy Lot 6: Heritage and conservation Lot 7: Structural and civil engineering Lot 8: Building engineering services Lot 9: FM consultancy Lot 10: CDM principal

COMPA N Y RES ULT S

Compass Group: The global food services business reported an organic revenue growth of 9.2% in the previous quarter, with all divisions contributing to this rise.

The group recorded a 9.7% organic revenue growth in North America, 8.4% in Europe, and 7.9% in the rest of the world, according to its trading statement released in February.

designer Lot 11: Carbon reduction and sustainability Lot 12: Valuations Lot 13: Clerk of works inspections regime Lot 14: Retrofit Lot 15: BSA principal designer duties and building control

Mitie: The outsourcer reported ‘record’ revenues during Q3. Its trading update for the three months ending 31 December showed revenues were up 15% yearon-year at £1.31 million (Q3 FY24: £1,146 million) due to strong operational delivery and execution of strategic initiatives, with total contract value of wins, renewals and extensions in the year to date up 37% to £4.8 billion.

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BACK PAGE / NOTED AND QUOTED

EPHFMER A “Over the last four years, most organisations I visit have redesigned their workplaces. Frequently, however, there has been one thing missing: female inclusion.”

K AT E U S H E R , AU T H O R , T R A I N E R A N D CO N S U LTA N T, S AYS O RGA N I S AT I O N S N E E D TO D O MORE TO S UP P ORT WOMEN – A N D T H AT I N CL UD ES T H OS E W IT H MEN O PAU S E

“TWO THINK TANKS HAVE FOUND THAT SINCE ICELAND MOVED TO A 32-HOUR WORK WEEK (WITH NO REDUCTION IN PAY) IT IS OUTPERFORMING MOST OF EUROPE. IN 2023 THEIR ECONOMY GREW BY 4.1%.

OURS (THE UK) GREW BY 0.1%.”

JO E LI BRE A RLE Y, WRITER AND KEYNOTE SPEAKER , S AYS T H E STAT I ST I C S O N I C E L A N D ’ S FO U R- DAY WO RK ING WE E K SPEAK FOR THEMSELVES

“Your employees’ and co-workers’ nutrition, exercise, and sleep habits are none of your concern.

Please don’t do a healthrelated challenge in 2025.

No steps competitions.

No eating healthy seminars. No weightloss challenge (truly the worst of them all).”

HR CONSU LTANT SAR AH BROCK S AYS E M P LOY E R S S H O U L D R ATHER FOCUS ON MEDICAL PLANS, PAID SICK LEAVE, ON-SITE FLU VACCINES, AND COMPETITIVE PAY – IN SHORT, GIVING PEOPLE WHAT THEY REALLY NEED

“So proud to see my suggestion to help tackle chewing gum come to life. Thanks to the Energy & Environment Team and ISS for installing them. It’s great to work at Northern, a TOC that empowers you and listens to your ideas!”

NATASHA KELLY, SENIOR PROPERTY BUSINESS PARTNER AT NORTHERN RAIL, CELEBRATES A BBC ARTICLE ABOUT HER INITIATIVE TO RECYCLE CHEWING GUM INTO COFFEE CUPS AND TRAINER SOLES

I N T EN T I O N S A R E P OW ER F U L B E C AU S E T H EY G I V E D I R E C T I O N TO OUR AC T I O N S , G U I D I N G H OW W E S H OW U P A N D T H E MIN DS E T W E A D O PT A S W E WO R K TOWA R D OUR G OA L S .”

L EA D ERS HI P COAC H A N D EMP LOY EE E N GAG E M E N T CON S ULTA N T, G E O RG I A E M M S , S AYS A L I G N I N G G OA L S W I T H I N T E N T I O N S L EA DS TO B E T T E R OU TCO M E S

“HIRING MANAGERS, STOP RECRUITING! FOCUS ON TRYING TO RETAIN STAFF INSTEAD. IF YOU GET RECRUITMENT RIGHT THE FIRST TIME ROUND, YOU WON’T NEED TO KEEP HIRING FOR THAT ROLE.”

“It’s pretty difficult to operate an effective hybrid working regime unless there’s a lot of trust baked into corporate culture.”

AND RE W M AWSO N O F ADVA NCE D WO RK PLAC E ASSO C IATE S HIG H LIG H TS WH Y BIG , TR A DITIO NA L O RGA N I S AT I O N S ARE CA LLING FO R A RE TURN TO THE WO RK PLAC E

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“Well, well, well, looks like another panic at the desk of J.P. Morgan is mandating a mandatory 5-day RTO. WPP will enforce a mandatory 4-day RTO in April. And PwC has been tracking employee locations since the 1st of January to keep an eye on the whereabouts of its UK employees. Nice.

Nothing says ‘trust’ like stalking your staff.”

GIVERNY HARMAN, MARKETING CONSULTANT IN WORKPLACE AND CULTURE, POINTS TO A SIGNIFICANT TREND

“I strongly believe that environmentally positive vegetablebased products and probiotic cleaners will replace 90% of traditional commercial cleaning products within five years as more companies embrace the concept of the circular economy.”

COMMERCI A L C L E A N I N G E X P E RT N I K S H O R E S AYS CH A N G E IS I M M I N E N T I N T H E CL EA N I N G I N D U ST RY

IMAGES: ISTOCK

F M RECRUIT ER CL AUD IO ROJA S OF F ERS IMP ORTA N T H I RI N G A DV ICE

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