AN EVOLVING VOCABULARY
How the language we use to describe WFM keeps changing
STRATEGIC OPPORTUNITY
Plans for local authorities could affect facilities service provision
CONSOLIDATION STATIONS
Pursuit of operational resilience sees a surge in M&A activity
Artificial intelligence is driving the UK to join the global rush for a new generation of data centres
06 AI’s FM trajectory Assessing the government’s AI Opportunities Action Plan
09 Grenfell Phase 2 Government accepts all of the recommendations in the report
12 Older workers suffering Persistent ageist myths inhibit access to work
16 All in Our ‘all things inclusivity’ page, inspired by activity in the sector
18 Shaping FM’s future IWFM’s policy work contributes to positive change in the sector
20-24 Scale models
Strategic local authorities in England could transform FM provision in the public sector
26-31 FM’s future vocabulary
47 Electrically challenged Demand for electrical infrastructure is being pushed to its limits
48 FM overview of IMI What the Information Management Initiative (IMI) means for facilities managers
51 Help, healing and hope Leaders need to build a culture of prevention of harm
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.
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
53 Smile, you’re on camera 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
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 18
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.
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Four-day week debate’s missing point
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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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.
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SBFM wins Future Leader FM award
SBFM’s account director Abigail Richards has been awarded the Future Leader FM Award 2025 by The Worshipful Company of Pattenmakers.
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FACILITATE
Novus’ John Seddon retires After 73 years with the business, John Seddon is retiring from the JSSH Group – parent company of national specialist maintenance contractor Novus Property Solutions.
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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. b.link/FacilitateB25-015
Energy support needed
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
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. b.link/FacilitateB25-017
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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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
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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
Here’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 tape
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. Anyone else feeling hungry?
by Herpreet Kaur Grewal
The 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.
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.
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.”
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 fail to understand if workers are properly carrying out their roles.
“Unite has also raised strong concerns that AI trained on data reflecting societal biases can easily learn to discriminate against women, Black, disabled and LGBTQ+ workers.”
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.”
by Facilitate Team
Did 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.
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.
BUILDING SAFETY
by Facilitate Team
Deputy 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.
● 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;
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.
● 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.
February’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
by Herpreet Kaur Grewal
Giving businesses more control over the apprenticeship requirements is critical
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
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
ASSESSING THE PLAN
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
£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
access to traditional university education due to financial, social, or other barriers.”
Call to save FM Level 2 apprenticeship
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.
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.”
There 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
ATTITUDES
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.
by Herpreet Kaur Grewal
SURVEY FINDINGS
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%).
Men (26%) are also more likely to agree it is a waste of resources to provide training for staff over 50 than women (18%).
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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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. 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.
117,600
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 COMMENCING 6 JAN 73%
FALL IN COMPLETIONS BEFORE SECTOR REBOUND
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.
WEEK COMMENCING 13 JAN 65% PERCENTAGE OF WORKERS FEARING OVERWORK
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.
WEEK COMMENCING 20 JAN £470 billion ANNUAL POTENTIAL IMPACT OF AI ON UK PRODUCTIVITY
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.
£86 million
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
WEEK COMMENCING 27 JAN 75% OF WORKERS WOULD REJECT NON-HYBRID WORK
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.
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
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.
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.
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
649,000
NUMBER OF LONE WORKER ATTACKS IN 2022/2023 - 132% RISE IN THE LAST THREE YEARS
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.
WEEK COMMENCING 10 FEB 10,000 GOVERNMENT TARGET FOR APPRENTICESHIPS
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
WEEK COMMENCING 17 FEB 15,000 UK WORKPLACES URGED TO PREP FOR WASTE LAW
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.
WEEK COMMENCING 24 FEB 1.13 million
ZERO-HOURS CONTRACTS ENDURE DESPITE REFORMS
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
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
IN QUOTES
“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
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.
“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
“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
MOVING FORWARD
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 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.
OWork 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
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.
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
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.
Procurement focus
The 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
3. IWFM met with CCS to explore how progress can be made on social value
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 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 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
a comprehensive overhaul, with publication imminent. This year is pivotal for building safety, marked by the implementation and consolidation of the new regulatory regime.
IWFM output you should be aware of
WRESOURCES
● 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
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.
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.
Skills 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
Our 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.
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
Plans 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.
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.”
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
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.
“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.”
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.
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.”
“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 expens ive, and it’s very difficult to say whether or not a replacement provider would be any better.”
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
“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”
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.”
PROPOSED BENEFITS
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
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.
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 pers pective,” 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.”
Since the term ‘facilities management’ was fi rst 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
ILLUSTRATIONS: ELLY AZIZIAN
Stephen 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.
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
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.”
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
The WFM profession now favours language that is focused on the customer or end-user marking a shift from what was historically more technician-based.
rofession now favours sed on the
working from home and enticing people back to the office.”
“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
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.”
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
perspective, it should be stage zero not seven.
Four decades ago, Catch 22 director 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.”
“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.”
en reflects trends that emerge elsewhere, Sunil Shah, managing director of Acclaro Advisory explains, pointing to the significant actions taken by many against single-use plastics after David Attenborough’s harrowing Blue Planet episode.
naging director lains,
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.”
“It with star an be
“It led to a massive response with regulations on plastic starting to come out, people and corporations shifting 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
“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.”
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
“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.”
FM, and that’s why you create standards.”
That’s how the term ‘demand organisation’ came into being.
ge d where its enti
Where language needs less elasticity – indeed, where its 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
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.”
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
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.”
With three decades at the helm of Larch Consulting, the fi rm’s managing director Lucy Jeynes has seen her fair share of change in how the sector speaks about itself
“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’”
The 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.
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.
When 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
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
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.
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.
“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
FUTURE CAPACITY
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-
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.
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.
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”.
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
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
“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”
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.
“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.
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.
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.
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.
No one does more to support Britain’s buildings
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Perspectives: Ruth Chisnall, Liz Kentish, Michelle Connolly and Edward Finch
Let’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?
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
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Chair Ian Baker talks about the focus points and successes of the IWFM Workspace SIG
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.”
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Demonstrate building safety compliance with this new IWFM Academy course
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Charlotte Metcalf and Martin French offer insights into their WFM roles
But who is going to lead? 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
It turns out that there is a large cohort of young workers who don’t want to become managers, favouring expertise over leadership
leaders and specialists,” Bisset said. “They’re more interested in building their personal brand, developing niche expertise, and contributing to meaningful projects.”
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.”
Organisations 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.
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?
The 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
In 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.
The 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.
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.
Offices still have an important role in the future of work
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.
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.
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.
In what two ways is the work being done by the Workspace SIG changing the professional field?
We actively participate in expanding conversations to highlight the wider impact of the workplace. Discussions about office occupancy and embracing hybrid work have been central themes. More recently, we’ve pondered whether we should encourage people back to the office and, if so, how to do it effectively. We always strive to be balanced and challenge binary points of view.
Being part of the IWFM, the Workspace SIG has been able to contribute to policymaking that shapes the future of the workplace, which is especially important in terms of delivery and operational aspects.
How has the field of practice that the SIG focuses on evolved in the past five years?
Five years ago, our discussions often revolved around defining
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 such as HR, CRE and IT and, as these conversations expand, we now discuss why we do these things and explore the reasons behind our working practices in greater depth and with wider understanding.
The questions have evolved to:
● Why work happens where it does
● Why we work how we do
● Why we work at the times we do
IAN BAKER is chair of IWFM Workspace SIG and an independent workplace consultant
Focusing on ‘why we do’ rather than ‘what we do’ allows us to identify value and significance. As individuals or groups, understanding our ‘why’ becomes a key differentiator and underscores the principle that ‘one size does not fit all.’ Ultimately, the journey and evolution of the Workspace SIG demonstrates that understanding the why behind our working practices paves the way for more meaningful and impactful workplace conversations.
IWFM
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
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.
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.
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 (par t 3 of the act); and
● Management of residential buildings (par t 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.
KEY DATES
Check out the latest industry events happening across the UK
18-20 MARCH – LONDON
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 MARCH – LONDON
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 APRIL –
BIRMINGHAM
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
8-10 APRIL –BIRMINGHAM
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
30 APRIL - 1 MAY –LONDON
The Office Event
Meet workplace experts spanning design, FM, corporate real estate, workplace strategy and culture, HR and wellbeing.
b.link/FacilitateF24-009
20-22 MAY – LONDON
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
22 MAY – LONDON
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
30 SEPTEMBER1 OCTOBER – LONDON
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 OCTOBER –MANCHESTER
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 OCTOBER – LONDON
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
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.
What attracted you to FM, and how did you get into the industry? I started 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.
How long have you been in your current role? Five years now.
Do you see yourself predominantly as a task or a people manager?
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.
Would you describe your role as predominantly operational or strategic? On the operational side, I work on projects, handle issues as they arise, and make sure everything runs smoothly. I’m also involved in strategic planning at various points during the year, looking for ways to improve our policies around events, office attendance, what the future of the office looks like, and so on.
CHARLOTTE
METCALF is workplace experience manager at car insurance company
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 workweek! We work Monday to Thursday. It’s been our policy for over two years now. All data points to people being
more productive and with better work-life balance.
What has been your biggest career challenge to date?
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!
If I wasn’t in facilities management, I’d probably be… An events 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.
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.
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 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.
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.
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.
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.
Would you describe your role as predominantly operational or strategic? Both; operationally I like to oversee key deliverables and strategically I develop FM and H&S strategies, that align with our company objectives and values.
How many people are there in your FM team, and to whom does the FM team ultimately report?
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.
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 I wasn’t in FM, I’d probably be… 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.
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 out? FM is a customer servicesfocused profession where we constantly need to manage expectations. 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.
MARTIN FRENCH is head of facilities management and health & safety at investments and wealth management firm Quilter in London
What was the weirdest day you’ve had in the office? Being one of a small handful of employees in the office ensuring risk assessment control measures were put in place during Covid. Very eerie.
Early bird or night owl? Early bird, although I’ve been a night owl on a few occasions where the role required it.
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.
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.
The 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.
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 decadelong wait times, albeit on the extreme side, are not feasible.
A major shift that has added to this increasing demand occurred when the UK’s last coal-fired power station – at Ratcliffe-on-Soar in Nottinghamshire –ceased operations, marking a key moment in the transition from fossil fuels to cleaner forms of electricity.
The growth of renewable energy generation has been
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
remarkable, with more than 50% of the UK’s power coming from renewables in Q2 of 2023, reducing carbon emissions.
Demand for electrical infrastructure is also driven by businesses striving to meet social and corporate responsibilities by removing gas and therefore reducing CO2 emissions.
Although the above is positive, the National Grid is
under increasing pressure to keep up with these advances and urgently needs upgrading to cope with the future allelectric landscape.
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
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.
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.
Led 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 the IMI’s objectives.
, group CEO, Service Works Global
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
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
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:
1 Onboarding: Define data goals, establish protocols, and align teams with the initiative’s objectives.
2 Plan and mobilise: Promote digital literacy, empower leadership, and transition to data-centric workflows.
3 Issue an organisation-level mandate: Tailor implementation plans to your team’s capabilities, with clear goals and training.
4 Use standards and methodologies: Leverage frameworks such as the UK BIM Framework to align practices with industry standards.
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.
Understand implementation of a SSoW in your organisation:
Authorising Engineer
Give your Authorised Persons the knowledge they need to control work, safely:
High Voltage*
Low Voltage*
Mechanical and Pressure Systems*
Ventilation*
Spaces*
Plus, Responsible Person courses for:
Medical Gas Pipeline System* Lifts
Aeronautical
Ground Lighting
Working at Height
Petroleum
Legionella (Water Hygiene) Fire Safety
* Competent/Skilled Person course also available.
Invest in your people, with our City & Guilds Assured
internal processes. Give your team the knowledge they need to maintain legal compliance
Every 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.
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
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
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.
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.
SAM DOWNIE is managing director of Mates in Mind
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.
it’s
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
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.
Closed 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 as burglary, vehicle theft and vandalism. However, many businesses and property owners unintentionally face 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 with data protection laws, including the UK General Data Protection Regulation (UK GDPR). It is essential for FM professionals to understand these regulations to avoid legal risks. So, what are the considerations for signage, data handling and system security when implementing CCTV?
Tell people you’re monitoring them
CCTV SURVEILLANCE GUIDELINES
CCTV protects property against crime, but installation must comply with the law, says Paul Goossens in this security primer article
PAUL GOOSSENS is operations manager at SafeSite Security Solutions
● Operator information: provide contact details, such as the company name and a phone number, so people can make inquiries or exercise their data rights.
systems to delete data automatically every month.
Under the UK’s General Data Protection Regulations (GDPR), everyone must be informed when they’re being monitored, yet many CCTV setups fail to include this vital information. To comply with regulations, signage must be prominent and easy to understand. It should include:
● Notification of sur veillance: clearly state that video monitoring is in operation;
● Purpose of monitoring: specify the reason, such as security and public safety; and
Inadequate or ambiguous signage can expose organisations to fines and reputational damage. FM professionals need to make sure that every entry point to the monitored area is equipped with clear, visible signs that meet these standards.
CCTV systems collect significant amounts of personal data, but keeping it longer than necessary can lead to compliance risks. There’s no fixed legal retention period but industry standards suggest around 31 days.
After that time, recordings should be deleted unless there’s a specific reason to keep them, such as an ongoing investigation. It’s a good idea for FM teams to configure
Limit employees’ access Just like IT systems, access to CCTV footage should be strictly controlled. Unauthorised or unnecessary levels of access increase the risk of misuse, data breaches and non-compliance.
Implement tiered user accounts so employees can only access what they need for their jobs. People change roles and move on, so regularly review access permissions. Incorporating data access reviews into the offboarding process can be a useful step.
your firmware up to date
As CCTV systems become more connected to broader networks, they face increased exposure to cybercrime. Outdated firmware exacerbates vulnerabilities, so make sure systems are updated regularly.
Use a secure VPN for remote access to avoid direct internet exposure, which can leave systems vulnerable to
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.
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.
Vertical 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.
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 to provide a pleasant experience for tenants; and
● Regulatory compliance
– including emergency recall systems and fire safety integration.
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.
There has been a huge growth in the number of high-rise and ultra-highrise buildings in the UK. We have an increasingly city-dwelling population – something which is true of much of the world – and with finite space on the ground – the only way to go is up.
The technical specifications of very tall buildings differ from those with fewer floors. The lift system must provide far higher capacity, resulting in higher speeds, which
Proactive maintenance of lifts must be a high priority for FMs –particularly in buildings with high people flow between a large number of floors, says Sascha Brozek
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.
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 a pivotal area. These buildings cannot typically be traversed by stairwells if a lift is out of action, so proactive and preventative maintenance must be a top priority for facilities teams.
Regular safety assessments and inspections should form part of your day-today activities, and a solid partnership with a reliable lift maintenance partner is a must.
Lift maintenance is not a one-size-fits-all task; it requires tailored strategies based on the building’s type, use patterns and architectural complexities.
For tall or complex buildings, advanced technology and engineering expertise are critical for reliability, safety, and performance. Proactive planning and regular assessments are key to minimising downtime and extending the lifespan of these indispensable systems.
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 the laws could result in enforcement actions by Defra. Businesses may initially receive compliance notices requiring corrective action.
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
Key takeaways:
● 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.
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 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
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.
With evolving industry standards and new technologies shaping the future, there has never been a more critical time to enhance your skillset.
Secure your spot today, spaces are limited, and early booking ensures you are the first in line to gain the knowledge needed to future proof your career and deliver real impact in your organisation.
Take advantage of IWFM Academy’s in-house tailored training solutions to empower your team and drive excellence in workplace and facilities management.
Investing in the professional growth of your teams will boost their knowledge, confidence, and skills, but also plays a vital role in advancing the overall success of your organisation.
This course is ideal for junior facilities managers seeking to progress or those currently working in a senior role. It will equip you with skills, knowledge and techniques required for you to create and sustain effective operations as a senior facilities manager.
Maximise performance and drive value from existing contracts.
Find out how you can improve your current contracts through effective governance and management models that will reduce risk, improve performance, and save costs.
New to workplace and facilities management? Looking for a career change? This course will introduce you to the key skills required to kick start career.
Upon completion of this course, you will understand everything you need to know about workplace and facilities management as a new career path.
Any member of your team can help to improve the customer experience. This course will teach you quick, cheap and easy ways to improve your customer's experience and create an enthusiastic advocate out of every customer.
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
This course will get you up to speed on the practical actions you need to take to handle health and safety within your team.
The course delivers practical step-bystep guidance with a sharp business focus that’s hands-on and jargon-free.
The NEBOSH National General Certificate is recognised as the benchmark qualification in health and safety, it is ideal for WFMs to develop core knowledge and delve deeper into the specific elements that can impact 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.
Approved training partner of IEMA
If you’re a manager grappling with a failing contract or are responsible for designing, planning and managing outsourced services, this course is for you. It will help you identify different types of supplier relationships and how to cultivate best practice to manage those relationships.
Develop your understanding of
60 Pursuit of operational resilience fuels surge in merger and acquisition activity
62
Serco’s Max Rumley explains how the firm involves prisoners in HMP Fosse Way’s FM team
61, 63
Serco and ISS Group report solid performance figures for 2024 and confidence for 2025
by Herpreet Kaur Grewal
Maintenance 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
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.
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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.
57+%
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”
11%
Q4 Year on year increase in demand to lease office space – the biggest year-onyear jump since 2022
28%
Increase in demand to invest in commercial property of all types at the end of 2024 – the biggest year-onyear shift since Q2 2021
31%
Q4 Year on year increase in demand for leasing in the industrial sector, constituting a record level of demand
SOURCE: RIGHTMOVE’S
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
Although 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
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.
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
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.
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:
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
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.
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.
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
sustainable infrastructure not only add value but also future-proof operations against evolving market demands.
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.
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.
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.
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 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.
The 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?
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.
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
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.
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.
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,
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.
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
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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APPOINTMENTS
The latest outsourced business activity across the sector
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.
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)
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
designer Lot 11: Carbon reduction and sustainability
Lot 12: Valuations
Lot 13: Clerk of worksinspections regime
Lot 14: Retrofit
Lot 15: BSA principal designer duties and building control
MERGERS & 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
Security, which protects blue-chip clients’ construction sites with video technology and manned guarding
>>> 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
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.
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.
“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%.”
JOELI BREARLEY, WRITER AND KEYNOTE SPEAKER, SAYS THE STATISTICS ON ICELAND’S FOUR-DAY WORKING WEEK SPEAK FOR THEMSELVES
“Over the last four years, most organisations I visit have redesigned their workplaces. Frequently, however, there has been one thing missing: female inclusion.”
KATE USHER, AUTHOR, TRAINER AND CONSULTANT, SAYS ORGANISATIONS NEED TO DO MORE TO SUPPORT WOMEN – AND THAT INCLUDES THOSE WITH MENOPAUSE
“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!”
INTENTIONS ARE POWERFUL BECAUSE THEY GIVE DIRECTION TO OUR ACTIONS, GUIDING HOW WE SHOW UP AND THE MINDSET WE ADOPT AS WE WORK TOWARD OUR GOALS.”
“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 CONSULTANT SARAH BROCK SAYS EMPLOYERS SHOULD RATHER FOCUS ON MEDICAL PLANS, PAID SICK LEAVE, ON-SITE FLU VACCINES, AND COMPETITIVE PAY – IN SHORT, GIVING PEOPLE WHAT THEY REALLY NEED
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
“It’s pretty difficult to operate an effective hybrid working regime unless there’s a lot of trust
baked into corporate culture.”
ANDREW MAWSON OF ADVANCED WORKPLACE ASSOCIATES HIGHLIGHTS WHY BIG, TRADITIONAL ORGANISATIONS ARE CALLING FOR A RETURN TO THE WORKPLACE
“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.”
FM RECRUITER CLAUDIO ROJAS OFFERS IMPORTANT HIRING ADVICE
“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.”
LEADERSHIP COACH AND EMPLOYEE ENGAGEMENT CONSULTANT, GEORGIA EMMS, SAYS ALIGNING GOALS WITH INTENTIONS LEADS TO BETTER OUTCOMES
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.”
Facilities Managers and Workplace Professionals juggle multiple requirements every day but this can be a challenge when your building is at the end of its lease and you need to to a new location.
With East On Commercial Interiors, our team will deliver your coordinate a range of suppliers and contractors. And we can create an inspirational workplace for your next premises too!
Working as main contractors and project managers, we are works requirements, come to the team that has the solution.
