FM Director April 2025

In this issue:

Green Facilities Management

Taking responsibility for people and planet

Amplify Goods

So much more than soap!

Kindred FM CEO talks about working together for a better future

Sponsored by

Simon Wrenn

Welcome to the April edition of FM Director

As we head into the second quarter of the year, the FM industry is as busy as ever and the FMBD team has been just as busy keeping you updated with everything.

This month, Cheryl Ellerington and I attended The Workplace Event in Birmingham. It was a fantastic three days, and we were able to catch up with many familiar faces and meet lots of new ones. It was also fabulous to see some of the amazing exhibits and innovations that are transforming the modern workplace and the way we work. Watch out for our feature covering the event next month!

As always, this edition is packed full of exclusive features and interviews from some of the leading names in the FM industry. We have interviews with Simon Wrenn, Managing Director of Kindred FM, and Manu Sareen, CEO of Green Facilities Management, as well as Amplify Goods and BizSpace.

I hope you enjoy this edition of FM Director, and if you have anything you’d like to feature in an upcoming issue, please drop me a line!

Claire Middleton

claire.middleton@businessdailygroup.co.uk

fmdirector@fmbusinessdaily.com

Kindred – Working together for a better future

Kindred FM is a well-established soft services facilities management company specialising in cleaning. Working within both the education and corporate sectors across the UK, they currently have around 3,000 staff working for them

Amplify Goods So much more than soap

Amplify Goods is showing FMs how everyday purchasing decisions can create a significant social impact

Managing Editor

Claire Middleton

Chris Cassidy

Manager

Editor

James Jackaman

Manufacturing Excellence When Downtime Isn’t an

Option

With over 133,000 manufacturing businesses contributing £183 billion to the UK economy, keeping production lines running smoothly is critical. We caught up with Tanya Matthews, Business Director at PTSG, to discuss the high-stakes world of compliance solutions for the facilities management and manufacturing sectors

Manager

Louise Bristowe-Harrison

Managing Director

Cheryl Ellerington

FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. No part of this magazine may be used or reproduced in any manner for the purpose of training artificial intelligence technologies or systems. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials, images and all other content is published in good faith.

Kindred – Working together for a better future

The UK still has work to do when it comes to accessibility across business and hospitality

Green Facilities Management Ltd: Championing Sustainability and Ethical Practice in Facilities Management

Why Turnkey Energy Management is Essential, Not Just a ‘Nice to Have’

Amplify Goods – So much more than soap

Dogs in the Office – Why we should be bringing our four-legged friends into the workplace

Rain Check: Are Your Buildings Ready for the Drainage Revolution?

Manufacturing Excellence – When Downtime Isn’t an Option

Creating pathways to upstream solutions through Circular Economy Innovation Clusters

Building a cleaning industry collective

Integral Cradles Relocates to Prime London Bridge Workspace

The New Public Procurement Act 2023 and its Implications

Kindred – Working together for a better future

Kindred FM is a well-established soft services facilities management company specialising in cleaning. Working within both the education and corporate sectors across the UK, they currently have around 3,000 staff working for them

FM Director’s Claire Middleton recently caught up with Simon Wrenn, Kindred’s CEO to chat about all things Kindred – their journey so far, the secrets to their steady and impressive growth, the evolution of the business and the goals that they are working towards over the next few years.

Can you tell us about the growth of the business over the last five years?

The growth of the business has been very stable. We’ve achieved on average 20% growth every year over the last five years and our turnover this year will be just north of £32million. It’s a consistent and stable story of organic growth.

To what do you attribute this growth?

I attribute it to three key things. The first one is the team of people we’ve got working with us. We have some really loyal, committed and passionate individuals who are absolutely dedicated to delivering amazing service.

Secondly, the length of our customer relationships. We don’t win contracts, operate them for three years and then let them go. We work extremely closely with our customers to make sure that we stay with them as long as we possibly can.

I could take you to several sites that we’ve cleaned for 15, 20, even 25 years. And we’ve been able to do that by consistently delivering on our promises, and refining and improving our service provision over time to make sure it really meets their needs.

The third thing is our partnership approach. We’re exceptional at adapting to our customers’ needs. We’re brilliant at understanding what they need and then building a solution that carefully mirrors those needs and continues to do so as they change over time.

We have some really loyal, committed and passionate individuals who are absolutely dedicated to delivering amazing service

Talk me through your leadership style. How has this contributed to the company’s growth?

My natural leadership style is pretty hands off, empowering the people that work with me. I see myself as someone who should be attracting the talent to work with us and empowering that talent to deliver on their own passion, talent and enthusiasm.

For me, it’s about getting the right people together and enabling them to deliver their very best

For me, it’s about getting the right people together and enabling them to deliver their very best.

Often we find that people can sometimes be very dictatorial and micro-manage staff, but then people don’t feel empowered to do their best because they are a little hesitant that they may do the wrong thing.

So, for me it’s about really making sure that people know that they have the full scope to do all the things that they can do and to bring their enthusiasm, passion and commitment to do the absolute best for our customers.

Please tell us about the transition and evolution of the business – any structural changes?

The business has been operating for well over 30 years, having been set up in 1988. Over that time the business has grown organically, but in 2021 we decided we wanted to rebrand the business and give it a new look, feel and corporate identity.

To investigate how to go about that, we began by conducting many hours of interviews with our team members – cleaners, supervisors, head office staff, management staff – to try and understand what it meant to work with us.

We wanted to know what was important to them about coming to work, if they liked coming to work, and why.

We saw several recurring themes in peoples’ answers. Those themes included shared purpose, family spirit, feelings of togetherness and a commitment to a shared objective. From that we ended up coming up with the name ‘Kindred’ which neatly mirrored the things that our staff said they valued about the business.

The rebrand has been the most significant change within the business in recent years. And through that, we’ve been able to remould what the business looks like a little. We created a new senior team with a 50/50 gender split. We also wanted to move towards a more values-led business and so we founded our three key pillars – people, community and environment – with active initiatives in each of those areas.

Can you talk us through the three pillars and some of the key initiatives around all of them?

The first pillar is People. We are a Recognised Living Wage Service Provider and last year we were proud to win the Recognised Service Providers award for our work in bringing hundreds of our people up to the living wage from the minimum wage. This recognition was fantastic for the whole business.

Our second pillar is Community. An example of one of our initiatives is working with a small charity called Schoolreaders. They supply volunteers to listen to children read at primary schools all over the country.

We wanted to work with that charity for two main reasons –firstly, early reading and literacy standards are really important for children’s development. It’s something that’s instrumental in helping their learning in later life and early exposure to reading is something that makes a massive difference.

The second reason for choosing Schoolreaders was that the fact that it’s run largely by volunteers, which means it’s a very efficient charity. We know that we’re not giving money to a charity that has a huge bureaucracy behind it, meaning we’re able to get huge ‘bang for our buck’ in terms of donating to them.

Sustainability is a key focus for us within this business, as it should be for every business

We’ve donated over £12,000 now which has meant there are hundreds of children, largely in more deprived areas, that have been able to experience one-to-one reading support, that wouldn’t have otherwise been able to, which is really great.

The third pillar is the environment. We’ve got loads of active initiatives surrounding this one, such as our environment days where we go out and do something as an organisation such as cleaning up the beach or planting trees. These days are something we can get out customers involved in, and any of our team – it’s a great thing to be able to do and it’s great for team spirit – it’s us together trying to deliver something meaningful and long-term.

What are your sustainability strategies right now?

In terms of our additional work on sustainability, this is clearly a key area that we could talk about for a very long time. It’s something that we all have to be focused on, there’s no getting around it. We’ve worked really hard to develop good systems and strategies to improve our sustainability credentials.

The first key thing is that we’ve measured and verified all our Scope 1, 2 and 3 emissions. We’re also able to offer carbon footprint reporting of our services to all our customers, which is something they find very valuable. We also have a carbon reduction plan in place, and we’re able to offer a fully carbon neutral service to any of our customers that want it.

Sustainability is a key focus for us within this business, as it should be for every business. We’re able to demonstrate the progress we’ve made on that front and we’re also able to demonstrate, more importantly, to our customers, exactly what they’re getting if they buy into Kindred.

What are your goals for the next five years?

The goal for me is to continue to attract the best, brightest and most talented people to work with us.

The thing that motivates me to come to work every day is working with great people, and those great people love working with other great people! So being able to keep bringing those people together to work and to innovate and do the absolute best for our customers is something that’s hugely motivating for me and the rest of the team at Kindred.

Secondly, we want to be able to bring our service provision to more customers. We want to be able to increase our geographical spread of work and increase the number of people who get to experience working with Kindred.

We want to continue to learn from our customers. We want to know what we can do better and how we can make our provision even more efficient, and what else we can do to support our customers. We need to really make sure we understand our customers and continue to deliver everything we possibly can to them.

The goal for me is to continue to attract the best, brightest and most talented people to work with us

The UK still has work to do when it comes to accessibility across business and hospitality

Accessibility has improved dramatically in the UK over the last decade, but research shows that there is still work to be done, as Will Harrison, founder at CareCo explains

Leading mobility retailer CareCo want to raise awareness about the issues with functional accessibility in the UK. Accessibility has improved dramatically in the UK over the last decade, with laws in place to support new buildings being able to accommodate disabilities and businesses actively looking to support the disabled community but research shows that there is still work to be done when it comes to functional accessibility.

Functional accessibility is where all barriers are removed to ensure that people who have mobility needs can have the same experience as a person without. An example of functional accessibility would be an office that had a ramp and had made reasonable adjustments for someone who was a wheelchair user to get them into a building but not have an interior that could be easily manoeuvred.

CareCo has sourced accessibility issues that people with disabilities face every day that can often feel invisible. We’ve recreated some of the experiences that people shared with us in the release below.

An accessible office in which workers said they could carry them up the stairs each day

“I disclosed my disability, told them that I’d love to attend an interview and when I got to the door, they told me that they were going to get a couple of colleagues to carry my up the stairs. Not only did this feel undignified, but it also felt disingenuous as they’d told me prior to attending that the office was fully accessible. Even if I hadn’t left and voiced a polite no thank you, there was no way I was going to be sat every day outside my place of work waiting for somebody to carry me up.” – Female graduate, 22

No view, spilt drinks and constant knocking “Bought tickets to a gig that was advertised as accessible, and whilst I got through the queue system with no issues, and managed to make it to the lift, there was a raised floor and nowhere for wheelchair users like myself to have any view of the stage.

“I was surrounded by other people who were standing and whilst access to the room was easy enough, being in the venue itself meant I couldn’t see the band, and I was surrounded by people who were constantly knocking me and spilling drinks. Luckily, I had a friend who did help, but I believe that all venues should offer a space for people who have mobility issues that aren’t just placed at the back as an afterthought.” – Small business owner, 34

There was no way I was going to be sat every day outside my place of work waiting for somebody to carry me up

We could get through the door of the restaurant but no further

“Went for a meal with my family to a relatively busy restaurant for my 40th birthday and phoned on two separate occasions (following a mistake on our first call) to ensure that they could accommodate my husband, a wheelchair user, which we were assured would not be a problem at all.

“When we arrived, the restaurant looked busy, as expected, and having never attended before because it was out of town, we assumed everything would be ok.

“When we arrived, there was a ramp, and everything looked promising but when we got into the restaurant (which wasn’t small either) tables were placed so closely together that there was no way that we could get to our table.

It’s 2025, things like this shouldn’t really be an issue now

“The staff tried to be nice enough about it, but it was obvious that there had been nothing done to accommodate us, tables had been booked near the door and there was nowhere for us to sit.

“Naturally, it was a few of us given it was my 40th and we ended up having to leave because they couldn’t seat us anywhere meaning they lost out on money, we ended up eating elsewhere which put a dampener on things, but ultimately it felt like they had a ramp so they’d done everything they could to help someone with a disability but in reality, it felt to me like they’d done it just so they could say that it was accessible when in reality it was anything but. It’s 2025, things like this shouldn’t really be an issue now” – Nurse, 41

Will Harrison, founder at CareCo says, “Accessibility shouldn’t be a tick-box exercise, there’s no doubt that there is progress, especially in the UK and as a nation we should be applauded for that but there is obviously a very real issue at play when it comes to performative accessibility.

“There are countless examples of people being able to access venues, buildings, restaurants easily but not being able to manoeuvre around meaning that whilst they can get through the door, they don’t get to share the same experiences as others.

“We’re calling on all sectors to genuinely consider the disabled experience in their businesses to ensure that they’re not only doing what is legal but what is right to do.”

Navigating SSIP Membership: Which

Type is Right for You?

The SSIP Forum unites diverse members to raise health and safety standards. Understanding the three distinct membership categories is crucial for both suppliers and clients.

Registered Membership: The Core of Mutual Recognition

Who: Third-party health & safety assessment schemes, and Trade Associations.

Benefit: Full mutual recognition of assessments across all other Registered Member and Certification Body member schemes via the “Deem to Satisfy” agreement, reduces duplication for suppliers.

Key Feature: Your assessments recognised by all other SSIP Members and provides an exemption against Section 4 of the Common Assessment Standard by public sector clients under the Procurement Act.

Certification Body Membership: Combining ISO 45001 & SSIP

Who: UKAS accredited certification bodies for ISO 45001 (min. EA28).

Benefit: Expand your ISO 45001 certification to include SSIP certification.

Important: Standard ISO 45001 does not automatically qualify. Requires explicit request for SSIP certification alongside ISO 45001.

Key Feature: One-way mutual recognition: Assessments recognised by Registered Members and Supporter Members for Deem to Satisfy (DtS) Assessments.

Supporter Membership: Driving Best Practice & Shaping Standards

Who: Organisations championing SSIP, often large contractors or trade associations with a supply chain in excess of 250 suppliers.

Benefit: Influence industry best practices, participate in Full Forum meetings, and guide SSIP on specific needs. Unrestricted access to the SSIP Portal for enhanced supplier insight PLUS…Supporter Membership is currently FREE!

Key Feature: Stipulate SSIP certification within their supply chains, demonstrating a commitment to safety.

Which Membership is Right For You?

Assessment Scheme? Become a Registered Member.

UKAS accredited Certification Body? Become a Certification Body Member.

Client Seeking Competent Suppliers? Look for suppliers with certification from Registered members or Certification Body members.

Large Contractor/Trade Association? Become a Supporter Member.

Supplier Seeking Certification? Contact a Registered Member or Certification Body Member.

Green Facilities Management Ltd: Championing Sustainability and Ethical Practice in Facilities Management

Speaking exclusively to FM Director, Manu Sareen, Founder of Green Facilities Management Ltd, discusses the company’s successful B Corp certification journey and their commitment to environmental and social responsibility

For eco-friendly cleaning company Green Facilities Management Ltd, achieving B Corp certification represented the culmination of a thorough journey of self-examination, improvement, and formalisation of the company’s longstanding commitment to environmental and social responsibility.

“We wanted to ensure that the path we are going on is the right path and that we’re doing all the things that a company like us should be doing,” explains Manu. “We also wanted to see what else we can do to be more responsible towards our planet, community and employees.”

The journey to certification involved a comprehensive review of all processes and systems. This included examining everything from employee welfare to supplier relationships, and documenting practices that were already in place but not formally recorded.

“B Corp certification gave us this opportunity to look at all our systems and processes,” Manu says. “There were many things that we were already doing, but we hadn’t formally documented them. So we put everything down on paper and wrote all the necessary policies.”

Working with a B Corp consultant provided valuable guidance, helping the company establish and enhance best practices. One key insight was the importance of looking deeply into suppliers’ sourcing practices beyond their certifications.

“We enhanced our supplier assessment process through the B Corp journey,” he explains. “This ensured we examined how suppliers are sourcing their products, taking our due diligence to a higher level.”

Community and environmental focus

The certification process further strengthened Green Facilities’ awareness of its responsibilities towards the wider community and the environment.

As a result, the company has recently partnered with Rewilding Britain, an organisation dedicated to preserving and expanding the UK’s green spaces.

We wanted to ensure that the path we are going on is the right path and that we’re doing all the things that a company like us should be doing

Continuous improvement

In our industry, we’re proud to be setting high standards for employee benefits

The company has taken concrete steps to encourage employee engagement with environmental and community initiatives.

“We’ve enhanced our employee policy to support voluntary work,” Manu says. “Staff can select a charity, do the voluntary work, give us a presentation, and then we will provide an additional paid day off.”

Green Facilities has extended various benefits to all employees, including access to a 24-hour online GP service and retail discounts.

“These discounts, from retail to grocery at places like Asda and Tesco, are very useful for our staff,” Manu notes.

These enhanced benefits demonstrate the company’s commitment to its workforce. “I think these benefits have really helped us in showing that the company cares about its employees,” Manu says.

“We’re not only talking about it; we’re putting an action plan where our market is. In our industry, we’re proud to be setting high standards for employee benefits.”

The B Corp certification process provided valuable learning opportunities for Green Facilities. The company embraced the rigorous assessment as a chance to further refine their operations and environmental impact tracking.

“We’re continuously working to improve our systems for monitoring our environmental impact,” Manu explains. “We’re particularly focused on accurately assessing our carbon footprint despite the complexities of our operational setup.”

Green Facilities remains committed to using eco-friendly cleaning products and is continually researching the most effective and environmentally responsible options available.

Future plans

Looking ahead, Green Facilities plans to continue its environmental and social journey. This includes exploring new cleaning technologies and evaluating suppliers based on their sustainability credentials.

“We’re actively researching innovative solutions,” Manu says. “I attended The Cleaning Show last week, and there were some promising new technologies.”

For Green Facilities Management Ltd, B Corp certification isn’t just an achievement to display – it’s a framework for ongoing improvement and a testament to the company’s genuine commitment to operating responsibly. As they continue to develop their partnership with Rewilding Britain and explore new ecofriendly technologies, they are demonstrating that facilities management companies can lead the way in balancing commercial success with environmental and social responsibility.

By formalising their commitments and extending benefits to their workforce, they are setting a benchmark for ethical employment practices in the sector – proving that caring for people goes hand in hand with caring for the planet.

Why Turnkey Energy Management is Essential, Not Just a ‘Nice to Have’

adi Facilities Engineering’s Brian Imrie discusses why a turnkey approach to energy management has become essential for improving efficiency and cutting costs within manufacturing businesses

With rising energy costs and increased focus on sustainability targets, manufacturing businesses are under mounting pressure to find innovative ways to drive down energy consumption.

Speaking exclusively to FM Director , Brian Imrie, Managing Director of adi Facilities Engineering, explains how the company’s approach is helping clients navigate these challenges through technology, AI, and forward-thinking strategies.

adi Facilities Engineering, a division of adi Group, specialises in managing indirect facilities for manufacturing businesses – from utilities and building fabric to estates management. While they typically focus on hard services, occasionally clients ask them to handle soft services like cleaning, security, and catering as well.

“What we’re finding now in all manufacturing businesses is the cost of energy is continually rising, and they’re all looking for sustainable operations, energy management, and how they can drive the costs out from producing their products,” explains Imrie.

Beyond the Easy Wins

According to Imrie, most businesses have already implemented the “easy wins” in energy management – installing PIR lighting controls, linking systems so air conditioning turns off when windows open, and similar efficiency measures. The focus now needs to shift toward more sophisticated approaches.

“The conventional easy wins have been done for most businesses. Now it’s a bit more in-depth. We’re looking more at process-driven energy savings rather than just indirect facilities,” he says.

This deeper approach was recently demonstrated when adi signed a contract with a large semiconductor manufacturer, committing to 5% year-on-year energy reductions. With the client currently spending approximately $2.5 million annually on energy, the potential savings are substantial.

“We’re looking at either energy efficiency of the existing kit, replacing kit with new modern energy-efficient equipment, or even discussing options like solar farms or wind turbines to generate a lot of their electricity, as they have quite a bit of land available,” Imrie explains.

Embracing Technology and AI

Central to adi’s approach is the integration of modern technologies, particularly the Internet of Things (IoT) and artificial intelligence, to create smarter energy management systems.

“We’re integrating modern techniques in terms of the Internet of Things and real-time data. We’re trying to connect assets and equipment to real-time reporting so that we can see energy movements. Then, through artificial intelligence, we can build up a pattern and trend of when these things are operating and how they’re operating,” says Imrie.

This intelligent approach allows for more nuanced energy management. For example, rather than allowing a massive energy spike when shifts begin at 6am as heating, lighting, and equipment are all switched on simultaneously, the AI system can start gradually ramping up from 5:30am.

“Instead of a massive spike, we can build up really slowly. By the time people come in, it’s warm, the lights have warmed up, or the boilers are fired up, and we’re not having that massive peaking energy,” Imrie notes.

The system can also adjust to production volumes, ramping down energy use when approaching the end of a batch run, for instance. It’s about using AI and monitoring technology to simulate conditions and plan for future operations more efficiently.

Overcoming Resistance to Change

Despite the clear benefits, Imrie acknowledges that many UK manufacturing businesses are slow to adopt modern technology. Some remain labour-intensive by necessity, such as a major food manufacturer adi works with that still makes samosas and spring rolls by hand as a unique selling point for Marks & Spencer.

However, even traditional operations can benefit from intelligent monitoring in other areas of their business. “We can start linking intelligence and monitoring and sensors to know when things are going out of temperature or specification and react straight away, rather than waiting for something to fire or switch off or overheat,” he explains.

We’re integrating modern techniques in terms of the Internet of Things and real-time data

One challenge is the investment required. While businesses used to look only at technologies with one or two-year paybacks, they’re now starting to consider 5, 10, or even 20-year paybacks as they better understand the sustainability impact.

“There’s also some fear of it,” Imrie notes, referring to concerns about AI. “It’s been all over the news that it will take over human jobs. But some of the fear we find is about pioneering. People don’t particularly want to be the first to market to try this technology; they want to see it proven somewhere else. And if everybody does that, it never gets implemented anywhere. Somebody’s got to be the Guinea pig.”

Creating Energy Roadmaps

To help clients overcome these concerns, adi encourages them to develop long-term plans for energy management.

“We encourage all our clients to go down that journey with us. We’ll come up with an energy roadmap or a sustainability roadmap and try to plan that for the future, creating a master plan that says in so many years’ time, we’ll be at a certain point in the journey,” Imrie explains.

Client responses vary, with some showing no interest or citing lack of investment funds. For the latter group, adi offers flexible solutions.

“We say, ‘Let’s plan for investment over a period of time,’ or even, to some extent, we’ve invested some of our own money and said we’ll put the initial investments up front, and then you pay us back over a period of time – just to try and pioneer it and push it forward.”

While adi isn’t investing “millions and millions,” Imrie says the company is willing to invest up to about half a million pounds if it helps demonstrate the value of these technologies.

Convincing Customers

The ongoing challenge is convincing customers that embracing technology is the right approach, especially when they’re focused on increasing production capacity.

“At the end of the day, customers get paid for products out the door; they don’t get paid for anything else,” Imrie acknowledges.

“But it’s about convincing them that by adopting some of the technologies we’re trying to promote, we can lower the unit cost of manufacturing.

“It’s not necessarily about making more products, but lowering the unit cost of each product, which increases their profit margins. This means they can reinvest or, as it is at the moment, keep the shareholders happy.”

Building Skills for the Future

Beyond technology adoption, adi is addressing another critical challenge: the skills shortage in engineering. Finding qualified engineers to install and maintain equipment is becoming increasingly difficult.

In response, adi has enhanced its apprenticeship programmes and even established a pre-apprentice initiative in partnership with local schools. The programme brings 14–16-year-olds into the company’s Birmingham head office to gain practical experience in electrical and mechanical skills.

“Engineering’s been taken off the schools’ curriculum by the government years ago, and this has become part of a recognised qualification for them to gain engineering skills. If they graduate with us, they can apply for a full apprenticeship at 16,” Imrie explains.

This proactive approach to skills development is crucial, as Imrie notes that “children coming out of school now don’t want to be hands-on with tools. They want to have a laptop or computer or iPad and work electronically.”

Without these skills, “we end up becoming a throwaway society because nobody can fix anything,” he adds.

Looking Ahead

As energy costs continue to rise and sustainability targets become more stringent, the need for comprehensive energy management strategies will only grow. adi Facilities Engineering is positioning itself at the forefront of this transition, helping manufacturing businesses adapt to the changing landscape through innovative approaches that combine technology, expertise, and long-term planning.

For companies willing to embrace these changes, the rewards extend beyond cost savings to include improved sustainability credentials, greater operational efficiency, and a competitive edge in an increasingly challenging market.

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Amplify Goods So much more than soap

Amplify Goods is showing FMs how everyday purchasing decisions can create a significant social impact

FM Director recently spoke exclusively with Camilla Marcus-Dew, co-founder of Amplified Goods, about how her social enterprise is demonstrating that supply chain choices can transform lives while meeting ESG targets.

When Camilla Marcus-Dew co-founded Amplify Goods in 2021, she had already accumulated significant experience in the soap industry since 2015. But her new venture represented a fresh approach: one that balanced commercial viability with social and environmental impact.

“We’re really creating a new vehicle that is very scalable,” explains Camilla. “What we were doing before, I don’t think was as scalable. Now I think we have the price point right and the product selection right. There’s an opportunity to grow nicely and do lots of good with that growth.”

Amplify Goods began manufacturing in July 2022, making this summer their three-year anniversary. In that short time, they’ve established themselves as a certified social enterprise providing high-quality soap products while creating meaningful employment opportunities for people who face barriers to work.

All foam and plenty of action

“We talk about wanting to take a stand against brands that are all foam and no action,” says Camilla. “The ultimate aim is for people to make more considered purchasing decisions, and that often involves people slowing down.”

This philosophy underpins everything about Amplify Goods, from their product development to their employment practices. The company describes their products as “suds and scents designed for impact and packed with purpose,” a description that captures both the functionality of their products and their wider social mission.

For facilities managers, the proposition is compelling. Soap is, as Camilla points out, one of those essential items without which a building simply cannot function.

Who is Camilla Marcus-Dew?

Camilla’s journey into the soap industry began in 2015 when she joined a social enterprise soap factory in North London that had been operating for 165 years and employed 100 disabled people, where she got products into Selfridges, Sainsbury’s, Waitrose, and many other retailers. After that, Camilla and her business partner Pasha founded Amplify Goods with a renewed vision that balanced commercial, social, and environmental priorities.

Her passion for creating employment opportunities for people with disabilities has personal roots and experiences which showed her how rare employment opportunities can be for those with disabilities, despite their willingness and ability to work.

“You hear these rare cases where there’s a café that employs people with Downs Syndrome, and they’re rare cases,” she says.

“You think about the number of people that are disabled and want to work, but the work just doesn’t exist anymore. And it did used to exist.”

Through Amplify Goods, Camilla and Pasha are working to change that reality – one bottle of soap at a time.

“Soap is that thing that you can’t open a building if you don’t have – along with toilet roll. They’re almost the two most crucial things needed to run a building of any kind,” she explains. “It’s a unique touch point with people; almost every user that comes into a building, for whatever reason, will use soap.”

Creating pathways to employment

What sets Amplify Goods apart is their commitment to creating employment opportunities for people who might otherwise be excluded from the workplace.

Soap is that thing that you can’t open a building if you don’t have – along with toilet roll

We try and understand why and give people a second chance and a third chance, because that’s what we should be doing as a society

The company works with individuals who have disabilities or have experienced homelessness, providing them with paid work experience and a supportive environment.

“What we can do is be that stepping stone back into work,” says Camilla. “We’re traditionally working with people that are not ready for work and helping to get them ready. We tend to offer up to 10 work experience days – paid London living wage, above the London living wage – paid work experience days to give people that sense of what it means to work, build their confidence, give them a reference and something to put on their CV.”

The impact of this approach is profound and sometimes immediate. Camilla recalls a recent new starter: “Yesterday we had a new person called Taylor who came and joined us. That was Taylor’s first ever workday in their whole life. They have disabilities and being able to come and stick paper tape on the package item, stick the labels on... you could see their excitement about working for the first day ever just brimming out of them.”

The company helped more than a dozen people back into work last year alone. Some continue working with Amplify Goods, while others have moved on to full-time work elsewhere. For those who weren’t quite ready, the door remains open.

“For various physical or mental health reasons, or just the complexity of some people’s situations, some aren’t able to continue working,” Camilla acknowledges. “We’ll stay in touch with them, we’ll offer them work again, and we’ll hope that they can come back.

“That is something that other employers wouldn’t do – they’d say, ‘Oh, you didn’t turn up last time, well, that’s it, you’re struck off.’

But we try and understand why and give people a second chance and a third chance, because that’s what we should be doing as a society.”

Helping meet ESG targets

For businesses looking to meet their ESG (Environmental, Social, and Governance) commitments, partnering with social enterprises like Amplify Goods offers a straightforward way to create positive impact through their supply chain.

“A lot of businesses don’t really know how to build [ESG] into their supply chain,” says Camilla. “They start with volunteer days, and then by giving money to third parties. All these things are really valuable. Then comes this thinking about, ‘OK, what’s our biggest area of influence?’”

She explains that procurement represents one of the most significant opportunities for businesses to create positive change: “When businesses begin to see that actually procurement is their biggest area of influence, along with what they do with their own employment... In their supply chain, if you look at carbon, 80-90% of emissions in total are from scope 3, which comes from supply chain.”

By switching to suppliers like Amplify Goods, facilities managers can contribute to their organisation’s social and environmental goals without compromising on quality or functionality.

“That absolutely does not mean that they have to compromise on any part of function, cost, quality or service delivery,” Camilla emphasises.

“Those always have to be top notch. The other things are the sort of value-add for corporates. For us, it’s the core, but for them, those are the value-add bits.”

Accessibility through established distributors

Thanks to partnerships with major distributors including Bunzl, Lyreco, Mayflower, and a handful of Jangro members and smaller local distributors, Amplify Goods products are easily accessible through existing supply chains – making the transition simple for facilities managers.

“We will make that super easy for them to move due to the partnerships we have with some of the leading supply chains across the world,” says Camilla.

“We’re here to make their job easy. So I say to them - Come to us, explain what you need. I’m pretty certain that we’ll have a product offering that will fit and be workable.”

Looking to the future

Rather than focusing solely on financial growth targets, Amplify Goods is committed to growing sustainably, within planetary boundaries and their own capacity.

“We really want to grow sustainably and within boundaries of the planet, within our capability and capacity,” explains Camilla. “Growth is not this big target thing. It’s really much more about being considered and taking steps towards replacing products out there that are not providing value to people and planet.”

The ultimate goal is broader than just selling soap. It’s about changing mindsets around procurement.

“We would like to replace those products and in doing so, we can demonstrate that products can do much more for people and the planet.

“And that gets people to think, ‘Oh, it’s not just soap. Let’s think about all these other things. Let’s think about the chairs that we buy and the bins that we buy and the legal services that we buy.’”

For facilities managers who recognise their influence and want to make a difference, Amplify Goods represents an opportunity to turn an everyday necessity into a force for positive change, demonstrating that good business and social purpose can go hand-in-hand.

Dogs in the Office Why we should be bringing our four-legged friends into the workplace

The culture of the workplace continues to evolve rapidly post-pandemic, and more and more companies are embracing one trend that brings joy and productivity together: allowing dogs in the office

From start-ups to established firms, the presence of our four-legged friends is proving to be a game-changer for employee wellbeing and workplace culture.

BizSpace – who support SMEs with flexible workspace solutions tailored to their individual needs – have teamed up with psychologist Dr Gurpreet Kaur to explore why and how a dogfriendly office could be your business’s secret weapon!

Key Benefits of Dogs in the Office

“As businesses embrace this innovative approach to workplace culture, they are discovering that allowing dogs in the office isn’t just a trend – it’s a strategic move towards fostering a happier, healthier, and more productive workforce,” says Aman Parmar, Head of Marketing at BizSpace.

“The large majority of BizSpace’s premises are dog-friendly because our clients have made it clear that this is something that is important to them!”

Research has shown that having dogs in the office can significantly enhance employee morale and reduce stress levels: one study suggested that just the act of petting a dog can lower cortisol levels, a hormone associated with stress, while simultaneously increasing serotonin and dopamine, which contribute to feelings of happiness and relaxation.

“Interacting with animals is a powerful somatic tool for regulating stress, anxiety, and trauma responses. Their calming presence helps lower cortisol, boost oxytocin, and promote nervous system regulation, much like nature does. Gentle touch, rhythmic movements, and nonjudgmental companionship create a sense of safety, helping individuals shift from fight-or-flight or dissociative states into balance,” stresses Dr Kaur.

Interacting with animals is a powerful somatic tool for regulating stress, anxiety, and trauma responses

What kinds of improvements can pet-friendly offices expect to see? Utilising a combination of research findings and personal experience, BizSpace and Dr Kaur have listed the top five:

1. Enhanced Employee Wellbeing: Employees report feeling happier and more relaxed when dogs are present. The simple act of interacting with a pet can boost mood and promote a sense of belonging, fostering a positive workplace culture: “The warmth of an animal’s body, the texture of fur, and synchronised breathing all offer a deep sense of grounding, helping people reconnect with a regular breathing pattern and their bodies. Whether through petting a dog, stroking a cat, or simply being near an animal’s steady presence, these interactions provide a profound, body-based way to selfsoothe, build resilience, and cultivate emotional healing,” says Dr Kaur.

2. Improved Collaboration: Dogs can serve as social catalysts, encouraging interaction among colleagues. This can lead to improved communication and collaboration, breaking down barriers and promoting teamwork.

3. Increased Productivity: A relaxed environment can enhance focus and creativity; employees may find that short breaks spent with dogs help to clear their minds and return to work with renewed energy and motivation. Pet-friendly offices can also play a role in stress prevention.

“Stress can distract from daily tasks and diminish overall work engagement; if stress continues unchecked, it can eventually lead to burnout and disengagement. As motivation and energy levels deplete, individuals may become more prone to absenteeism and a noticeable drop in productivity,” points out Dr Kaur.

“However, employers can play a crucial role in reducing the impact of stress by offering supportive measures like flexible work hours, pet-friendly offices, or financial wellness programs. Small changes, such as allowing pets in the workplace, can help employees regulate their nervous systems, foster a sense of safety, and ultimately enhance both their emotional and professional resilience.”

If stress continues unchecked, it can eventually lead to burnout and disengagement

4. Attracting Talent: As companies compete for top talent, offering a dog-friendly workplace can be a unique selling point. Many job seekers view a petfriendly policy as a sign of a progressive and caring employer, and as workforces increasingly seeks a healthy work-life balance, integrating dogs into the office environment is an effective strategy.

Financial costs factor into this, too: for people who work from an office and need to pay for doggy daycare, five days a week, dog owners can expect to pay upwards of £650 per month. Flexible working arrangements and pet-friendly offices could therefore offer considerable savings for pet owners, giving a company who allows this a distinct advantage for attracting pet-owning top talent!

5. Health Benefits: Regular interaction with dogs encourages physical activity. Having a dog in the office means that the owner will, by necessity, have to take screen breaks and get physical exercise walking the dog on breaks.

These behavioural changes can be hard to implement solo, but a dog gives great motivation for ensuring your own needs are also met! “Evidence shows that increased breaks and body movement lead to better work performance through enhanced concentration. Lunchtime walks in particular, have been shown to lead to improved mood and reduced stress levels at work, according to the Association for Psychological Science,” says Dr Kaur. This can lead to improved physical health and overall wellness among employees.

Implementing

a Dog-Friendly Policy

To create a successful dog-friendly office, companies should consider establishing clear guidelines to ensure a safe and enjoyable environment for both pets and employees. This may include:

Carefully considering all the prospective HR issues that running a dog-friendly office may cause and ensure the workforce are properly consulted and listened to before committing to any decisions.

Implementing strict rules regarding dog behaviour and enforcing them. Any canines causing disruption to the workday with excessive barking, playing or whining must be asked to leave!

Establishing designated ‘pet-free’ zones: at minimum, there should be a ‘comfort’ area free of pets, as well as a strict ban on dogs in any food preparation zones.

Ensuring all employees are comfortable with the presence of dogs. If there are allergies, phobias or even general dislike to contend with, companies can work with staff to find bespoke solutions (which may include guaranteed ‘dog-free’ days or enhanced cleaning).

The integration of dogs into office life is more than just a passing fad; it is a commitment to creating a supportive and enjoyable workplace that acknowledges the importance of mental health, collaboration and overall employee satisfaction.

As more organisations take this step, we can expect to see a ripple effect, inspiring others to follow suit. Ultimately, initiatives which enhance work-life balance and staff wellbeing will play a significant part in transforming the landscape of work for the better.

Rain Check: Are Your Buildings Ready for the Drainage Revolution?

New siphonic standards leave most commercial properties non-compliant

Remember those videos of Manchester’s streets turning into rivers last summer? That wasn’t just bad luck – it was a glimpse into Britain’s new normal.

With rainfall volumes soaring 40-60% above historical averages in 2024, the British Standards Institution hasn’t just moved the goalposts for building drainage – they’ve changed the game entirely.

The new BS 8490:2025 standards, published in February, have quietly rendered most commercial buildings with internal gutters non-compliant overnight. And for FM professionals, this isn’t just another box-ticking exercise – it’s potentially your next major headache.

The drainage bombshell most FMs haven’t heard about

The new standard now mandates that “where systems can block and cause ingress to buildings, a Primary & Secondary drainage system should be provided.”

In plain English? If your building has internal gutters with only a primary drainage system, you’re no longer compliant – regardless of the building’s age or how well it’s been maintained.

This isn’t theoretical. Billy Gordon, Technical Manager at NSS, witnessed the fallout firsthand: “I arrived at a major retailer’s Northwest store after an intense summer downpour last year to find absolute chaos.

“Their primary drainage system – which had been perfectly maintained – was simply overwhelmed. Water was cascading through ceiling tiles onto merchandise, trading areas were cordoned off, and frustrated customers were being turned away.

“The FM team was in crisis mode, dealing with both immediate damage control and explaining to senior management how this could happen to a well-maintained building.”

Gordon continues: “What’s most telling is what happened after we installed a secondary system. The same store has since weathered several identical storms without a single drop coming in. Same building, same maintenance regime, same storm intensity – entirely different outcome. That’s the difference these new standards are trying to address.”

Is your property portfolio at risk?

For busy FMs juggling multiple properties and priorities, here’s your quick vulnerability checklist:

Buildings built before 2000? They’re operating at standards that predated BS EN 12056-3:2000. Think of them as bringing a bicycle to a motorway.

Properties from 2000-2007? They’re missing the 10% capacity increase required by BS 8490:2007. Better, but still falling short.

Everything constructed before February 2025 with primaryonly systems? Now non-compliant under the newest standards.

That likely covers most of the commercial properties you’re responsible for. No wonder many FMs have started losing sleep.

Selling this to the board without sounding alarmist

We know the drill. You spot a critical infrastructure issue, but the board sees only pound signs and disruption. Here’s how to frame this not as a cost, but as an investment:

1. Compare the numbers: A planned drainage upgrade is a fraction of what emergency water damage remediation costs – not to mention the business interruption expenses.

2. Business continuity isn’t optional: Calculate what a day’s closure costs your operation during peak trading periods. Multiply that by potential closure days during Britain’s now-extended rainy season.

3. Asset protection: Damaged stock, ruined equipment, and compromised building infrastructure aren’t just one-time costs – they’re gifts that keep on taking.

4. Regulatory realities: Building operators have a legal duty to ensure facilities are safe and compliant with current standards. Non-compliance isn’t just about drainage – it’s about liability.

Making it happen without shutting down operations

The good news? Upgrading doesn’t need to mean major disruption. Here’s your action plan:

1. Start with a targeted assessment: Prioritise older buildings and those with previous water issues for immediate inspection. A qualified specialist can quickly identify vulnerabilities.

2. Think in phases: Develop a rolling implementation plan that tackles the highest-risk areas first and aligns with your budget cycles.

3. Integration is key: Smart FMs are already coordinating drainage upgrades with scheduled roof work.

4. Choose specialists with FM understanding: Partner with contractors who grasp the operational realities of busy commercial environments – not just the technical specs.

5. Document everything: Create a clear paper trail of your compliance efforts. When it comes to protecting your organisation and yourself, documentation is your best friend.

In a sector where preventing problems often goes unnoticed while fixing emergencies gets all the attention, these new standards offer a rare opportunity

It’s not just about installation

The new standards don’t just change what systems you need – they up the ante on maintenance too. Your preventative maintenance schedules now need to include:

More frequent inspection of fixings and welds that were previously “set and forget”

Regular testing of system brackets and supports

Enhanced gutter cleaning and inspection protocols

For stretched FM teams, this might mean rethinking resource allocation to ensure these critical systems get the attention they need.

Turning compliance into competitive advantage

In a sector where preventing problems often goes unnoticed while fixing emergencies gets all the attention, these new standards offer a rare opportunity. Forward-thinking FM professionals who address these requirements proactively won’t just be preventing disasters –they’ll be demonstrating the strategic value of facilities management to the wider business.

With extreme weather becoming the rule rather than the exception, robust drainage isn’t just about compliance – it’s increasingly a key performance indicator for effective facilities management.

With April showers on the horizon, the only question is whether your building’s drainage systems – and by extension, your FM reputation – will weather the storm.

NSS, a PTSG Company, delivers nationwide specialist maintenance services, working with FM teams to ensure commercial properties remain compliant and protected against increasingly unpredictable weather. As members of the Siphonic Roof Drainage Association with over 50 years of collective industry experience, we understand the practical challenges FMs face in balancing compliance, budgets, and operational demands.

To find out more visit nssgroup.com

Manufacturing Excellence When Downtime Isn’t an Option

With over 133,000 manufacturing businesses contributing £183 billion to the UK economy, keeping production lines running smoothly is critical. We caught up with Tanya Matthews, Business Director at PTSG, to discuss the high-stakes world of compliance solutions for the facilities management and manufacturing sectors

With over 14 years’ experience supporting clients with test, inspection and building maintenance services across multiple sectors including Manufacturing, Logistics, FM, Property Management, Retail and Public Sector, Tanya brings a wealth of knowledge to the conversation.

Having joined PTSG five years ago from NSS Group where she was instrumental in the company’s rapid growth as National Sales Manager, she offers unique insights into the bespoke challenges facing manufacturing facilities managers today.

When minutes matter: The true cost of unplanned downtime

In the high-stakes world of UK manufacturing, what’s the true cost of unplanned downtime?

“When a single hour of downtime can cost upwards of £100,000, excellence in facilities management compliancy isn’t optional – it’s essential,” explains Tanya Matthews.

“This is the stark reality across Britain’s manufacturing landscape. The sector demands sophisticated bespoke solutions that maintain critical operations, ensure compliance, and support productivity without ever interrupting the heartbeat of production.”

What unique challenges do facilities managers in manufacturing face compared to other sectors?

“Manufacturing facilities managers operate in an environment where failure simply isn’t an option,” Tanya emphasises.

“They face uniquely relentless pressure to maintain perfect uptime while navigating an ever-expanding maze of compliance requirements.

“Sustainability targets loom large, with board-level scrutiny of energy usage and carbon footprints.”

“Legacy building systems often struggle to integrate with new production technologies. And when systems fail, the cascading impacts ripple through the entire operation, affecting everything from production schedules to market position.”

“It’s not just about keeping the lights on or maintaining comfortable temperatures. In manufacturing, this is directly tied to production output, quality control, and ultimately, the bottom line.”

How does PTSG address these manufacturingspecific challenges?

“Our approach at PTSG is built around truly integrated, bespoke solutions. As one of the UK’s leading providers of niche specialist services to the manufacturing and facilities management sectors, we deliver comprehensive solutions through five specialist divisions offering over 170 specialised services.”

“What we’ve found is that many manufacturing facilities are juggling dozens of separate contractors, from electrical services to water compliancy creating a coordination nightmare when scheduling maintenance around production.

“This approach not only creates administrative burdens but also increases the risk of system failures and production interruptions.”

“By providing one source for these specialised services, we eliminate this complexity and help facility managers focus on what matters most: production excellence.”

The demands for productivity, sustainability, and compliance will only intensify. The costs of failure will only increase

What innovations have you developed specifically for manufacturing environments?

At PTSG, we’ve created many innovative solutions that address manufacturing’s most pressing challenges: “For example, our MPF Fire Extinguisher tackles multiple fire classes including the increasingly common lithium-ion battery fires with a single system, dramatically simplifying compliance management.

For facilities managers, this means reduced administration time, simplified compliance documentation, and critically, no production interruption during installation or maintenance.”

“While the ARMOR system reimagines water treatment for manufacturing facilities through three integrated innovations that address unpredictable system failures. It combines Hydrosphere System Cleaning, Dosing Filter Pots for precise chemical management, and Hevasure Analytical Monitoring for 24/7 insights. This transforms reactive maintenance into predictive optimisation.”

“TraQ-it®, our interactive web-based reporting system for electrical safety records, transforms one of the most administrationheavy aspects of manufacturing facility management. It provides instant access to certification via QR codes, complete audit trails with version history, and multi-site visibility for regional FM teams.”

Our approach focuses on mirroring the production philosophy. While Pharmaceutical Manufacturing presents perhaps the most stringent facilities requirements of all, with ultra-clean environments that must meet ever-evolving regulatory standards. Here, the facilities team isn’t just supporting production—they’re an integral part of the quality assurance system.”

Looking ahead, what do you see as the future of facilities management in manufacturing?

“As we look ahead to the remainder of 2025 and beyond, manufacturing facilities management stands at a critical juncture,” reflects Tanya. “The demands for productivity, sustainability, and compliance will only intensify. The costs of failure will only increase. And the integration of smart building technologies with production systems will create both opportunities and challenges.”

“At PTSG, we’re partnering with many of the UK’s manufacturing leaders to reimagine what’s possible. We’re creating environments where downtime becomes a historical concept, where compliance is automated and assured, where sustainability and efficiency are two sides of the same coin, and where facilities management becomes a competitive advantage rather than an operational cost.”

How do you tailor solutions for different manufacturing subsectors?

“Each manufacturing subsector presents unique challenges requiring specialised solutions. Food and Beverage Manufacturing must maintain the delicate balance between productivity and hygiene requirements, all while managing complex temperature control systems and strict contamination protocols. Automotive Manufacturing facilities operate 24/7 with production lines that can’t stop without enormous financial consequences.

In an ever-changing world where continuous evolution and finding new ways to meet ESG objectives are essential, Tanya finds being part of the facilities industry both challenging and rewarding. With increasing changes in legislation in areas such as Water Hygiene, Fire and Security, Electrical Installations and Building Access, she thrives on helping clients understand these changes and find solutions unique to their business-critical needs. Tanya is actively involved in industry events, including co-hosting Women in FM events focused on building networks and breaking barriers in the sector. Connect with her on Linked in to continue the conversation.

Creating pathways to upstream solutions through Circular Economy Innovation Clusters

Upstream innovation focuses on preventing waste from being created rather than managing it post-use. Though this sounds straightforward, implementing this approach requires coordinated action across diverse sectors and stakeholders

Apathway to implementing this approach lies in innovation clusters: where start-ups, investors, corporates, community-based organisations, entrepreneurship support organisations (ESOs) and policymakers collaborate to create self-sustaining ecosystems.

Climate KIC, along with its partners GrowthAfrica and SecondMuse, is fostering Circular Economy Innovation Clusters in Bengaluru and Nairobi, funded by the IKEA Foundation.

These clusters take a place-based approach to solving urban challenges while unlocking economic opportunities.

The clusters are centred on upstream innovation, a focus validated by baseline studies from Yunus Environment Hub and Wasafiri. These studies reveal that downstream waste management in these cities has progressed, but upstream circularity remains largely untapped.

Below, Climate KIC share key takeaways from how they are navigating these complexities while implementing circular principles within their innovation clusters.

1: Systems thinking enables effective upstream innovation

From our experience, to accelerate systemic thinking, start-ups must integrate circular principles into diverse industries, including material innovation (alternative materials, mono-materials), product design innovation (modular design, durability, minimal packaging), and business model innovation (product-as-aservice, refill & return systems).

How we applied it: Climate KIC incorporated systems thinking into our entrepreneurship support programmes aimed at local start-ups and young innovators.

The ClimAccelerator, pre-incubator and Journey programmes, all focused on circular economy principles, helped 68 participants develop circular innovations.

What we know is that start-ups in the circular economy space face scaling challenges due to the need to balance economic goals with social and environmental impact. The Circular Economy ClimAccelerator programmes that we ran in both cities provided tools to measure environmental, social and circular metrics, ensuring alignment among stakeholders.

In 2024, 17 start-ups (ten in Nairobi, seven in Bengaluru) collectively supported 792 informal workers in Nairobi and 135 in Bengaluru.

Beyond social inclusion, their innovations advance circularity and hold significant potential for CO₂ reduction of 21 kt CO₂eq/year, equivalent to the emissions saved by six large wind turbines.

In 2024, 17 start-ups (ten in Nairobi, seven in Bengaluru) collectively supported 792 informal workers in Nairobi and 135 in Bengaluru

By facilitating assessments, we ensure that climate impact is considered across multiple levels, from livelihoods to material flows to emissions reductions, so that investments are directed where they can drive the most meaningful change.

This approach helps start-ups articulate their value more clearly from both commercial and impact perspectives. Positive results were witnessed across various categories as 13 of the 17 start-ups improved their social inclusion strategies.

These improvements include a broader value chain view on including informal workers, social impact measurement and understanding the relationships between circularity and social inclusion.

2. Effective governance requires both policy frameworks and learning

While shifting mindsets is one of the greatest challenges of the circular economy, policy frameworks can also be a significant barrier. Governments must go beyond allocating funds and actively incentivise private sector investment in upstream solutions.

Given waste management’s regulatory complexity, start-ups depend on government policies, making stronger partnerships essential for scaling upstream solutions. For example, Bengaluru’s Climate Action and Resilience Plan (BCAP) prioritises waste diversion through segregation but still focuses on downstream solutions.

Likewise, the government of Karnataka (the state where Bengaluru is located) has committed to India’s first circular economy policy, ensuring that 20 per cent of construction materials are sustainable. However, its focus remains on downstream strategies such as maintenance, reuse, refurbishing and recycling rather than waste prevention.

How we applied it: Policy alone is insufficient without learning and capacity development among those responsible for implementation.

In November 2024, Climate KIC hosted a workshop for 17 Nairobi County Environment officers, equipping them with circular economy knowledge and climate change insights. The interactive sessions revealed key learnings:

Policy integration is crucial: Circular economy strategies need to be embedded into broader climate policies.

Engagement with youth and informal workers drives change: Community-led initiatives yield better adoption of circular practices.

Digital platforms enhance impact tracking: Start-ups leveraging digital solutions see greater efficiency in waste management.

Governments must go beyond allocating funds and actively incentivise private sector investment in upstream solutions

“We’ve learned that small actions – educating children about waste segregation, engaging local teams – create ripples of impact,” shared one participant. This direct engagement with local authorities has proven essential for translating circular economy principles into practical actions that respond effectively to community needs and local contexts.

Based on our experiences in both Bengaluru and Nairobi, we’ve identified three critical pathways that enable the shift toward upstream innovation.

Three pathways to upstream innovation: radical collaboration, innovation and learning

A successful transition to upstream innovation requires an unprecedented level of collaboration, learning and systems thinking. Nairobi and Bengaluru, given their rapid urbanisation, have the opportunity to transform waste into economic value.

However, policy must go beyond recycling and waste management and prioritise waste elimination at the source.

The lessons from our circular economy innovation clusters demonstrate that success depends on three interconnected pathways:

driving radical collaboration that shifts mindsets and builds trust between diverse actors

unlocking impact-driven innovation through enabling conditions for local solutions to scale

strengthening skills, capacities and learning to address knowledge gaps within the ecosystem

Education, incentives and policy changes can create an environment that fosters these elements, ultimately helping cities pioneer circular solutions that eliminate waste at its source.

Building a cleaning industry collective

In an exclusive interview with FM Director, Kate Williamson, National Accounts Manager at Jangro, discussed the company’s innovative business model, recent rebrand, and why the cleaning industry’s passionate community continues to thrive

Jangro is a collective of 46 independent cleaning and janitorial supply companies with an impressive £250 million turnover. Quietly becoming one of the industry’s biggest success stories, the brand is now positioning itself for the future with a bold and strategic rebrand.

Having joined Jangro in December 2023, Kate Williamson brought with her experience from both the UK and Australia, where she previously worked for a washroom dispenser company that supplied to Jangro.

We want to make sure we are agile and adaptable

“When I joined as National Accounts Manager, my primary role became sourcing new national accounts and working with the national side of the business,” explained Kate. “With 46 independent buying companies as part of the Jangro network, it’s really about trying to make that whole infrastructure run smoothly.”

Kate’s role bridged the gap between the individual companies and head office, ensuring that national accounts received strong support both centrally and at local site level. This unique structure differentiated Jangro from many competitors in the FM sector.

A model built on collective strength

Unlike traditional corporate structures, each member of the Jangro network was an independent business that bought into the Jangro brand. This gave the collective significant buying power, allowing them to negotiate better terms with suppliers while receiving marketing and IT support from the central organisation.

“As a buying group, it gives us a lot more bargaining power,” Kate noted. “We can get better prices and develop a good product range that gives those SMEs that are part of the Jangro group more power in their own markets.”

This model had created a resilient network that could withstand challenges such as recent National Insurance contribution hikes, which had put pressure on many SMEs in the industry.

“Our strategy isn’t just about growth at all costs,” Kate emphasised. “We want to make sure we are agile and adaptable, working with our national clients because we know what’s being thrown at them daily. We aim to operate at a tailored, personalised level. It’s not just about chasing volume, but building long-term relationships.”

Embracing change

The organisation recently unveiled a significant rebrand, which Kate believed came at the perfect time. “Seeing the logo and the colours, it just makes sense. It helps bring everything together and takes us a step forward from where we were before.”

She acknowledged the scale of such an undertaking: “It’s a massive task. You want to make sure it’s going to have that wow factor and that it’s going to represent where you want to be in the next ten years.”

This forward-thinking approach extended to Jangro’s operational model. The company had moved to larger, open-plan offices, fostering better collaboration. “Now it’s a really lovely atmosphere where people can share ideas. There are no stupid ideas, you throw it out there and see what happens.”

Industry perceptions

Like many senior figures in the FM sector, Kate was passionate about changing perceptions of the cleaning industry, especially in the wake of the COVID-19 pandemic.

“It’s very much a family, even though we’re all in competition with each other,” she reflected. “The networking events are amazing, with everyone behind growing the industry. People need to understand that it’s an absolute juggernaut of an industry and it’s essential.”

She observed that the public perception was slowly changing, particularly since the pandemic when cleaners were recognised as frontline workers. “After COVID, cleaners were there on the front lines making sure that everything was clean, tidy and hygienic. I think perception has changed, though we’ve still got a long way to go. People don’t necessarily always give cleaners the credit they deserve.”

Kate was keen to highlight that the industry extended far beyond the stereotypical “mop and bucket” image. “People don’t see the technology and science behind some of the chemicals. It’s really diverse and there are a lot of people with real passion for the sector.”

That passion was something Kate herself clearly shared, having found her place within the industry. “It’s a weird thing because my family asks, ‘Well, what’s Jangro?’ I explain it’s cleaning and janitorial supplies, and half an hour later, I’m still talking about it. You do get really passionate; It’s quite bizarre actually.”

You want to make sure it’s going to have that wow factor and that it’s going to represent where you want to be in the next ten years

Looking to the future

For Kate, the move to Jangro represents more than just a career step; she believes it’s a commitment to the final chapter of her professional life.

“For me at probably a later stage in life, it’s a really big step to come to this role and hopefully continue until the day I retire. I want to make a difference and be able to spend my retirement looking back and seeing Jangro grow on to bigger and better things.”

The company is already expanding, seeking two new members in the Northwest region, and Kate is excited about what the future holds.

“The cleaning industry has been part of human nature since the beginning,” she reflects. “Especially nowadays, I think it’s even more important.

“If your home space is organised, tidy and clean, you can relax. It’s a very basic instinct to want to keep an area tidy, clean and hygienic, especially after COVID. We just take it to a more industrial, commercial level.”

With its unique business model, commitment to supporting independent businesses, and fresh new brand identity, Jangro is well-positioned to continue its growth as an industry leader in the FM sector for years to come.

It’s very much a family, even though we’re all in competition with each other

Integral Cradles Relocates to Prime London Bridge Workspace

Façade access specialist moves to state-of-the-art office space at Citygate House

Integral Cradles, a leading provider of façade access solutions for London’s most iconic buildings, has announced its relocation to a new office space in the heart of London Bridge/Waterloo.

The move to Citygate House provides the company with expanded facilities spread across three floors, offering panoramic views of the River Thames and convenient access to major transport hubs including London Bridge, Waterloo and Blackfriars stations.

The company officially began operations from its new Citygate House location last month.

Kevin Walton, Managing Director of Integral Cradles and sister company GIND UK, expressed his enthusiasm for the move: “This relocation represents a significant milestone in our company’s journey. The new space at Citygate House is about more than just having a prestigious address; it’s about creating an environment where our talented team can thrive and deliver their best work for our clients.

“With collaborative spaces, state-of-the-art facilities and an inspiring riverside location, we’re investing in both our people and our future growth.”

It’s about creating an environment where our talented team can thrive and deliver their best work for our clients

Images (opposire and above): Sandbox Workspace

The new premises feature a range of employee-focused amenities including bright, spacious offices built to the highest specification, an urban garden for relaxation, modern meeting rooms equipped with the latest technology, and dedicated experience areas including gaming corners and quiet spaces.

Recent project milestone

The relocation comes alongside a significant project milestone, as Integral Cradles recently completed successful Factory Acceptance Testing for its latest project at 2 Aldermanbury Square in March 2025.

The testing phase represents a critical milestone in the project’s timeline, confirming that all equipment functions precisely to specification before installation commences on site.

Installation of the BMU system is expected to begin in the coming weeks, with the company continuing its collaborative approach with Lendlease to ensure successful delivery.

Growth and diversity

With over half of Integral Cradles’ employees born outside the UK and 20% of staff being female, including a third of its management team, the company continues to lead by example in the historically male-dominated construction industry.

The workspace upgrade comes during a successful period for Integral Cradles, which has recently secured several other highprofile contracts including façade access equipment for One North Quay at Canary Wharf, set to become Europe’s tallest purposebuilt commercial lab building.

Integral Cradles has been pivotal in delivering complex façade access solutions for iconic structures across London’s skyline for over 20 years, including The Leadenhall Building, 52 Lime Street (The Scalpel) and One Blackfriars Tower.

Images (above): Sandbox Workspace

The New Public Procurement Act 2023 and its Implications for Facilities Management (FM) Procurement

Public sector procurement is undergoing its most significant transformation in over 30 years, writes Jiger Shah, Associate Procurement Manager of Sitemark

On 24 February 2025, the Public Procurement Act 2023 came into force, streamlining procurement processes and emphasising transparency, efficiency, and accessibility for small and medium-sized enterprises (SMEs).

But what does this mean for FM procurement, and how can Sitemark support your organisation in adapting to the new requirements?

Understanding the Key Changes:

The Act consolidates four existing procurement laws into a single framework, aligning with the UK Government’s Transforming Public Procurement programme. Some of the key changes include:

New notices to enhance transparency, including notices on payment for large public contracts

Authorities will be encouraged to divide large contracts into smaller lots to even the playing field for SMEs

New reporting requirements for both the procurement process and the ongoing maintenance of the contract

How Sitemark Can Help?

At Sitemark, we specialise in FM procurement and tender management for public and private organisations. Our expertise in FM tendering ensures your procurement strategies remain compliant while driving efficiency and cost-effectiveness. We provide support in:

Understand the requirements of the new Act, including creating new procedures that need to be followed, e.g., competitive flexible procedure and other routes to market.

Align your current procurement practices with the Act, focusing on social value goals and sustainability criteria.

Transition to digital platforms to ensure compliance with the government’s push for digital-first procurement processes.

Reduce non-compliance risks and maximise the value of your contracts.

Our Five-Step Approach

We understand that adapting to new procurement regulations can be complex. That’s why we offer a structured, end-to-end approach:

1. Initial Consultation/ Expression of Interest (EOI): We take the time to understand your current procurement processes, identify your key challenges, and set objectives for compliance and improvement.

2. Procurement Gap Analysis: We conduct a detailed review to identify areas where you’re not compliant with the new rules, any inefficiencies, and opportunities for improvement.

3. Strategy Development: We design a tailored procurement strategy incorporating social value objectives, cost efficiency, and sustainability goals. This ensures compliance and supports long-term value.

4. Implementation: We support you throughout the implementation phase, including:

• Facilitating the tender process with robust documentation and evaluation frameworks.

• Assisting with supplier selection and contract award processes to ensure transparency and alignment with the new regime.

• Providing mobilisation and ongoing contract management support to achieve efficiency and effectiveness and making the project a resounding success in the long run.

5. Ongoing Review & Monitoring: Post-implementation, our expert team can regularly review your procurement procedures to ensure they remain compliant and effective. We’ll also track and monitor implemented contracts and suggest continuous improvements to ensure you’re ready for future regulatory updates.

Why Choose Sitemark?

With over 20 years of experience in FM procurement, Sitemark has a proven track record of reducing procurement lead times and ensuring seamless compliance with evolving regulations. Our industry expertise and strategic approach make us the ideal partner to help your organisation navigate the complexities of the new Act.

Act Now – Stay Ahead of the Changes. With the new regulations, now is the time to future-proof your procurement strategy. Contact Sitemark today to book a consultation and ensure your organisation remains compliant and competitive.

Learn more: sitemark.co.uk/fm-tender-procurement

Fitter, Happier, More Productive:

Jason

Petsch, founder

and

CEO

of OUTCO addresses how Facilities Managers Can Leverage Outdoor Spaces

As organisations refine their return-to-office strategies, workplace design is evolving to prioritise collaboration, well-being, and productivity.

While hybrid working models remain popular, businesses are increasingly recognising the need to make physical workspaces more appealing and effective. This shift has led to a growing interest in how outdoor environments can be leveraged to enhance employee experience and operational efficiency.

A key concept emerging in this area is biophilic design – the practice of integrating natural elements into built environments. Research has shown that exposure to nature in the workplace can lead to increased well-being, reduced stress, and improved productivity.

Facilities managers, who play a pivotal role in shaping workplace environments, are uniquely positioned to implement strategic enhancements to outdoor spaces, ensuring they contribute to both employee satisfaction and business objectives.

The Business Case for Investing in Outdoor Spaces Beyond aesthetic appeal, well-maintained outdoor spaces offer tangible business benefits. A 2023 study conducted by PLP Architects, Loughborough University, and the University of Reading found that every £1 invested in biophilic design could yield up to £2.70 in value through enhanced productivity.

The modern workplace is no longer confined to four walls

Previous research by the University of Oslo also demonstrated that access to nature reduces stress and prevents fatigue during highfocus tasks.

Additional studies support the idea that biophilic workplaces contribute to overall business success. A Human Spaces study found that employees in nature-rich offices reported 13% higher well-being and 8% greater productivity.

Given that employee engagement is closely linked to organisational performance, these findings suggest that investing in outdoor spaces is not just a luxury but a strategic necessity.

Rethinking Grounds Maintenance as a Strategic Asset

Traditionally, outdoor maintenance has been viewed as an operational cost rather than a strategic investment. However, by shifting this perspective, facilities managers can turn outdoor areas into assets that enhance productivity, support sustainability goals, and improve the overall workplace experience.

Practical approaches to optimising outdoor spaces include:

Planned landscape management: Developing a structured plan to ensure green spaces remain attractive, functional, and welcoming throughout the year.

Sustainable and biodiversity-focused enhancements: Introducing features such as wildflower meadows, which require less maintenance than traditional lawns while boosting biodiversity.

Vertical greenery solutions: Installing living walls or green roofs in areas with limited external space to improve air quality and aesthetics.

Employee engagement: Involving staff in the planning process to ensure outdoor spaces meet their needs, whether through seating areas, quiet zones, or fitness facilities.

By incorporating these elements, organisations can create outdoor environments that serve as extensions of the workplace, fostering collaboration, relaxation, and overall well-being.

Practical Steps for Facilities Managers

For those looking to enhance outdoor spaces, the following steps can help guide the process:

1. Define Clear Objectives: Establish a landscape management plan with short, medium, and long-term goals that align with broader organisational strategies.

2. Balance Investment and Sustainability: Consider cost-effective improvements, such as sustainable planting or habitat creation, that require minimal ongoing maintenance.

3. Think Beyond Aesthetics: While curb appeal is important, the real value lies in how outdoor spaces contribute to employee engagement, productivity, and environmental compliance.

4. Align with Corporate Social Responsibility (CSR) Goals: Enhancing biodiversity and incorporating sustainable water management solutions can support compliance with biodiversity net gain regulations.

The Future of Work Includes Nature

The modern workplace is no longer confined to four walls. As businesses seek ways to improve employee well-being and productivity, outdoor spaces are becoming an increasingly valuable component of workplace design. Facilities managers who take a proactive approach to integrating nature into the built environment can help create workplaces that are not only more sustainable but also more engaging and effective.

By viewing outdoor spaces as strategic assets rather than maintenance burdens, organisations can unlock significant benefits—from improved employee well-being to enhanced corporate reputation and long-term cost savings.

As research continues to highlight the value of biophilic design, the role of outdoor spaces in the future of work is set to grow, making now the perfect time for facilities managers to rethink how they manage and invest in their external environments.

Organisations can create outdoor environments that serve as extensions of the workplace, fostering collaboration, relaxation, and overall well-being

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We organise in-person and online roundtable events designed to sit you next to the people who matter most to you 5,000 Over

Talk to us about how our websites, online sales activity and social media team can help you to win work 24/7

Let us take your work winning profile enhancement activities to a place that you don’t yet know exists! We drive enquiries!

Latest appointments of senior FM professionals

FM Director will publish an overview of the industry’s latest senior new starters and details of their roles in each of its monthly publications

Hannah Catley (pictured) and Gary Maclean have joined hospitality business BaxterStorey as chef partners to the business.

Maclean is Scotland’s first governmentappointed national chef, a role in which he promotes locally sourced and locally produced food and drink, as well as healthy and sustainable eating and food education in Scotland. An executive chef lecturer at City of Glasgow College, he won BBC’s MasterChef: The Professionals in 2016.

Catley, meanwhile, is a Bristol-baked baker and owner of Lockdown Loaves and Catley’s. Formerly a pastry chef at Chiltern Firehouse in London, she started Lockdown Loaves during the Covid-19 pandemic, delivering baked goods in her hometown.

She will play a key role in strengthening BaxterStorey’s commitment to craft baking, sharing her expertise to elevate team members’ skills. She will support the BaxterStorey Chef Academy with hands-on training while also supporting pastry skills development at client location kitchens.

The Building Cost Information Service (BCIS) has appointed Richard Linstead as CEO, with James Fiske appointed to the new role of executive director.

Richard, who has been with the business for two years in his role as chief product and technology officer, brings more than 25 years of experience in leading product, commercial and technology across fintech, media and professional services. He has already played a vital role in delivering technology and process improvements to enhance customer experience and business operations at BCIS.

Under James’s leadership the business has grown ARR by 100 per cent in under three years since it separated from RICS in 2022 with the support of investor LDC.

In this time, BCIS has expanded its operations, doubled its headcount, transformed its product offering and built capabilities for new and emerging data areas such as carbon. His decision to move into a newly formed executive director role will enable James to continue to develop BCIS’s relationships in built environment data and advocate for the important role data plays in decarbonisation.

Sodexo UK & Ireland has announced the appointment of Bill Buchan as HR Director, as the leader in sustainable food and valued experiences continues to drive growth in the region.

With strong experience in building, developing and engaging high performing teams across different countries, Bill’s appointment comes at an exciting time for the region and is anticipated to play a key role in driving ever-greater service excellence amongst teams working on client sites and ensuring the organisation has the right talent to support its continuing growth. Bill will join the UK & Ireland regional leadership team, while maintaining his role within Sodexo’s global HR leadership team.

Bill joined Sodexo in 2009 as HR Director for Health & Care in the UK and Ireland, before progressing onto various senior global HR roles within Sodexo, his last role being Senior Vice President for Sodexo’s global HR operations, where he was responsible for the HR strategy through to the execution of strategic HR projects.

The all-new FMBD newsletter

Monday

Hard services and construction focus

Wednesday

Soft services focus

Friday

A combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry

Cloud has made a key appointment to ensure the strategic influence of operations at board level, with Katie Harvey promoted to the executive board as group director of operations.

As we continue to expand our UK operations and in recognition of the influence of the operations team on our business success, we’re excited to announce the promotion of our group operations director, Katie Harvey, to our executive board.

With ten years of dedicated service at Cloud, Katie has demonstrated exceptional leadership across various domains, from reshaping helpdesk support to account management and supply chain optimisation. Since taking on the role of director of operations, Katie has spearheaded transformative initiatives in client service delivery.

“I’m excited to take on this role at such a pivotal time for the company. My goal is to build on our strong client relationships, ensuring our operations remain agile, customer-focussed, and future ready. I’m looking forward to working closely with our teams to drive sustainable growth and innovation through our ground-breaking technologies, optimising client experience, and furthering our culture of continuous improvement, in line with our company values.”

Apleona‘s stated aim is to expand its marketleading position as an integrated facility management company in Europe. In addition to growth in Germany and abroad, the company’s continuous development and professionalisation in the areas of innovation, digitalisation and decarbonisation of buildings (“Green Real Estate”) are crucial to achieving this.

To this end, the Apleona Group is expanding its Executive Board to include the position of Chief Transformation Officer (CTO) and appointing Dr Pascal Engel to the Executive Board as of 1 April 2025. In the future, all functions and competences relevant for the further digital transformation and professionalisation of the company will be bundled in the division for which he will be responsible. These are IT & ERP, AI & Data Analytics, Operational Efficiency, Digital Customer Solutions and Green Real Estate.

Leading contract caterer, Elior UK has announced the appointment of Ian Miller to its leadership team as chief commercial and procurement officer. In his new role, Miller will lead Elior’s procurement and commercial functions, to explore new commercial opportunities and drive strategic growth.

Miller has been a valued member of Elior since joining the company in 2006 as an assistant management accountant. He went on to become senior commercial accountant, divisional finance director and head of financial planning and analysis. Over the years, Miller has demonstrated consistent professional growth, contributing significantly to the company’s commercial success.

With extensive industry knowledge and commercial expertise, Miller has played an instrumental role in Elior’s acquisitions, including Lexington, Taylor Shaw, Caterplus, and Edwards & Blake. A strong advocate for career development, he is committed to fostering internal talent and supporting the professional growth of colleagues across the business.

Elior UK has appointed Mark Webber as its new food development director. Webber will spearhead the development of innovative food strategies innovations and lead the central food team in delivering the high-quality service Elior is renowned for.

Webber will manage Elior UK’s central menu creation ensuring it is strategically aligned with Elior’s near-term Net Zero and carbon reduction commitments for 2030. He will also oversee Elior’s supplier partnerships and chef collaborations, ensuring a unified approach to both sustainability and quality.

In addition, Webber will also help expand Elior’s street food partner network ‘Street Kitchen Collective’, a dynamic collection of own-brand concepts and street food partners bringing together flavours from around the globe.

Webber has more than 25 years’ experience in the contract catering industry in roles such as group executive chef, head of culinary defence, director of food and culinary director. Webber’s extensive industry experience has earned him a respected reputation in the culinary space, making him the ideal candidate to lead Elior UK into its next chapter of innovation.

LMark Webber, food development director, Elior said: “Joining Elior at such a dynamic time for the catering industry is an exciting new challenge. I’m looking forward to working with Elior’s talented development team to continue delivering great tasting, nutritious meals whilst integrating new partnerships and innovation to delight our customers. It’s never about blindly jumping on the latest trend, it’s about carefully considering all the options and curating the best tailored solutions for our customers.”

aura Walker has been appointed as growth director for Sodexo UK & Ireland’s Corporate Services and Energy & Resources business. Laura has over 15 years’ experience working across real estate, FM, F&B and hospitality for companies across a range of sectors and industries.

In her new role Laura will drive Sodexo’s growth in the delivery of food and workplace services, and facilities management to some of the world’s most recognisable brands. Sodexo’s corporate services and energy & resources business operates across a range of different environments including headquarters, regional offices, data centres, manufacturing centres and research and development hubs through to offshore platforms, refineries and remote sites.

Lynsey O’Keefe, CEO Corporate Services and Energy & Resources Sodexo UK & Ireland said: “We are delighted to welcome Laura to our team. She has a strong background with both B2B and B2C brands and is a commercially astute director who has delivered profitable net growth for both private and PLC organisations. With her extensive experience and results driven mindset, Laura will help us continue to drive our growth in the delivery of sustainable, nutritious and delicious food choices, and valued experiences in the workplace.”

ISS UK & Ireland (ISS) has appointed Colin Hamilton into a newlycreated role of Managing Director, Capital Projects. The creation of this new role reflects a growing market for solutions to a range of building, refurbishment, and sustainability challenges across the built environment.

Colin’s appointment will help ISS leverage and augment its capital projects capability to service this expanding range of client needs and meet its own ambitious growth targets.

Colin is a Chartered Civil Engineer with more than 35 years’ experience in capital projects management, in both the public and private sectors. In a consulting capacity, he joined ISS in December 2024 to independently review the company’s capital projects offering and suggest ways to deploy inhouse expertise to build stronger, deeper, and more valuable client partnerships.

In his new role, Colin will lead a central team, working closely with the company’s network of key account directors and managers to provide the bespoke solutions their clients need.

Specialist contractor Composites Construction UK operates throughout the UK and Europe. Using innovative methods, we carry out structural strengthening and repairs to concrete, timber, and masonry structures. contact@fibrwrap-ccuk.com www.fibrwrap-ccuk.com 01482 425250

Integral Cradles Ltd. delivers permanent façade access solutions across the UK, specialising in high buildings with unique specifications and demands. A whole life-cycle solution. kevin@i-cradles.com www.i-cradles.com 0845 074 2758

FASET is the established trade association and training body for the safety netting and temporary safety systems industry. We support members with guidance, training, and exclusive benefit schemes. enquiries@faset.org.uk www.faset.org.uk 01948 780652

For almost 30 years Julius Rutherfoord has been passionate about providing professional cleaning services to some of the most prestigious organisations in the London area. info@juliusrutherfoord.co.uk

https://www.juliusrutherfoord.co.uk/ 020 7819 6700

GIND UK delivers ambitious projects in challenging environments. Our London-based engineering and design team specialises in bespoke access system maintenance for the world’s most iconic buildings. info@gind.uk www.gind.uk

0800 448 8884

Lemon Contact Centre is a leading contact centre for the FM industry. Leveraging 20 years’ of expertise, our 24/7 contact centre services provide unparalleled flexibility, scalability and resilience for your business.

Lemoncontactcentre.co.uk

0800 612 7595

neutral carbon zone (NCZ) is a full-service platform that gives you the tools your company needs to make the transition to a carbon neutral business and beyond. gozero@neutralcarbonzone.com www.neutralcarbonzone.com

0845 094 5976

SAEMA has a long history in delivering the best training and guidance in the temporary and permanent suspended access industry. We are committed to advancing safety through raising the standards in best practice. info@saema.org https://www.saema.org/ 01948 838616

Project Management Global is a media platform and community for professional project managers. Providing informative news, industry insights, career support, resources and jobs for project managers across the globe. news.pm-global.co.uk

Seddon Management Services strives to offer the best solutions for trade associations to keep their members safe and compliant. becky@managementandauditing.co.uk www.seddonmanagementservices.co.uk 07854 226251

Premier Technical Services Group Ltd (PTSG) is the UK’s leading provider of specialist services to the construction and facilities management sectors. info@ptsg.co.uk https://www.ptsg.co.uk/ +44 (0) 1977 668 771

YorPower is one of the industry’s most trusted providers of back-up power solutions (generators and UPS) for customers in a wide variety of sectors, both in the UK and around the world. sales@yorpower.com www.yorpower.com 01977 688155

Smarter. Slicker. More Targeted.

Presenting FM Business Daily 2.0.

FM is evolving... so are we! As part of our new look, Business Daily will provide smarter, more targeted news and insights three times per week, on Mondays, Wednesdays and Fridays.

The all-new FMBD newsletter

Three per week

• Monday: hard services and construction focus

• Wednesday: soft services focus

• Friday: a combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry

As our name – FM Business Daily – suggests, we’re still updating our website every single day with all the latest stories and updates from all the FM sectors. Check it out to stay in the loop!

We hope you are as excited as we are about the new look FMBD newsletter, and we’d love you to get in touch if there’s anything you’d like to discuss or feature in an upcoming issue.

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No one does more to support Britain’s buildings

PTSG Electrical Services Ltd is the UK’s leading provider of lightning protection services and electrical compliance services.

With five independent business divisions delivering the full range of specialist services, PTSG ensures buildings of all kinds are safe, clean and compliant – in all sectors.