FM Director June 2025

Welcome to the June edition FM Director

This month we have lots of insightful interviews for you, such as our latest cover star – Cleanology’s Kate Lovell. I caught up with Kate earlier this month to discuss all things Cleanology, including their recent major rebrand and how she is driving change from the heart on her journey to transform cleaning services.

I also spoke to Jim and Joe Fitzsimmons from Shadow Security Limited about how they have recently become one of only a handful of UK firms to secure both ACS (Approved Contractor Scheme) and CSAS (Community Safety Accreditation Scheme) accreditation - a combination that places them in truly exclusive territory.

In addition, we also hear from The Hill Club who is celebrating a decade of connection, recognition and purpose, Heliot Europe, who explains how IoT technology could help lead to a smarter EV charging network, and Keynetics, who tells us how they are revolutionising the world of access control.

And as if that wasn’t enough, we also hear from other industry leaders such as SSIP, PTSG, Siemens and VJ Technology Group.

As always, I hope you enjoy this edition, and remember, please do reach out to me if you have anything you’d like to share about this fantastic industry.

Thanks,

Claire Middleton

claire.middleton@businessdailygroup.co.uk

01482 782287

fmdirector@fmbusinessdaily.com

Driving change from the heart: Kate Lovell’s journey to transform cleaning services

Speaking exclusively to FM Director, Kate Lovell, Marketing and ESG Director at Cleanology, shares her impressive career progression, the company’s ambitious rebrand, and how putting people and planet first is reshaping the cleaning industry

Revolutionising access control: from retail to technology leadership The dishwasher analogy perfectly captures the problem facing Britain’s facilities managers today. “It’s like we’ve got a dishwasher at home that needs changing, but as long as it still kind of works, I’ll keep it going,” explains Stuart Wheeler, Managing Director of Keynetics. But when it comes to building access control, that reluctance to change is costing organisations dearly

In the flexible working era… Do you really know who is in your building?

By Paul Scott CTO of Matrix Booking

Managing Editor

Claire Middleton

Designer and Production Manager

Chris

Cassidy

Jackaman

Managing Director

Cheryl Ellerington

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2025 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

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Louise Bristowe-Harrison

Driving change from the heart: Kate Lovell’s journey to transform cleaning services

New software helps FM organisations overcome tough challenges

From Reaction to Prediction: Rethinking HVAC Maintenance Strategies

Setting New Standards in Security Excellence: Shadow Security Limited

The Hill Club’s Summer Thames Cruise: Celebrating a Decade of Connection, Recognition and Purpose

Revolutionising access control: from retail to technology leadership

Three Decades of Water Safety Excellence

Neo Property Solutions and Indepth Services unite expertise to tackle widespread compliance challenges facing facilities managers

Why the summer ‘off season’ is the ideal time to keep your premises safe and compliant

In the flexible working era… Do you really know who is in your building?

Cradles’

at 1 Leadenhall

Driving change from the heart: Kate Lovell’s journey to transform cleaning services

Speaking exclusively to FM Director, Kate Lovell, Marketing and ESG Director at Cleanology, shares her impressive career progression, the company’s ambitious rebrand, and how putting people and planet first is reshaping the cleaning industry

From head of marketing to board member in just two and a half years, Kate Lovell’s rapid ascent at Cleanology is testament to both her drive for change and the company’s commitment to recognising talent from within.

Now wearing dual hats as Marketing and ESG Director, Kate described joining the board as “probably one of the proudest moments of my career”. Her role encompasses the full spectrum of marketing strategy, from brand positioning and digital marketing to internal communications, whilst simultaneously leading the company’s environmental, social and governance initiatives.

It’s a demanding brief, but one that perfectly encapsulates Cleanology’s holistic approach to business transformation.

Rebranding with purpose

The catalyst for much of Kate’s recent work has been Cleanology’s major rebrand: a year-long “labour of love” that went far beyond superficial changes to fundamentally redefine the company’s value proposition.

“We only had two colours, a logo and one font,” Kate explained. “We really needed to identify what our value proposition was: why people would buy from us and why our suppliers and customers choose us.”

The process was notably democratic and authentic. Focus groups included the company’s youngest and oldest clients, alongside representatives from the Living Wage Foundation, the Hygiene Bank, suppliers, and crucially, team members.

Kate and founder Dominic were deliberately excluded to ensure genuine, unfiltered feedback.

“We really wanted it to be authentic and to really get to the bottom of what Cleanology is and who Cleanology are,” she said.

The outcome was a clear articulation of three core principles: “right for our people, right for the planet, right for the future”, encapsulated in a new heart-shaped logo whose three colours represent each commitment.

People-first philosophy

The “right for our people” commitment isn’t merely corporate rhetoric at Cleanology. The company’s statistics speak volumes: 78% of cleaners progress to become managers, with most promotions, including Kate’s own, coming from within. The retention rate stands at an impressive 96%.

We love our people, we do a lot to mentor and grow our people

“We are a people-first business,” Kate emphasised. “We love our people, we do a lot to mentor and grow our people. We like to bring them up through the ranks and give them all of the training they need.”

This extends to practical support including English lessons for those lacking confidence, workplace conversation programmes, and comprehensive training initiatives. The company has recently launched a dedicated training team focused specifically on cleaning operatives.

“Every birthday is celebrated, we do cleaner of the month competitions, we give rewards, enable them to earn things like days off and vouchers, we have family parties for everybody,” Kate added.

“If you ask anybody here in the business, they would say the best thing about Cleanology is the people.”

ESG leadership

Kate’s ESG responsibilities reflect Cleanology’s serious commitment to sustainability and governance. The company is on track to become B Corp certified by year-end and holds MSDUK certification. Current projects include developing science-based targets for net zero goals and working towards EcoVadis medals.

But it’s the partnership approach with clients that sets Cleanology apart. “We’re starting to work with our customers on actually reducing the carbon that we emit on their sites, swapping things out to make them more sustainable, and really helping to support them along their net zero journeys almost on a consultancy basis,” Kate explains.

This consultative approach extends beyond environmental concerns to social impact. Cleanology’s gold partnership status with the Hygiene Bank came not just through financial contributions but by driving awareness across the FM industry, enabling additional donations from suppliers and partners.

Industry transformation

Kate’s passion for sector-wide change is evident in her approach to diversity and inclusion. She’s launching a Women in FM movement designed to build community and inspire more women to join the industry – something particularly close to her heart as one of three women on Cleanology’s board.

“There’s so much opportunity to drive change not just in cleaning but also in the FM industry,” she reflected. “I think we’ve got some really talented, amazing people within the industry, and I’m just proud that I can trailblaze and try to change the way we do things.”

Her efforts haven’t gone unnoticed. Despite being in the FM industry for just over two and a half years, Kate was recently recognised as one of the top 50 workplace leaders, nominated by former colleagues for driving cultural change.

Partnership-centric future

Looking ahead, Kate sees Cleanology’s future firmly rooted in partnership working. The rebrand’s emphasis on being “right for the future” reflects the company’s innovative, fast-paced approach to a rapidly expanding national operation.

“We want to be a part of their future and a partnership,” Kate explains of client relationships. “It’s about building on those promises and helping our customers deliver measurable change.”

This philosophy extends to the company’s approach to competition. Rather than simply ticking boxes, Cleanology positions itself as genuinely “walking the walk and talking the talk” - a positioning that resonates strongly with clients seeking authentic sustainability partners.

The road ahead

As Cleanology continues its transformation journey, Kate’s dual role reflects the integrated approach that modern FM service providers must adopt. The convergence of marketing, sustainability, and operational excellence isn’t coincidental - it’s essential for companies serious about long-term success.

“We’re not just ticking boxes,” Kate concluded. “Our clients pick us because of these reasons – we’re walking the walk and we’re actually talking the talk as well.”

For an industry often perceived as traditional, Kate Lovell and Cleanology represent a new generation of leaders and companies prepared to challenge conventions, prioritise people and planet alongside profit, and build genuine partnerships that deliver measurable change.

In doing so, they’re showing how the most successful cleaning companies are those that clean up business practices as thoroughly as they clean buildings. Our clients pick us because of these reasons

– we’re walking the walk and we’re actually talking the talk as well

New software helps FM organisations overcome tough challenges

By Mark Pettit, COO at VJ Technology Group

Facilities management (FM) companies in the UK are navigating a complex landscape, shaped by economic pressures, regulatory demands, technological advancements, environmental targets and workforce challenges.

In my view it is one of the most challenging industries which is why it was front of mind when it came to expanding the sectors we are targeting for our new software solution, Opus.

Originally designed for the construction industry

The Opus software, designed by the Group’s software arm Sellfware, was originally created to support our award winning iStore product, a unique, onsite procurement solution designed to reduce costs, improve cashflow and productivity, whilst limiting the impact of deliveries on the environment.

It brings a warehouse to any site (literally) in bespoke modular shipping containers to act as vending machines, so fast-paced infrastructure projects can be fed a constant supply of their most used products that can be clicked and collected in a matter of minutes directly on-site at the point of need.

Developed for the FM sector

Following significant Group investment, Opus has now been further developed as an autonomous product management platform including secure access with complete control and security of inventory remotely with robust security measures. It gives FM organisations the ability to provide onsite, 24/7 access to essential items. It can be used to transform existing on-site stores, or power stand-alone, staff less mini warehouses with intelligent stock control, multi-point security and a click-and-collect web ordering system to ensure staff and contractors have the supplies they need to provide the right service at the right time.

It can be used to support large operations or mobile teams covering multiple sites that require a high volume of supplies but have little or no secure space available to store essential items, which can lead to a drop in service quality or mean additional costs for re-supply as well as the risk of duplicated costs, increased travel time, or inefficient supply-chains.

Helping to mitigate key challenges

By giving teams immediate access to critical items as and when they need them from access-controlled rooms or stand-alone stores, with automated trigger levels for reordering, it improves availability and reduces unwanted stockouts or unplanned delays waiting for deliveries to local teams.

Real-time stock levels are viewable in a dashboard to positively impact cash, negating the need to pre-order stock in advance and removing unnecessary delivery costs and reducing carbon emissions.

These are challenging times for the FM sector, and we are on a mission to de-risk the supply chain. Everything we do revolves around how we can make things easier and better for the customer and Opus is just another step in this journey and is absolutely a part of our long-term growth strategy.

At VJT we are committed to using innovation and technology to bring supply chain value to customers and Opus is the latest initiative to support this.

We have worked hard to foster a culture that nurtures this and sits alongside the customer focus which been at the heart of the development of our business in recent years.

These are challenging times for the FM sector, and we are on a mission to de-risk the supply chain

From Reaction to Prediction:

Rethinking HVAC Maintenance Strategies

In the world of HVAC, maintenance is no longer just about fixing what’s broken – it’s about predicting what will break before it does

As buildings become smarter and more reliant on digital systems, maintenance strategies are evolving too.

We’re seeing a major shift from traditional reactive maintenance toward predictive and condition-based maintenance models that leverage data and analytics to increase reliability and reduce costs.

Here, Dayton Palen, CEM, LEED GA, Business Development Manager at Siemens Smart Infrastructure USA, explores how these strategies differ, why the shift matters, and what it really takes to implement predictive/proactive maintenance in today’s buildings.

Understanding the Maintenance Spectrum HVAC maintenance strategies can be visualised along a spectrum, ranging from purely reactive to highly prescriptive.

Reactive maintenance is the most traditional form – systems are left to run until failure occurs, at which point emergency service is required. Preventive maintenance takes a slightly more proactive approach by servicing equipment at regular intervals, such as every six months, regardless of actual wear or performance.

Condition-based maintenance (CBM) introduces real-time monitoring into the equation. By using sensors to assess equipment condition, maintenance is only performed when data indicates it’s necessary.

Predictive maintenance builds on this by using historical data and analytics to forecast potential failures, allowing action before a problem even manifests.

The most advanced strategy, prescriptive maintenance, not only predicts issues but also recommends specific actions based on the likely outcomes.

These approaches reflect an evolution in maintenance thinking –one that shifts from reacting to problems to preventing them in the most efficient, data-informed possible way.

The Hidden Cost of Reactive Maintenance

While reactive maintenance may appear simple and cost-effective on the surface, it often leads to deeper, more expensive problems over time. Unplanned downtime is one of the most immediate risks.

HVAC systems are prone to failure under peak load conditions –for example, during heatwaves or cold snaps – which can lead to uncomfortable indoor environments, tenant complaints, and, in commercial real estate, the risk of losing tenants altogether. In mission-critical facilities like hospitals or data centres, downtime can jeopardize safety or disrupt operations entirely.

Beyond downtime, reactive maintenance results in much higher emergency repair costs. These include premium charges for afterhours labour, expedited parts shipping, and inefficient use of internal staff. Often, the urgency leads to temporary fixes rather than sustainable, long-term solutions.

Failures rarely occur in isolation. One component breaking down can strain or damage others. A failed fan motor, for instance, might overheat adjacent sensors or wiring. Similarly, issues like clogged condensate lines or refrigerant leaks can cause water damage or mould growth. These secondary effects multiply the cost and complexity of repairs.

Running systems to the point of failure also reduces their operational lifespan. Motors, bearings, compressors, and other components degrade faster when operating under stress. Issues like vibration, heat, and restricted airflow – often symptoms of neglect – shorten equipment life significantly.

ASHRAE data suggests that systems under reactive maintenance may last five to ten years less than those maintained proactively.

Lastly, there are serious safety and compliance risks. Poor air quality, undetected leaks, or temperature control failures can result in OSHA violations or noncompliance with ASHRAE standards, particularly ASHRAE 62.1, which regulates indoor air quality and ventilation. In regulated industries, this can lead to legal penalties or reputational harm.

Equipment Type Median Life (Reactive) Extended Life (Predictive)*

Rooftop Units ~ 15 Years 1-7 Years

Centrifugal Chillers ~ 20 Years 1-7 Years

Challenges of Going Predictive/Proactive

Shifting to a predictive/proactive maintenance strategy offers clear benefits, but it comes with its own set of challenges. One of the largest barriers is the upfront investment required. Sensors, data acquisition systems, and analytics platforms must be installed and integrated with existing HVAC infrastructure, which can be costly.

Data management also poses a significant challenge. Predictive/ proactive maintenance generates a constant stream of information that must be collected, stored, and analysed in real-time. Without proper IT infrastructure and trained personnel, this data is underutilised or misinterpreted.

*Source: ASHRAE. According to the ASHRAE Service Life and Maintenance Cost Database, median service life for HVAC components is often shortened under reactive strategies.

Shifting to a predictive/ proactive maintenance strategy offers clear benefits, but it comes with its own set of challenges

Many buildings still operate on legacy systems that may not be compatible with modern sensors or platforms, requiring either upgrades or creative integration. At the same time, technicians and maintenance teams must be trained to understand and act on the insights these systems provide – a major cultural and educational shift for some organisations.

Finally, successful implementation often depends on vendor coordination. Building operators must select and manage thirdparty tools and services that work within their broader ecosystem.

Benefits of Shifting to Predictive and ConditionBased Maintenance

Despite these obstacles, the advantages of moving toward predictive and CBM strategies are compelling. One of the most immediate benefits is the significant reduction in unplanned downtime. By identifying issues before they lead to failure, operators can schedule maintenance during off-peak hours, minimising disruptions to building occupants. Analytics and maintenance providers report that predictive strategies can reduce unplanned downtime by up to 50% (McKinsey & Company, 2025).

There are also considerable financial benefits. Predictive/ proactive maintenance ensures systems are only serviced when needed, avoiding unnecessary inspections and part replacements. Emergency repair costs are dramatically reduced, and budgets become more predictable. Siemens estimates that organizations can lower overall maintenance costs by 25% to 40% through predictive practices (SIEMENS, 2025).

These strategies also extend equipment lifespan. By preventing problems like short-cycling, overheating, and unbalanced airflow, systems experience less stress and wear. ASHRAE reports that predictive maintenance can extend the life of HVAC equipment by five to ten years, which delays capital expenditures and reduces long-term costs (ASHRAE, 2025).

Energy efficiency is another key advantage. Well-maintained systems run more efficiently, consuming less energy. Predictive analytics can fine-tune operations in real time, adjusting temperature setpoints or airflow based on occupancy trends or environmental data. The U.S. Department of Energy estimates potential energy savings of 10% to 20% in facilities using predictive maintenance (U.S. DOE, 2025).

Planning and resource allocation also improve dramatically. With better visibility into asset health, facility managers can allocate technician labour more effectively and manage parts inventory based on actual need. This proactive approach turns maintenance from a reactive chore into a strategic function.

Perhaps most important is access to data-driven insights. Facility managers can benchmark performance across multiple assets or sites, identify patterns, and make smarter decisions about upgrades, retrofits, and replacements.

When integrated with a building management system or digital twin, predictive systems can provide real-time optimisation and forecasting tools that transform how buildings are managed.

A Smarter Future for HVAC

The evolution toward predictive and condition-based maintenance reflects a broader transformation in building management – one rooted in data, foresight, and continuous improvement.

By adopting these strategies, building owners and operators can improve reliability, reduce costs, extend asset life, and improve occupant comfort and safety.

While the path to predictive maintenance requires investment and change, the long-term benefits make it one of the smartest moves a building owner/operator can make. The future isn’t reactive – it’s predictive, and it’s already here.

A legacy of careful cleaning

Over 30 years ago, JR&Co was founded on a clear principle: to prioritise both care for the work that we do and for the well-being of our people.

This enduring commitment is reflected throughout our organisation today. It drives the high quality service for which we’re known and our commitment to being a force for good in business.

Because we only clean in and around London, our people and resources are always close to our customers. And we’ll never let them get stretched too thinly. They’ll always have enough space and time to respond to your needs.

To find out how our approach to careful cleaning can make a positive impact on your premises, just get in touch.

We think you’ll notice the difference.

Setting New Standards in Security Excellence: Shadow Security Limited

The family-run security firm has recently achieved the CSAS accreditation

In an industry where differentiation often comes down to price rather than capability, Shadow Security Limited has quietly achieved something admirable.

The family-run company has built on its history of providing bespoke security solutions and has added CSAS (Community Safety Accreditation Scheme) to its long-held SIA Approved Contractor Scheme – a combination that places them in truly exclusive territory.

“We are delighted to add CSAS possibilities to our service offering,” explains Joe Fitzsimmons, Director at Shadow Security Limited, speaking alongside his father Jim, the company’s founder.

“Only about 7% of the UK’s vast number of security companies hold ACS accreditation, and of those relatively few also have CSAS approval.”

Above: Jim Fitzsimmons (left) and Joe Fitzsimmons (right)

Police Powers for Private Security

The CSAS accreditation, established by an Act of Parliament in 2002, is no ordinary qualification. Managed entirely by the UK police authorities with senior police officers serving on its board of directors, the scheme grants private organisations certain extended powers over and above to those those of a SIA security officer which can be to the operational benefit of the client as well as the local community.

However, there’s a crucial caveat, these enhanced capabilities can only be deployed with the explicit agreement of local chief constables.

“CSAS is a excellent initiative but not something that can be rolled out without full scrutiny and due process” Jim Fitzsimmons clarifies. “We apply to the chief constable of the policing area in which the officer might add value and then based on benefits to the local community as well as client need, and they decide if CSAS would be appropriate and how many officers we can train up for that specific requirement.”

The potential applications are significant. Picture a shopping centre struggling with antisocial behaviour issues, where traditional security measures have proven insufficient. With CSAS accreditation, Shadow Security Limited could potentially deploy officers with enhanced powers to address such challenges more effectively – but only after securing police approval and completing the necessary training.

Vision Meets Reality

As the company pursues an ambitious growth strategy, clients can be assured that all manner of enhanced security services are available immediately when circumstances demand them.

“Our existing clients are excited by the possibilities,” Joe says. “It’s about being able to offer that elevated level of service when it’s genuinely needed.”

The family’s vision extends beyond commercial success to genuine community impact. - CSAS is certainly an opportunity to utilise Shadow Security Limited officers to enhance the quality of life in areas in which they operate.

The Police Experience

Shadow Security Limited’s success in the market to date has to a large part been as a result of a strong policing management influence. Jim’s police background, combined with management staff boasting over 20 years of police experience was certainly helpful during the rigorous application processes for both ACS and CSAS.

“Having that police background has been massively important,” Joe explains. “There’s always overlap between police matters and business operations in security This police experience proves invaluable in day-to-day operations. Clients frequently face situations requiring police involvement, and Shadow Security Limited’s expertise helps navigate these interactions effectively.

Setting the Standard

The security industry faces increasing constant pressure to improve and professionalise given the challenges society faces. “The security business is very dynamic and quickly adjusts to the needs of the clients and community” Joe says.

Community safety, client satisfaction – it all connects. A happier, safer area means happier clients and happier clients contribute to safer communities

“We believe that adding a CSAS option where appropriate to our bespoke approach to security provision we will stay ahead of the curve.”

Looking Forward

Operating UK-wide, Shadow Security Limited now finds itself in a strong position to expands what services they can offer clients while contributing to broader community safety.

“It’s about delivering the best service we can while actually helping people,” Joe emphasises. “Community safety, client satisfaction - it all connects. A happier, safer area means happier clients and happier clients contribute to safer communities.”

As the security landscape continues evolving, Shadow Security Limited’s dual accreditation positions them not just as service providers, but as genuine partners in community safety. In an industry often characterised by a race to the bottom on price, they’ve chosen to compete on capability instead.

The Hill Club’s Summer Thames Cruise: Celebrating a Decade of Connection, Recognition and Purpose

As the Cleaning & Support Services industry continues to evolve, one name stands out for its unwavering commitment to fostering unity, celebration, and social purpose across the sector: The Hill Club

This year marks a significant milestone for the organisation as it celebrates a remarkable 10 years of service to the industry.

Founded in 2015 by a group of prominent figures from within the sector, The Hill Club was born out of a simple yet profound idea – to create a welcoming and dynamic platform where people connected by the common thread of “cleaning” could come together to build relationships, share ideas, and recognise excellence.

From that very first gathering almost a decade ago, which saw nearly 100 enthusiastic attendees come together, The Hill Club has grown exponentially, shaping the social and networking landscape of the industry.

What began as a pioneering concept is now an established and essential fixture in the professional calendar – an inclusive hub of connection that has, to date, hosted more than 10,000 guests across a wide range of flagship events in London and beyond.

From Humble Beginnings to Industry Mainstay

The Hill Club has always done things a little differently. Rather than simply offering formal or transactional networking, its events are experiential, immersive, and energising celebrations of the people who make the cleaning and support services sector such a vibrant and vital part of the wider facilities management ecosystem.

Over the past decade, The Hill Club has built its name through its signature gatherings: from seasonal luncheons and themed networking evenings to charity-focused events that combine connection with community impact.

None more so than its annual Summer Thames Cruise, which has become the most anticipated date in the cleaning industry’s social calendar.

The Summer Thames Cruise – “The 10th Birthday Bash” This year’s Summer Thames Cruise – fondly referred to as “The 10th Birthday Bash” – is shaping up to be the biggest and best yet. Taking place on Thursday 3rd July 2025, the cruise sets sail at midday and promises an afternoon of relaxed but high-impact networking aboard a luxury vessel travelling along the River Thames, right through the heart of London.

With over 300 industry professionals expected to attend, including suppliers, service providers, contractors, clients and influencers from every corner of the cleaning and support services world, the cruise offers a golden opportunity for companies and individuals alike to connect, share insights and build lasting professional relationships—all against the iconic backdrop of the capital’s skyline.

The Summer Thames Cruise isn’t just a social highlight; it is a celebration of excellence.

The Hill Club has grown exponentially, shaping the social and networking landscape of the industry

Each year, the cruise incorporates the Cleaning Industry Awards, which have grown into a much-respected recognition programme designed to shine a light on the outstanding individuals who work tirelessly, often behind the scenes, to keep our environments safe, hygienic and welcoming.

Honouring the Unsung Heroes

The Cleaning Industry Awards have earned a reputation for being the “people’s awards” – authentic, grassroots and genuinely representative of the workforce they honour.

From rising stars and sustainability champions to those who deliver outstanding customer service, the awards are a platform for recognising dedication, innovation and heart.

But the most eagerly awaited moments of the awards each year are the announcements of “Supervisor of the Year” and “Cleaner of the Year” – nicknamed by many as the industry’s own Oscars. These awards celebrate the commitment, integrity and professionalism of individuals who are the true backbone of our sector.

For attendees, the awards ceremony is often the most emotional and inspiring part of the cruise.

It’s a moment to celebrate the real stories – the people who go above and beyond, the teams who lift each other up, and the silent heroes who rarely get the spotlight they so richly deserve.

Beyond Networking: Making a Real Difference

What sets The Hill Club apart from many professional networking bodies is its embedded commitment to charity and social impact. The organisation has long believed that success should be shared, and that the industry’s collective power can be used to improve lives beyond the boardroom.

This year alone, The Hill Club has exceeded £50,000 in charitable contributions – a landmark achievement that reflects a decade of purposeful giving. Most recently, it hosted its most successful Charity Golf Open to date, with over 90 attendees – including 82 tournament players – taking part in a fantastic day of sport, camaraderie and fundraising.

The event raised valuable funds for four highly respected causes: Prostate Cancer UK, The Hygiene Bank, The Living Wage Foundation, and the charitable fund of the Worshipful Company of Environmental Cleaners.

These partnerships highlight the Club’s dedication not only to raising money, but also to championing issues such as health, dignity, and fair pay – key challenges that intersect with the cleaning sector on a daily basis.

A Word from the Chairman & Founder

Reflecting on the decade-long journey of The Hill Club and the significance of this year’s event, Founder and Chairman, Phil Smith, shared: “When we launched The Hill Club back in 2015, our mission was to bring people together – to provide a space where those connected by the common thread of cleaning could meet as equals, share experiences and grow stronger together. Ten years on, it’s humbling to see how far we’ve come.

As it enters its second decade, The Hill Club is more relevant, more impactful, and more energised than ever

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“The Summer Thames Cruise has become a true celebration of our industry’s people, and this year’s ‘10th Birthday Bash’ will be our biggest and most meaningful yet. If you’re part of this fantastic industry, there’s simply no better place to be.”

Why You Need to Be on Board

For anyone working in the Cleaning & Support Services industry – whether in operations, sales, business development, human resources, procurement, or executive leadership – The Summer Thames Cruise is unmissable.

Described by past attendees as “a perfect mix of fun and function,” “the best networking day of the year,” and “a heartfelt celebration of our people,” this is an event where relationships are formed, deals are initiated, and careers are inspired. It is, quite simply, the most enjoyable way to engage with the people who shape and drive the future of our industry.

And for organisations looking to increase brand visibility, associate with best-in-class industry initiatives, or simply support a well-loved and impactful event, there are limited sponsorship opportunities still available. With a guest list that includes hundreds of senior decision-makers, influencers, and thought leaders, this is a prime platform to put your name in front of the people who matter.

Looking Ahead with Purpose and Pride

As The Hill Club celebrates its 10th year, it stands as a testament to the power of community. It has shown that when you bring people together – not just to do business, but to share, support and celebrate – remarkable things can happen.

From its earliest beginnings, the Club has stayed true to its founding principles: connection, collaboration, and championing the human side of the cleaning industry. As it enters its second decade, The Hill Club is more relevant, more impactful, and more energised than ever.

So, on 3rd July, raise a glass, take in the view, and be part of a moment that marks not only a decade of progress, but the beginning of a bold and inspiring new chapter.

All aboard for The Hill Club’s 10th Birthday Bash – see you on the river!

To book your place, explore sponsorship, or learn more about the event, visit: summerthamescruise2025. eventbrite.co.uk

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Revolutionising access control: from retail to technology leadership

The dishwasher analogy perfectly captures the problem facing Britain’s facilities managers today. “It’s like we’ve got a dishwasher at home that needs changing, but as long as it still kind of works, I’ll keep it going,” explains Stuart Wheeler, Managing Director of Keynetics. But when it comes to building access control, that reluctance to change is costing organisations dearly

Speaking exclusively to FM Director, Wheeler discusses his unlikely journey from executive retail management in Saudi Arabia to pioneering secure access solutions across Europe, and why the centuries-old practice of “a man in a van” key holding is finally meeting its match.

Stuart Wheeler’s path to leading one of Europe’s most innovative access solution companies began in an entirely different sector.

With early professional years spent in executive retail management across the UK, Europe and the Middle East (including several years in Saudi Arabia), Stuart made a significant career pivot around 20 years ago that would ultimately reshape how organisations think about property access. “I transferred my skill set into the access solutions market initially with key safes and providing those sort of things,” Stuart explained. “But then all different sort of things. I’ve been here ever since, happily ensconced in access solutions.”

This transition led Stuart to establish Keynetics in November 2016, a wholly owned subsidiary of Sentrilock International, incorporated in Delaware. The company’s unique position is strengthened by having the National Association of Realtors (NPR) as their largest shareholder: a membership organisation for real estate professionals across the United States.

“I’ve been incredibly lucky to have such a supportive and knowledgeable group of shareholders,” Stuart reflected. “Their assistance and guidance was crucial, especially in the start-up period of our business.”

Navigating unprecedented challenges

The journey hasn’t been without its unexpected turns. Stuart recalled the early business planning stages with a touch of humour: “I remember when I put the business plan together, they said, ‘what’s the chance of Brexit?’ I said no chance of Brexit, haha. So that was an interesting one.”

The subsequent years brought not only Brexit but also the COVID-19 pandemic and lockdowns: challenges that few business leaders could have anticipated. “How do you write a business forecast for COVID? Every one of us have been through that,” Stuart notes.

Despite these obstacles, Keynetics has successfully navigated each challenge, achieving growth every year over the past nine years. The company now operates with 11 staff in the United Kingdom and 250 in the United States, where all development, design work and manufacturing takes place. The UK operation functions as a support and marketing organisation, serving clients across multiple European countries including France, Germany, Spain, Turkey and Greece.

The evolution of access expectations Stuart identified a fundamental shift in how organisations approach property access management, particularly accelerated by recent global events.

“People’s expectations and desires around the management of their keys and how they grant access to their properties has shifted over the last 12 months,” he observes.

The traditional model of key holding (what Stuart described as “a man in a van or key stored in a central location, miles from the building”) is no longer meeting modern requirements. The reasons are multifaceted: poor responsiveness, lack of access flexibility and the changing nature of work itself.

“Organisations and properties now aren’t always fully staffed and people like to hybrid work,” Stuart explained. “The flexibility of being able to get in and out of a location securely, to be able to have that access logged (not only for the organisation but for security) is crucial.”

This is particularly relevant for lone workers and service providers. With cost-of-living pressures leading to reduced staffing levels, many cleaning services that previously operated with two-person teams now deploy single operators. “People are now looking for solutions that allow the traceability of that, so they know if they’ve got one of their team in a distant location, they know they’re there, they can monitor how long they’ve been there, if they need help or assistance.”

Technology adoption challenges

One of the most significant hurdles Keynetics faces is helping clients overcome resistance to technological change. Stuart acknowledged this universal challenge with a relatable analogy: “There’s this almost fear of the unknown, fear of not wanting to change. Even if you stick with something that you’ve known for a long period of time. It’s like we’ve got a dishwasher at home that needs changing, but as long as it still kind of works, I’ll keep it going.”

The solution lies in comprehensive support and education. “We’ve helped clients switch from long-established methods to using the latest in technology by educating and training and supporting them through the process,” Stuart explains. The reward comes in seeing the benefits realised not just by organisations, but by their employees too.

“What’s great is at the end of this, you see the benefits to the clients and to the teams and their staff. When you see that it’s not only a benefit to an organisation (we work with many of the large banks) but also to their employees and they see the benefits to their lives as well, that’s been quite a rewarding part of the journey.”

Innovation and future developments

Looking ahead, Stuart is optimistic about continued growth, particularly with new agreements in place with major FM and security providers. The company’s position as both manufacturer and developer of their products enables rapid response to client needs and continuous innovation.

“We’ve helped clients switch from longestablished methods to using the latest in technology

“We’re literally going to be launching next month the ability for our product to alarm an alarm system remotely,” Stuart revealed. “We’re very responsive with our clients. If they come and talk to us about a situation they feel could be improved, if we can help, we will.”

Recent developments include Sentricard, launched in the last 12 months, and ongoing software platform improvements. The company has also introduced key detection capabilities (a first in the market) and is exploring ways to enhance this feature further to provide even more detailed information about key location and usage.

The human element

When asked what sets Keynetics apart, Stuart’s response is immediate and heartfelt: “What I love most about this company (and I know it sounds cliché, but it’s the truth) is the people.”

He credits his team’s dedication, positive client interactions and shareholder support as the foundation of the company’s success. Drawing inspiration from “The One Minute Manager,” a management book that influenced his leadership approach, Stuart emphasises a key principle: “Happy people produce better results, and that’s something that I absolutely embrace in our organisation.”

This people-first philosophy extends to client relationships. “I know that everybody in my organisation goes the extra mile for clients. We listen to their needs and wants, and we will then take things away, design and develop products and software that will satisfy them.”

A revolution in building access

As our conversation concludes, Stuart offers his perspective on the broader industry transformation: “I think the market is absolutely at the point where people can’t get what they need out of traditional key holding. They’re looking for a solution.”

With Keynetics positioned at the forefront of this change, Stuart predicts significant developments ahead: “Over the next 12, 24, 36 months, I think we’re going to see a revolution in how people utilise their access to buildings.”

For an industry built on centuries-old methods of key management, this revolution represents both a challenge and an opportunity: one that Stuart Wheeler and Keynetics are uniquely positioned to lead.

Three Decades of Water Safety Excellence

TEC Celebrates Anniversary with Launch of Revolutionary Remote Temperature Monitoring

Total Environmental Compliance (TEC), a PTSG Company, marks a significant milestone this month as it celebrates 30 years at the forefront of water safety and Legionella control.

From its beginnings in a small office in Cheshire, with just a handful of staff, to becoming one of the UK’s leading environmental consultancies; TEC has consistently pioneered innovative approaches to water safety management. Now, coinciding with this anniversary, the company is celebrating the success of its groundbreaking remote temperature monitoring service, a solution set to transform how organisations approach legionella compliance.

From Paperwork to Digital Revolution

“I still remember the mountains of paperwork,” recalls Mark Drinkhill, TEC’s Managing Director, who’s witnessed the industry’s transformation firsthand. “Back in the 90s, water compliance meant endless temperature logs filled out by hand, filed away in cabinets, and often forgotten until an audit or, worse, an incident occurred.”

“The problems weren’t just administrative – they were practical. If a temperature reading showed non-compliance, it might be weeks before anyone actually saw that information and took action. That delay created real risk.

“Today, 24/7/365 remote temperature monitoring technology enables us to manage non-compliance alerts and easily access temperature data.

“When we first started in this business, water safety compliance was typically managed through manual paper-based systems, with technicians physically visiting sites to take temperature readings and complete logbooks. The industry has undergone a complete transformation since then,” Mark explains.

The Human Side of Compliance

Despite the technological advances, Mark is quick to emphasise that relationship-building remains at the core of effective water safety management.

“In the early days, we spent a lot of time just explaining what Legionella was and why people should care. Many facilities managers saw compliance as a box-ticking exercise rather than a crucial health and safety issue.

That educational challenge has evolved considerably. “Today, we see far greater understanding across organisations, from board level down, about the critical importance of water safety compliance. This shift in awareness has been one of the most positive changes we’ve witnessed,” says Mark.

This partnership approach is evident in TEC’s longstanding relationships with clients like MHA (Methodist Homes), Torus Housing, NHS, Cranfield University, Citizen, Greensquare Accord and Kier to name a few, where they’ve worked for several years to develop comprehensive water safety solutions across hundreds of sites UK wide.

A Changing Regulatory Landscape

The regulatory framework surrounding water safety has undergone significant transformation during TEC’s history and the team have witnessed the introduction and evolution of ACoP L8, HSG274, and other guidelines that have shaped modern water safety practice.

“When we started, the guidance was relatively basic,” Mark reflects. “Today’s framework is much more comprehensive, which is great for public safety, but it does create challenges for organisations trying to navigate increasingly complex requirements.”

The Remote Monitoring Revolution

Watching a demonstration of TEC’s new Remote Monitoring Testing system reveals its elegance. Small, discreet sensors attached to pipework continuously measure water temperatures, sending data via secure networks to a cloud platform. The interface is surprisingly straightforward, with colour-coded indicators showing compliance status and trends over time.

“Our new remote monitoring technology is the natural next step in this evolution,” continues Mark. “It addresses the key challenges our clients have faced for years: ensuring consistent monitoring, reducing the resource burden, eliminating human error, and having immediate access to compliance data whenever required.”

The new remote monitoring system uses smart sensors and secure cloud technology to continuously monitor water temperatures across domestic hot and cold water systems. The solution automatically sends alerts when temperatures fall outside of compliant ranges, allowing for immediate corrective action.

“What we’re most proud of is how this technology combines our 30 years of practical experience with cutting-edge innovation. This isn’t just about automation - it’s about applying three decades of compliance knowledge to create a solution that truly works for our clients.”

The benefits extend beyond compliance. The system reduces the carbon footprint associated with regular site visits while delivering significant cost savings through more efficient resource allocation and early identification of potential issues.

“The carbon footprint of sending engineers to sites just to take temperature readings is enormous. By remotely monitoring these systems, we’re not only improving safety but also significantly reducing environmental impact,” Mark points out.

Looking to the Future

As TEC celebrates this milestone anniversary, Mark and TEC’s team of 120 staff remain focused on what lies ahead. “We’ve seen tremendous change over the years, but I believe the next decade will bring even more transformation.

The integration of AI and predictive analytics into water safety management will take us from monitoring what’s happening now to predicting issues before they occur.”

“Looking back over 30 years, the fundamental principles of water safety haven’t changed – what’s transformed is how we achieve and maintain compliance,” reflects Mark. “With remote monitoring, we’re offering organisations a way to have greater control and visibility over their water systems than ever before, which ultimately means safer environments for everyone.”

As TEC blows out the candles on its 30th anniversary cake, it’s clear that this celebration isn’t just about looking back. With its longstanding client relationships and new remote monitoring technology, the company is firmly focused on the future and ready to write the next chapter in its remarkable story.

“When I think about what’s driven our success over the years, it always comes back to our people and our partnerships with clients,” concludes Mark. “As technology continues to evolve, those relationships remain at the heart of everything we do. Our remote monitoring solution may represent the future of compliance technology, but it’s built on decades of understanding what our clients truly need.”

For more information about TEC’s new remote temperature monitoring solution, visit tecompliance.co.uk or call 0151 257 9302

Many facilities managers saw compliance as a box-ticking exercise rather than a crucial health and safety issue

Neo Property Solutions and Indepth Services unite expertise to tackle widespread compliance challenges facing facilities managers

Two specialist fire safety companies within the PTSG Group have joined forces to launch a comprehensive free guide addressing what they describe as a widespread crisis in fire compartmentation documentation that’s creating major headaches for facilities managers across the UK.

Neo Property Solutions and Indepth Services report that FMs are repeatedly facing the same problem: being handed responsibility for buildings without proper records showing fire compartmentation specifications, creating significant compliance challenges and potential liability issues.

“The uncomfortable truth is that most facilities managers simply don’t have proper records showing the fire compartmentation in the buildings they’re responsible for,” explains Steven Doherty, Managing Director of Neo Property Solutions.

“We see it time and again – FMs inheriting buildings with documentation that’s incomplete or completely missing, yet they’re still expected to maintain compliance.”

Addressing the Documentation Gap

The newly released guide tackles head-on what the companies identify as a fundamental challenge in the industry.

Depending on the building type, legal duties fall to either the Responsible Person (under the Fire Safety Order 2005) or the Accountable Person (under the Building Safety Act 2022) and the absence of proper documentation creates a compliance nightmare for facilities managers supporting these duty holders.

The issue has gained particular urgency for facilities managers following the Building Safety Act 2022’s introduction of the ‘golden thread’ concept, requiring access to accurate, up-to-date building information. Fire compartmentation records form a crucial component of this golden thread requirement, yet many FMs find themselves managing buildings where this critical information simply doesn’t exist.

“Even without full documentation, it’s essential to assess current conditions and implement remedial work to restore compliance,” says Doherty, highlighting that regulatory scrutiny typically intensifies during crises or after disasters, with Grenfell serving as a stark reminder of the consequences when fire safety standards are neglected.

Practical Resource for FM Professionals

The free guide covers the full spectrum of fire compartmentation challenges that facilities managers encounter daily, from understanding legal obligations through to practical guidance on managing contractors and ensuring proper documentation.

Key areas specifically relevant to FM professionals include:

Understanding fire compartmentation responsibilities when documentation is missing

Legal requirements and the FM’s role in maintaining the ‘golden thread’ of information

Practical guidance for selecting and overseeing fire-stopping contractors

Fire door inspection schedules and maintenance protocols

Building compliance strategies when inheriting buildings with incomplete records

Building Control approval requirements for fire door replacements, particularly for Higher-Risk Buildings

The guide emphasises the critical importance of using complete, tested fire-stopping systems installed exactly as tested, with proper third-party certification to BS EN 1366-3 for service penetrations and BS EN 1366-4 for linear joint seals. It also clarifies when fire door replacements require Building Control approval and how to ensure compliance with Building Regulations.

Addressing FM Contractor Management Challenges

Rather than facilities managers juggling multiple specialist contractors across different fire safety disciplines - a common frustration in the FM sector - the PTSG approach combines Neo Property Solutions’ structural fire safety expertise with Indepth Services’ ventilation safety capabilities under one coordinated service umbrella.

This covers everything from compartmentation surveys and professional fire stopping through to fire and smoke damper inspections, ductwork cleaning, and indoor air quality assessments using BESA-trained technicians.

“Instead of facilities managers trying to coordinate multiple contractors and hoping they communicate effectively, you get one comprehensive service provider handling every aspect of your fire safety requirements,” explains Doherty. “This significantly reduces the administrative burden on FM teams while ensuring nothing falls through the cracks.”

The companies stress that fire stopping is not about individual products but complete, tested systems. Each solution must be installed exactly as tested including substrate type, service diameter, backing materials, and orientation in accordance with the manufacturer’s fire test evidence or third-party certification.

Market Response to Regulatory Pressure

The guide’s launch comes as the industry grapples with strengthened regulatory requirements and increased enforcement expectations.

While comprehensive documentation requirements aren’t new, historically weak enforcement has left many building operators unprepared for the current regulatory environment.

The companies emphasise that documentation alone doesn’t create safety, but accurate records must evidence how operators have met their obligations to provide safe environments. In the event of an investigation, proper paperwork becomes crucial evidence of compliance efforts.

“Documentation must include system identification, installation instructions followed, installer competency records, fire test evidence, and photographic proof of each installation,” adds Doherty. “This level of detail is essential for maintaining the golden thread and demonstrating compliance.”

Industry Impact

By making the comprehensive guide freely available, PTSG aims to raise industry standards whilst positioning its combined expertise as a solution to fragmented service provision that many building managers currently experience.

The initiative reflects broader industry recognition that fire safety compliance requires both technical expertise and proper documentation, with the latter proving particularly challenging for operators of older buildings where original specifications may be incomplete or entirely absent.

The Fire Compartmentation Guide is available for free download from Neo Property Solutions. For fire compartmentation, fire stopping and fire doors contact Neo Property Solutions on 0113 249 1132. For fire damper services contact Indepth Services on 020 8661 7888.

Even without full documentation, it’s essential to assess current conditions and implement remedial work to restore compliance

Why the summer ‘off season’ is the ideal time to keep your premises safe and compliant

During the summer slow-down, when schools, colleges and universities are largely vacated and workers from all sectors are away on holiday, duty holders may be tempted to ease off the testing and maintenance of facilities within buildings

However, this is a time when specialists from Premier Technical Services Group Ltd (PTSG) can do their work largely uninterrupted, making sure buildings are fully compliant and safe for the return of staff and students.

This includes anything from electrical fixed wiring and portable appliances to lightning protection and fire safety systems –sprinklers, dry risers, fire detection and alarm systems, extinguishers, as well as fire doors, fire-rated glazing and a number of other passive fire assets.

Compliance with industry standards ensures organisations are operating legally – but that’s not the only benefit. It also keeps buildings safe for all users – and it makes specialist systems more efficient, lowering running costs.Water systems simply mustn’t be ignored during the summer period – and empty buildings pose a particular risk…

When school’s out, bacteria’s in Every summer, as the final bell rings and students pour out of schools for their long-awaited holidays, something far less celebratory begins to happen behind the scenes as water sits idle in pipes, tanks and outlets throughout these buildings.

For weeks, sometimes months, this stagnant water creates ideal conditions for a microscopic threat to multiply: Legionella bacteria.

And it’s not just schools. Town halls that close over bank holiday weekends, community centres with sporadic usage patterns, buildings with reduced summer hours all face the same hidden danger.

Several factors combine to make educational and public buildings particularly susceptible to Legionella colonisation:

1. The Calendar Conundrum

The academic calendar creates prolonged periods of low or no water usage, with six-week summer holidays, two-week breaks at Christmas and Easter as well as weekend shutdowns.

2. Partial Occupancy Patterns

Even when open, usage patterns create pockets of stagnation. For instance, sports changing facilities, performance spaces, science labs and art rooms are only used at specific times, sitting dormant otherwise.

3. Building Complexity

Many educational and public buildings have evolved over time, creating complex water systems. Multiple buildings of different ages are connected to the same water supply, with additions and extensions creating complicated pipework. The older the building, the greater the likelihood of the plumbing being outdated.

4. Budget and Resource Constraints

The practical realities of public sector funding create additional challenges:

Limited maintenance budgets stretched across multiple priorities

Reduced staffing during holiday periods when risk is highest

Competing health and safety demands

Pressure to reduce energy costs potentially affecting water heating

Knowledge gaps resulting from staff turnover or outsourcing

Effective Legionella control in educational and public buildings requires attention to several key areas:

Holiday period management

Variable occupancy strategies

Temperature control management

Staff training and continuity

Multi-building management

With appropriate risk assessment, holiday management procedures, staff training and systematic monitoring, these buildings can transform from potential danger zones to examples of water safety excellence. The intermittent usage patterns that create risk can be managed effectively with the right approach.

PTSG, through its constituent companies HCS Water Treatment and Total Environmental Compliance, believes that the challenges of managing water safety in educational and public buildings are entirely surmountable with the right expertise and commitment.

The Group’s experience with institutions like The Glasgow Academy demonstrates that comprehensive water safety is achievable, even within the practical constraints of the education sector.

The key is recognising that water safety in buildings with variable occupancy isn’t an afterthought or a simple compliance exercise it’s a fundamental aspect of responsibility to students, staff and the wider community.

The school kitchen – a potential fire trap

The statistics surrounding fire risks in commercial kitchens of all kinds, including school kitchens, make sobering reading. Approximately 10,000 fires occur annually in UK food and drink establishments and 70% are attributed to cooking appliances, grease accumulation and ventilation systems.

Water systems simply mustn’t be ignored during the summer period – and empty buildings pose a particular risk…

Implementing robust fire prevention measures is crucial to ensure a safe environment.

PTSG, through constituent company Indepth Services, offers complimentary kitchen extract surveys to help schools plan their summer maintenance. These free, no-obligation assessments allow facilities managers to understand their exact requirements so they can get booked in and secure a summer maintenance slot.

This professional assessment includes:

Full system inspection by TR19® certified specialists

Written quote on current condition

Compliance status evaluation

Detailed cleaning recommendations

100% free – no catch, no obligation to proceed

Summer holidays present the ideal opportunity for universities to tackle essential

door maintenance without disrupting academic life

Gavin Richards, Managing Director at Indepth Services, explained: “We’ve found that facilities managers who start with our free survey service are better equipped to plan their summer maintenance as it gives them a complete picture of their requirements so they can budget and plan accordingly.”

Summer: the strategic window for university fire door maintenance

Summer holidays present the ideal opportunity for universities to tackle essential fire door maintenance without disrupting academic life.

With students away from campus and dormitories largely empty, institutions can implement comprehensive fire safety programmes that would be challenging during term time.

Through constituent company Neo, PTSG’s partnership with universities like UCLAN demonstrates how strategic summer scheduling transforms maintenance efficiency.

The repairs-first approach becomes particularly effective during these quieter months, allowing maintenance teams unrestricted access to high-traffic areas like lecture halls, corridors, and student accommodation blocks that are typically bustling with activity.

The summer window enables universities to conduct thorough fire door assessments, implement QR code tagging systems, and complete both routine maintenance and complex repairs without disturbing teaching or research activities.

This strategic timing also allows for better resource allocation, as maintenance teams can work efficiently across multiple buildings without the usual constraints of academic timetables.

For university estates managers facing budget pressures, summer maintenance offers additional advantages: planned works cost less than emergency repairs, extended access reduces labour inefficiencies, and comprehensive summer programmes often identify issues that could have become costly problems during the academic year. This proactive approach ensures compliance while maximising the value of maintenance investments across diverse university estates.

Specialist work at sports stadia during the off-season Sports stadia also experience a shutdown over the summer period. Pendrich Height Services – part of PTSG’s Building Access Specialists division – is employed by an increasing number of customers to undertake specialist services such as painting, repairing or cleaning the underside of roofs at sports stadia around the UK.

Celtic Park, which is in the Parkhead area of Glasgow, is an allseater stadium with a capacity of 60,411. It is the largest football stadium in Scotland and the eighth-largest stadium in the United Kingdom.

Following on from a successful 2021 project on the West Stand at Celtic Park, Pendrich returned during the off-season break (before the start of the 2022/23 season) to carry out the structural inspections and painting of the steel support purlins to the underside of the East stand. Using their lateral access system, Pendrich’s engineers carried out the works within the timescale of the offseason, to the delight of the club.

Rethinking Packaging

How Automation Is Transforming Production Lines

As manufacturing faces growing pressure from labour shortages, sustainability, and quality demands, packaging is becoming a critical point of focus, especially in high-volume sectors like wood processing.

This article examines how one of the Baltic region’s largest furniture producers restructured its packaging operations through automation, revealing broader shifts in how industrial systems are designed and staffed.

Across global manufacturing, packaging is emerging as one of the most urgent frontiers for automation. Once seen as the final step of production, it now demands alignment of speed, labour, material handling, and error reduction while addressing evolving operational challenges.

Industry data illustrates the cost of failure: unplanned downtime costs global manufacturing over $1.4 trillion per year. Packaging lines likely endure some of the highest unplanned downtime risks due to a high amount of repetitive manual labour. These risks are compounded by tightening sustainability requirements, rising safety standards, and an acute shortage of skilled labour. Eurofound estimates that over 41% of European manufacturers struggle to fill production and logistics roles.

Current trends and emerging technologies in packaging automation

In response to these challenges, manufacturers are turning to automation as a long-term solution. One of the most visible shifts is the move from plastic to recyclable, paper-based packaging, says Martynas Česnaitis, Head of automation at VMG Technics, a robotics company and part of the international investment company VMG Group.

“This is motivated by tightening regulatory requirements and customer expectations. Packaging automation systems are being redesigned to accommodate these new materials, often more fragile or variable than plastic packaging.”

Another shift is the introduction of autonomous logistics. A rising number of mobile robotic systems, such as AMRs (Autonomous mobile robots) and AGVs (Automated guided vehicles), are taking over the responsibility of moving materials between production and packaging zones. This minimises manual material handling and increases safety and efficiency across departments.

Česnaitis stresses that AI is set to play a defining role also in the packaging sector. AI vision systems and predictive analytics are supporting manufacturers to detect defects in real time, anticipate maintenance needs, and optimize processes.

Packaging automation systems are being redesigned to accommodate these new materials, often more fragile or variable than plastic packaging

Opposite Ingrida Grikpėdienė (left) and Martynas Česnaitis (right)

“We are moving quickly toward smart packaging lines that encompass AI vision systems, data analytics, and robotics into one self-monitoring process,” says Česnaitis. “This means we can identify issues in real time, perceive faults before they happen, and continuously improve processes with constant performance data.”

The expert emphasizes that the future of packaging automation isn’t about replacing labour but building adaptable, scalable systems, and creating high added value jobs. AI, robotics, and predictive tools enable faster, smarter packaging while reducing downtime and waste.

Consequently, it also transforms the workforce, with companies investing in retraining so workers can operate, maintain, and analyse data from advanced systems.

Overcoming production bottlenecks in wood manufacturing

These broader trends are especially relevant in industries like wood product manufacturing, where packaging presents unique challenges. Components vary significantly in size and shape, and production lines must sustain high output while ensuring each part is securely, safely, and consistently packed.

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Manual methods, long relied on for their flexibility, are increasingly difficult to scale, especially in the face of workforce constraints and quality control demands. As customer demands grow more diverse and product lines become more sophisticated, the need for consistent, high-output, low-error packaging is increasing.

One company that addressed these challenges proactively is Klaipėdos mediena, one of the largest furniture manufacturing companies in the Baltics, which recently overhauled its packaging operations. In response to recurring bottlenecks and labour constraints, it introduced machine vision for inspection, robotic forming and sealing systems, and automated cells for defect handling, all integrated without disrupting production lines.

The biggest challenge was not the technology itself, but rather integrating technology into a live, high-volume production environment

Česnaitis explains that automation was not implemented as a shortcut but as a structural upgrade. “Packaging is often treated as the last step, but it became the focal point for us. In wood processing, the packaging stage must precisely handle large, variable components. Any failure here affects logistics, customer satisfaction, and ultimately competitiveness and profitability. Automation gave us the consistency we needed to meet demand reliably.”

Following the four-year overhaul, packaging productivity increased by 33%, going from 16.3 to 21.76 square meters per hour, and the speed of work increased from 9 to 12 parts per minute. Ninety-six manual positions were reallocated, and the remaining staff were retrained for supervisory roles.

Robotic systems can now handle components up to 2400 mm, significantly improving workplace safety and reducing strain. Automated inspection has also stabilised quality by minimizing human error and variability.

“The biggest challenge was not the technology itself, but rather integrating technology into a live, high-volume production environment,” says Ingrida Grikpėdienė, CEO of VMG Wood Invest, a part of VMG Group.

“Each solution had to be aligned with real production workflows, calibrated among many production lines. It was not just about installing machines, it was about optimising operations through innovative technological approach to secure long term sustainable business, ensure high added value jobs as well as ergonomic working environment.”

ECO Property Maintenance is an environmentally friendly and cost-effective way to bundle non-business critical jobs of compatible trades.

It is a simple way to reduce the number of attendance fees and lower your carbon footprint for non-urgent works such as minor repairs or minor decorative fixes.

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Low urgency maintenance issues at the same site are grouped as Eco tasks and stored on the inSYNC portal for up to 21 days.

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21 days are reached - one bundled work order

In the flexible working era… Do you really know who is in your building?

By Paul Scott CTO of Matrix Booking

The way we use workspaces has evolved at a rapid pace. Hybrid working, shared offices and flexible schedules have reshaped how we work. In fact, as of early this year, 62% of UK workers have the option to work from home regularly, and 16% work from home exclusively.

This is in stark contrast to the 4.7% of UK employees who worked from home in 2019, prior to the COVID pandemic.

The hybrid office is here to stay – but managing it effectively requires better insight into who is using the space

However, this shift in workplace evolution has shaped not only the physical office layout but also how people interact with these spaces. Now, employee-specific permanent desks and five-day weeks are mixing with hot-desking, unstructured attendance and organised team schedules.

While this shift brings new opportunities for flexibility and collaboration, it also introduces a huge challenge for facilities and workplace managers: visibility.

On any given day, it’s difficult to know how many people will be in the office, where they’ll be sitting or even which teams will be working together.

This results in inefficient space usage, frustrated employees and increased operational costs. Yet, this is more than just a logistical issue. It’s a health and safety issue. The question now is no longer about attendance, but about accountability: do you really know who is in your building?

Legacy is lacking

Many organisations still rely on outdated tools to manage occupancy, from paper-based sign-in sheets to siloed digital datasets. But these legacy approaches were not designed with the complexity of hybrid work environments in mind.

Fragmented datasets are often the result of multiple disparate digital systems – for example, separating employee attendance from visitor records – making it difficult to gain a unified view. Manual processes only compound the problem, offering even less visibility and control. They offer no real-time insights and leave critical blind spots when it comes to managing foot traffic, tracking visitors or preparing for emergencies. What’s more, they fail to reflect the flexible ways people use the office today. Simply put, they are no longer fit for purpose.

Yet, modern digital systems are not infallible; they present their own challenges. Organisations often face cultural and operational challenges with how they manage access to the building with Returnto-Office (RTO) mandates.

Companies like PwC and EY are monitoring swipe-card data to enforce in-office attendance, but these methods are often perceived as intrusive. When people feel monitored, they find workarounds –whether it’s sharing cards, signing in for others or simply avoiding entry systems altogether by not turning up. Trends such as ‘coffee badging’ – where employees check in briefly to meet attendance requirements before leaving – only add to the problem.

Many organisations still rely on outdated tools to manage

This is only exacerbated in multi-tenant buildings or shared spaces, where employees, contractors, cleaners and visitors move in and out with little oversight. Access control systems might exist, but organisations often don’t own the data – landlords do – and it may not include vital data such as visitor information. Even in singletenant buildings, visibility can still be a significant issue if data is siloed across systems. Without a unified view, facilities teams can’t ensure compliance or respond effectively to emergencies.

And the stakes are continuing to rise. Particularly in light of the Building Safety Act 2022 – which mandates a continuous ‘golden thread’ of information about a building’s design, occupancy and maintenance. As such, organisations cannot afford non-compliance. Yet only 26% of workplace managers are currently familiar with the Act’s implications for their role. Without reliable, real-time data, meeting these obligations becomes a significant challenge.

Working smart

Therefore, as workplace models evolve, so too must the tools facilities and workplace managers use. This is particularly important, with research from Verdantix showing that many organisations are ramping up investment in real estate technology –with more than 60% saying they’re strengthening physical security management plans, up from 46% in 2022.

But effective occupancy management is not just about adding more tools. The most effective workplace strategies avoid siloed point solutions in favour of integrated and unified platforms that understand how an environment is being used.

Rather than tracking individuals, unified smart workplace systems track trends: which days are busiest, how certain teams use meeting rooms or whether areas are consistently underutilised. These insights can inform everything from cleaning schedules to long-term property decisions.

Additionally, in multi-tenant environments, technology also needs to be intelligent enough to protect sensitive information.

This means making sure only authorised users see specific data, while maintaining an overall picture of building occupancy and access patterns.

Unlocking the right space

Forward-looking organisations are already rethinking their approach. They’re moving away from isolated, reactive tools and towards unified configurable platforms that deliver visibility, flexibility and control in real-time.

With these systems, organisations can establish a view of how a space is being used – whether across a single floor, an entire building or even multiple regions – without compromising privacy. Within this context, occupancy and environmental sensors play a valuable role in the workplace technology stack, by capturing real-time data on space usage, air quality, temperature and other key factors.

These actionable insights help optimise day-to-day operations, reducing wasted space and energy usage while enhancing employee satisfaction. A recent report from Matrix Booking detailed how critical integrated platforms are in managing complex, dynamic environments.

One example it highlighted was EDF’s Energy Campus. Faced with the challenge of coordinating bookings across accommodation, conference rooms, transport and other facilities, EDF consolidated every aspect of the visitor journey into a single platform.

This resulted in a fully connected, seamless experience for its visitors – built around security, visibility and efficiency.

Ultimately, workplace management today is about balance. Safety, efficiency, usability and trust don’t have to be at odds.

With the right blend of tools and transparency, it’s possible to keep people safe while giving them the freedom to work how they choose.

Looking ahead

The hybrid office is here to stay – but managing it effectively requires better insight into who is using the space, how often and why.

From meeting compliance regulations to enhancing the employee experience, modern workplace systems must be smarter, more connected and less invasive.

It’s no longer enough to rely on outdated and disconnected check-in systems or incomplete data sets. Facilities and workplace managers need platforms that can integrate resource booking, occupancy analytics and visitor management – delivering a realtime, accurate picture of activity across the workplace.

When platforms offer a full view across past usage, current activity and future needs, organisations gain the foresight to optimise space, improve experiences and plan with confidence.

Managing the workspace: do you really

in

New working models, different employee habits and flexible spaces have moved traditional offices beyond what they once were. However, this transformation has introduced a new level of uncertainty for facilities teams – especially when it comes to who’s in their building.

So, how can they overcome this to enhance visibility and avoid potential health and safety concerns or compliance breaches?

Integral Cradles’ BMUs at 1 Leadenhall Street now in beneficial use

Integral Cradles, a leading provider of façade access solutions, has announced that its Building Maintenance Units (BMUs) at the prestigious 1 Leadenhall Street development are now in beneficial use following successful installation, testing, and commissioning

The iconic London skyscraper, which is under final part of construction by Multiplex, is now utilising the bespoke access equipment to complete vital façade snagging and glass replacement work as the project progresses toward completion.

Integral Cradles has a long-standing history of delivering complex façade access solutions for some of London’s most notable buildings.

The 1 Leadenhall Street project adds another landmark to the company’s impressive portfolio, which already includes The Leadenhall Building, 52 Lime Street (The Scalpel), and One Blackfriars Tower.

Kevin Walton, Managing Director of Integral Cradles and GIND UK, commented on the milestone: “We are delighted to see our BMUs at 1 Leadenhall Street now in beneficial use by our valued client Multiplex.

“This achievement highlights our commitment to delivering highquality, bespoke façade access solutions that enable the safe and efficient maintenance of London’s most iconic buildings. Our collaborative approach throughout the design, installation, and commissioning process ensures we provide systems that meet the specific needs of each unique structure.”

The ongoing maintenance of the BMUs will be handled by GIND UK, Integral Cradles’ dedicated maintenance partner.

We provide systems that meet the specific needs of each unique structure

We are delighted to see our BMUs at 1

This collaborative approach provides clients with comprehensive support throughout the entire building lifecycle, from initial concept through to end-of-life.

The 1 Leadenhall Street development, situated in the heart of London’s financial district, is a striking addition to the capital’s skyline. The building’s distinctive design required a tailored approach to façade access, showcasing Integral Cradles’ expertise in engineering innovative solutions for complex architectural challenges.

This latest project success follows a busy period for both Integral Cradles and GIND UK, with the companies securing several high-profile contracts in recent months, including façade access equipment for One Exchange Square and maintenance services for HSBC’s portfolio through JLL.

For more information about Integral Cradles and its comprehensive façade access solutions, visit www.i-cradles.com.

Avoid These Common Mistakes & Fast-Track Your SSIP Certification!

In the competitive construction sector, demonstrating robust health and safety compliance is no longer just a good practice; it’s a fundamental requirement for securing contracts and building a reputation of trust.

Safety Schemes in Procurement (SSIP) certification serves as the industry benchmark, providing a powerful, nationwide recognised endorsement of a business’s commitment to safety.

While the benefits of SSIP certification are clear – from meeting prequalification standards to unlocking new tender opportunities –the application process can present challenges if not approached strategically.

This article delves into common mistakes applicants make during the SSIP certification process and offers practical tips to navigate these pitfalls, ensuring a smoother journey towards compliance and increased business opportunities.

1. Not Understanding What’s Required: The Foundational Misstep

One of the most frequent errors businesses make is embarking on the SSIP application without a clear grasp of its requirements specific to their trade. This can lead to wasted time and effort.

Tip: Before commencing, thoroughly research and understand the expectations for your particular trade. Crucially, remember that all SSIP Registered Member Schemes provide free support and guidance. This invaluable resource is designed to walk you through the process, eliminating the need to hire an external health and safety consultant solely for application completion. Leveraging this built-in support system from the outset is key to a successful application.

2. Poor Risk Management Evidence: Beyond the Paperwork

Demonstrating how risks are effectively assessed and controlled is a cornerstone of SSIP certification. Many applications falter due to insufficient or poorly documented risk management practices.

Tip: Maintain detailed and up-to-date risk assessments that accurately reflect your current operations. Crucially, ensure your team is thoroughly trained on how to apply these controls in practice. Your documentation must comprehensively cover all personnel, including direct staff, labour-only workers, and subcontractors, ensuring a consistent and robust approach to risk mitigation across all levels of your operations.

3. Missing or Outdated Training Records: The Documentation Gap

A common cause of delays in the SSIP application process is the absence or incompleteness of training records. This often highlights a disconnect between training initiatives and their proper documentation.

Tip: Implement and maintain accurate training logs for all employees. These logs should not only record formal training courses but also include evidence of essential inductions, regular toolbox talks, and refresher sessions. Comprehensive training documentation demonstrates a continuous commitment to workforce competency and safety awareness.

4. No Clear Process for Reporting Incidents: Learning from Experience

An effective system for reporting and investigating incidents is paramount to a strong safety culture and a successful SSIP application. Without a clear process, valuable learning opportunities are missed.

Tip: Establish a robust system for logging all accidents, near misses, and unsafe acts. Beyond mere recording, it is essential to thoroughly investigate each incident, identify root causes, and implement corrective actions. This proactive approach demonstrates a commitment to continuous improvement in health and safety performance.

While the benefits of SSIP certification are clear the application process can present challenges if not approached strategically

5. Ignoring Subcontractor Compliance: Extended Responsibilities

Many businesses overlook their legal responsibilities to ensure that subcontractors adhere to the same stringent health and safety standards. This oversight can jeopardise an SSIP application.

Tip: Proactively request SSIP certification or equivalent health and safety credentials from all your subcontractors. Furthermore, establish a clear process for monitoring and recording their ongoing compliance measures. This demonstrates a holistic approach to safety that extends across your entire operational chain.

6. Outdated Policies and Procedures: The Review Imperative

Submitting old, non-reviewed, or irrelevant policies and procedures is a common error that can significantly delay an SSIP application. Health and safety documentation must be dynamic, reflecting current legislation and business practices.

Tip: Implement an annual review cycle for all your documentation, including policies, risk assessments, and training records. Crucially, ensure these documents are updated promptly following any changes in legislation or significant business growth. Up-to-date documentation showcases a proactive and legally compliant approach to safety.

7. Leaving It Too Late: The Perils of Rushing

Attempting to complete the SSIP application at the last minute often leads to errors, omissions, and missed deadlines. Haste can undermine the quality of your submission.

Tip: Plan ahead and allocate sufficient time for the application process. All SSIP Registered Member Schemes allow you to apply up to 8 weeks in advance. This generous timeframe provides ample opportunity for evidence gathering, thorough review, and addressing any follow-up queries, significantly reducing stress and improving the quality of your application.

8. Weak Safety Culture: Beyond the Paperwork

SSIP certification reflects not just what’s on paper, but how seriously an organisation genuinely prioritises safety in its day-to-day operations. A weak safety culture, even with well-documented procedures, can be a red flag.

Tip: Safety leadership must emanate from the top. Foster an environment where active participation in health and safety is encouraged at every level of the organisation. This top-down commitment to safety creates a robust safety culture that permeates all aspects of the business.

9. Ineffective Communication with Workforce and Other Trades: A Shared Responsibility

Clear and consistent communication about health and safety is essential for managing risks effectively and maintaining compliance on any site. Breakdown in communication can lead to significant hazards.

Tip: Conduct regular toolbox talks to disseminate safety updates, discuss site-specific hazards, and actively encourage feedback from all workers. Ensure that all personnel, including subcontractors and labour-only workers, clearly understand site rules, identified risks, and implemented control measures. Foster close coordination with other trades to prevent conflicts and mitigate potential hazards. Utilise clear signage and provide documentation in accessible formats to support understanding. Cultivate a culture where everyone feels a personal responsibility for health and safety, creating a collective commitment to a safe working environment.

10. Trying to Do It All Alone: Embracing the Support Network

The SSIP certification process, especially for first-time applicants, can seem daunting. However, support is an integral part of the SSIP framework.

Tip: Don’t hesitate to contact your chosen SSIP Member Scheme early in the process. Their dedicated teams are equipped to help you understand specific requirements, guide you through potential pitfalls, and assist you in maintaining ongoing compliance. Leveraging their expertise can transform a potentially overwhelming task into a manageable and successful endeavour.

11. Embrace the value of Mutual Recognition: Use the Deem to Satisfy route

If you have a valid assessment already in place use this assessment ensuring recognition by other SSIP member schemes

Tip: If you have a full assessment in place with any SSIP member scheme, use this certificate and apply using the Deem to Satisfy Route. This route gives full recognition of your original assessment and reduces the time and burden of the SSIP application process.

Eleanor Eaton, SSIP Chair said “In today’s construction world, health and safety compliance isn’t just a nice-to-have, it’s essential for securing contracts and building trust. SSIP certification proves you’re committed to meeting legal standards.

“But success starts with solid preparation: understand the requirements for your trade, gather accurate documentation, and keep training and risk management records current before applying. The article highlights common pitfalls, from outdated policies to neglecting subcontractor compliance, and stresses using the free support offered by SSIP Member Schemes. By planning ahead and addressing these details early, you’ll navigate the process with ease and turn SSIP into a valuable asset for your business.”

Why SSIP Certification Matters

Achieving SSIP certification is far more than a mere administrative exercise; it’s a strategic business decision that offers tangible advantages:

Nationwide Recognition: It serves as universally accepted proof of your health and safety competence across the UK.

Reduced Duplication: It significantly cuts down on repetitive prequalification efforts.

Expanded Tender Opportunities: It opens doors to a wider range of lucrative contracts.

Enhanced Trust: It builds stronger relationships and trust with buyers and clients.

Visibility: It provides access to the SSIP Portal, making your certification readily visible to potential clients and contractors.

Ready to Apply?

For businesses ready to embark on their SSIP certification journey, visit the SSIP Website www.ssip.org.uk to:

Choose a Registered Member Scheme: Select the scheme that best suits your business needs.

Begin Your Application: Start the process up to 8 weeks in advance to ensure ample time.

Access Free Guidance: Utilise the readily available support and guidance throughout your application.

SSIP certification is not merely a requirement; it’s a powerful opportunity to demonstrate your unwavering commitment to safety, ultimately driving growth and success for your business.

Re-energising New Electric Car Sales with IoT

Despite significant inroads expanding electric vehicle (EV) charging infrastructure in the UK, ongoing consumer concerns about the availability and convenience of public chargers are undermining plans for widespread adoption of EVs. Demand for new electric cars is slowing, with the current charging experience impeding potential buyers but also dissatisfying current EV owners

Consumer sentiment needs to change. Gareth Mitchell, UK Partner Manager, Heliot Europe, explains how IoT technology could help lead to a smarter EV charging network that improves the consumer experience and sparks growth in new electric car sales.

Public Perception

How often have you seen a gloomy image in the papers of a long queue of electric vehicles waiting for a charging station? Or read concerning recollections from EV drivers who ran out of range while trying to locate a charging point?

At the end of August 2024, there were 68,273 electric vehicle charging points in the UK across 35,230 public charging locations. This represents a big increase of 41 per cent since August 2023. And yet, the same familiar concerns and hesitations around charging still prevent many consumers from transitioning to an electric car.

Despite the fast expansion of EV charging infrastructure, 80 per cent of consumers considering an EV as their next car believe the current availability of public chargers is insufficient.

More troubling is that current EV owners – those with experience using the network – share these concerns, with 70 per cent stating they are dissatisfied with the current infrastructure and only 10 per cent agreeing that enough charging points are available.

Regionalised consumer research tells a similar story. A lack of public charging points is a concern for 57 per cent of motorists in the Midlands, a factor that puts them off switching to an EV. More than half feel anxious about battery range.

80 per cent of consumers considering an EV as their next car believe the current availability of public chargers is insufficient

Combined with the constraints of a higher cost of living, demand from the consumer market for new electric vehicles is starting to slow. The number of enquiries sent to retailers about new electric cars has fallen 65 per cent year-on-year. Now, EVs only account for nine per cent of all new car enquiries, compared to 27 per cent at the same time last year.

This is a problem for automotive OEMs looking to hit their target of EVs contributing 22 per cent of annual sales this year. It’s a hurdle for the UK government, which has recently set out its plans to achieve 100 per cent zero-emission new cars by 2035.

Improve consumer sentiment around charging, however, and the outlook could vastly improve.

Smarter Network

Rolling out more infrastructure is one way to ensure public charging is more convenient: this year, the government has already pledged hundreds of millions of pounds in funding for local authorities to boost charge point rollout. Make that infrastructure smarter with IoT and the consumer experience is taken one step further, while also delivering additional advantages to local businesses and governments.

As it stands, 97 per cent of people who do not own an EV would be willing to travel up to five miles to access a charging point, yet just under half are not confident they could find a public EV charging point within a five-mile distance. Apps like ZapMap already exist to locate charging points. Now, what if apps could be used to locate available charging points?

What if real-time signage was available to help drivers navigate their closest available charge point while on the road? Much like IoT is already being used to support car parking management in smart city projects, this same premise can be extended to EV infrastructure, helping put consumers’ minds at ease by removing risks of long queues or running out of range.

At the same time, a smarter network of EV chargers would contribute to better traffic flow management.

As of August 2024, there were 1,904,400 plug-in cars registered in the UK. Consider how many vehicles driven in major towns and cities are looking for a parking space.

Smart charge points can ensure this traffic is reduced, not replaced with electric vehicles looking for a charging points: especially rapid charging points – as of 2024, there were 13,706 rapid or ultra-rapid charging devices, which equates to one per 139 electric vehicles.

With a smarter network of EV charge points, consumers can view live availability of rapid chargers, book a charging slot, or receive an alert when a charger becomes available. In the same way, consumers can feel confident partaking in ‘destination charging’, the concept of charging an electric car while spending time at restaurants, supermarkets, shopping centres or attractions. Giving consumers peace of mind about charger point availability will help them feel more confident about planning and going ahead with their trips, benefitting businesses too.

IoT Sensors and LPWAN Connectivity

Creating a smart network of EV charge points would require each charge point to have an IoT sensor and an appropriate form of connectivity. The best bit is that IoT sensors can be retrofitted onto charge points, meaning they can enhance existing infrastructure and also seamlessly integrate with plans for future expansion. These sensors require a connection and they come readily equipped to connect to various data networks in multiple ways.

When it comes to EV chargers, traditional technologies like WiFi or standard cellular connectivity will struggle to operate in many of the destinations, such as in indoor car parks, underground garages, remote areas or on motorways.

In these cases, the most cost-effective and reliable method of data connectivity is through Low-Power Wide-Area Network (LPWAN) technology.LPWAN networks are designed to connect a massive number of devices over long distances with low data transmission rates. This is key for keeping data transmission costs low while ensuring that sensors operate efficiently with a long battery life.

In this way, LPWAN can also facilitate real-time remote monitoring of each charger’s operational status, health, and energy usage, which can be used to facilitate predictive maintenance and minimise charger downtime, further improving the consumer experience.

A smarter network of EV chargers would contribute to better traffic flow management

A greater uptake of electric vehicles hinges not only on the availability of charging infrastructure but also on the quality of the consumer experience. While the number of public charging points is steadily increasing, ongoing questions about proximity, availability, and convenience are undermining public perception and threatening the growth of new electric car sales.

Integrating IoT technology and LPWAN connectivity into EV charging networks can help overcome stubborn pain points and re-energise growth in the EV market.

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

Colliers has announced the appointment of Dafydd Hughes as Director within its EMEA Occupier Services team, leading its Programme Management Office. Based in London, Hughes reports to Sam Addison, Head of Enterprise Project Management | Occupier Services EMEA.

Bringing over 25 years of leadership experience in the real estate sector, Dafydd joins Colliers from Hadron International, where he served as Managing Director. His appointment reflects Colliers’ commitment to enhancing its programme management capabilities and helping clients realise greater value through strategically led project delivery.

“Dafydd’s appointment marks an exciting step forward for our business,” said Sam Addison, Head of Enterprise Project Management | Occupier Services EMEA. “His impressive track record in programme leadership and delivery, coupled with his ability to navigate change and build strong client relationships, will significantly bolster our offer regionally and globally. His strategic mindset and team leadership will be instrumental as we continue to evolve and expand our occupier services platform across EMEA.”

Blackpool Teaching Hospitals has appointed Graham Cowley as chair of Atlas BFW Management Ltd, the NHS trust’s wholly-owned estates and facilities subsidiary.

The Atlas board has also appointed David Robbins as Director of Finance following an interim period in the position.

Graham trained as a civil engineer at Sefton Council on Merseyside where the service was later outsourced to what would become Capita Property Services.

While still at Capita, Graham volunteered as a director of the Lancashire Enterprise Partnership, chairing the £750 million Growth Deal Programme and “investing many millions of pounds into Blackpool, so I know the town very well”.

Then followed being independent chair of the Blackpool Opportunity Area, a nationally-funded project to improve school inclusion, literacy and connecting young people with the world of work, which earned him an OBE in the 2022 Queen’s Birthday Honours List.

Roxtec, a leading manufacturer of cable and pipe seals, is building its presence in the north of England and Scotland by welcoming Cayden Westoby as Technical Sales Manager for Infrastructure and Industry.

This follows a raft of strategic appointments across the south and south west of England and Ireland, demonstrating Roxtec’s commitment to industry excellence and expansion.

In his new role, Newcastle based Cayden will strengthen Roxtec’s regional growth trajectory. His core focus will be on elevating resilience and environmental standards across infrastructure areas including ports and airports, advanced facilities, water management works and civil construction.

Cayden has a seasoned background in sales, having worked across a range of industries – including petrochemicals, instrumentation and flow equipment –over the course of his five-year career. During this time he honed his expertise as a sales engineer and business development executive.

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

Dipna Anand will provide her legendary Punjabi curries and appetisers for clients of Compass Group UK & Ireland’s Business and Industry (B&I) division after agreeing a partnership with the workplace catering specialists.

The renowned chef, dubbed the UK’s “curry queen”, made her name as owner of The Brilliant Restaurant in Southall, west London – which recently closed after fifty years and transitioned to a new venture, Brilliant Gastro by Dipna Anand in Southall’s Green Quarter.

Now she will provide an exciting new food offer, delivered at pop-ups in workplaces across the country for contract caterer Eurest and integrated FM provider 14forty.

The deal will also see her train 30 of the company’s chefs each year in how to cook her recipes.

Dipna said: “I first met with Compass’ B&I Culinary Director, Ryan Holmes, a year ago and it was clear straight away that we have similar values.

“It’s wonderful to take my expertise and food into workplaces. I am excited about this partnership and working with the amazing chefs within the B&I sector to help pass on my knowledge and skills.”

Dipna, who has published three cookbooks and appeared in television shows on several national channels, was one of the first chefs to promote lower-fat Indian cuisine.

B-engineering, a Warringtonbased mechanical and electrical company, has announced the appointment of its new Business Development Manager, Max Taylor, who brings over two decades of experience in construction and solution sales across the UK.

With a proven track record spanning more than 20 years, the new appointee has worked extensively with clients in the education, health, government, retail, hospitality, and development sectors. His expertise in delivering tailored, high-impact solutions has consistently exceeded client expectations and nurtured long-term partnerships across diverse markets.

The UK Green Building Council (UKGBC) announces change of leadership with the appointment of Simon McWhirter as its new Chief Executive.

The Board of Trustees of the UKGBC confirmed that, having led the organisation through a significant period of change, Smith Mordak, has concluded their tenure at UKGBC. Smith brought a wealth of industry knowledge, deep technical expertise, first-hand insights of creating sustainable places, and as a passionate campaigner for action on the environmental crises and to engender an equitable society. During the last two years, we have valued the expertise and energy that they have brought to the UKGBC as the organisation continues to evolve. We would like to take this opportunity to wish them all the very best for their future endeavours.

Premier Technical Services Group Ltd (PTSG), one of the UK’s leading providers of specialist services to the construction and facilities management sectors, announces a key leadership transition as part of its long-term strategic plan.

After two years as Chief Executive Officer (CEO) at PTSG, Nikhil Varty will be stepping down from his role and leaving the business for personal reasons.

On behalf of the Board and all colleagues across the Group, we extend our sincere thanks to Nikhil for his contribution during his tenure and wish him every success in his future endeavours.

Concurrently, we are delighted to confirm the appointment of Greg Ward, PTSG’s Chief Operating Officer as CEO with immediate effect. Greg brings with him a proven track record of strategic execution and operational

excellence. Since joining PTSG, he has played a pivotal role in reshaping the Group’s operating model and embedding a performance-driven culture at scale. With a deep understanding of our markets, our people and our customers, Greg is exceptionally well-placed to lead PTSG into its next chapter.

PTSG has also announced the promotion of Sarah Wood to Director of Customer Success, effective 1 June 2025 – a move that underscores the Group’s ongoing commitment to delivering exceptional service and fostering long-term client relationships.

In her new role, Sarah will oversee both the Renewals and Key Accounts teams, working closely with Sofia Abbas and colleagues across the Group to further embed customer focus at the heart of PTSG’s strategy.

International real estate advisor Savills continues to strengthen its Industrial Agency team with six new hires in the Midlands, who will be based at its Birmingham office.

Andrew Jackson and Robert Rae recently joined the team as Directors. Andrew, with over 35 years of experience in industrial property, was formerly Head of the National Industrial team at Avison Young. He specialised in industrial agency and development, overseeing projects across the UK, particularly in the Midlands and South East in the Big Box logistics sector.

Robert, previously Principal and Managing Director at Avison Young, specialises in large distribution and industrial premises in the Midlands and South. He advises on development, agency, funding, investment, acquisitions, disposals, and rent reviews for industrial and office premises, as well as land, representing both tenants and landlords.

She will also play a key role in supporting the Group’s mergers and acquisitions programme, ensuring customer continuity and service excellence are prioritised throughout each transition. Sarah’s remit will also include leading the development of PTSG’s customer service standards strategy – setting the framework for future corporate initiatives. A renewed focus will also be placed on reconnecting with former or disengaged clients, helping to reintroduce them to the full scope of PTSG’s multi-disciplinary services.

In November, Savills appointed David Tew as Director and Chris Hobday as Associate Director. In his previous role, David advised on large-scale and mid-box schemes for developers, funds, occupiers, and landowners. Chris joined with over eight years of experience in the industrial and logistics sector, focused on the Midlands. They work with clients across industrial, distribution, logistics, and open storage assets, including corporate occupiers, landowners, developers, investors, and the public sector.

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

Over 9,000

people have connected with us on LinkedIn reaches 250,000 daily subscribers is read by 30,000 FM professionals monthly

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

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!

In a sector where compliance, reliability and continuous improvement are critical, we have built a strong reputation for helping our customers meet their obligations, manage risk and introduce smarter ways of working.

Our investment in digital asset management and robust reporting technology supports transparency and performance tracking, helping our customers to stay on the front foot.

If you need a partner who works both smarter and harder to help you achieve your organisational goals, talk to PTSG.

Contact us today for a free, no obligation chat about how we can help you to keep your buildings safe and compliant.