FM Director May 2025

Exclusively for FM industry leaders

In this issue:

Andron CEO Cheryl Stewart reflects on a year of significant growth as she marks her first anniversary at the helm

Cheryl McCall, EMCOR UK CEO, on how data-driven solutions and customer-centric strategy are transforming facilities management

Valon Statovci

How Subii’s new look and user experience update is set to elevate their service

Sponsored by

Welcome to May’s edition of FM Director

As always, we have plenty of insightful features, interviews and articles to keep you updated with the latest happenings in the world of Facilities Management.

Our cover story this month is from Subii, whose co-founder Valon Statovci, spoke exclusively to us about how the company’s innovative subcontracting platform has undergone a significant visual refresh and user experience update to better serve the FM industry.

We speak to Cheryl Stewart from family-owned cleaning specialist Andron as she marks her first anniversary as CEO. She reflects on a year of significant growth and her focus on maintaining the company’s core values and customer-focused approach.

We also look at how data-driven solutions and customer-centric strategy are transforming facilities management under Cheryl McCall’s leadership, eighteen months into her role as CEO at EMCOR UK.

I hope you enjoy this issue of FM Director, and as always, if there’s anything you’d like us to cover, please drop me a line!

Thank you.

Claire Middleton

claire.middleton@businessdailygroup.co.uk

fmdirector@fmbusinessdaily.com

Streamlining subcontracting: Subii’s platform evolution

Speaking exclusively to FM Director, Valon Statovci, co-founder of Subii, discusses how the company’s innovative subcontracting platform has undergone a significant visual refresh and user experience update to better serve the FM industry

rowth with Legacy: Balancing Expansion and Client Partnerships at Andron

As Cheryl Stewart marks her first anniversary as CEO of familyowned cleaning specialist Andron, she reflects on a year of significant growth while maintaining the company’s core values and customer-focused approach

How global companies are rethinking workplace change

If you’re responsible for workplace change in a global organisation, you already know the challenge: how do you deliver consistent, highquality projects across different countries, cultures, and compliance frameworks, without reinventing the wheel every time?

Managing Editor

Claire Middleton

Managing Director Cheryl Ellerington

Bristowe-Harrison 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 The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials, images and all other content is published in good faith.

Streamlining subcontracting: Subii’s platform evolution

Speaking exclusively to FM Director, Valon Statovci, co-founder of Subii, discusses how the company’s innovative subcontracting platform has undergone a significant visual refresh and user experience update to better serve the FM industry

In an industry where efficient resource management can make or break service delivery, Subii continues to revolutionise how facilities management companies approach subcontracting.

Having launched two years ago to address the complex challenges of subcontracting in the security sector, the platform has already made significant strides in streamlining what has traditionally been a cumbersome process.

Subii is an innovative online platform designed to connect service providers to share resources and ensure delivery of service. It makes the process of posting unallocated shifts and jobs super quick and easy, and equally quick and easy to find new opportunities, shifts and jobs.

Founded by security industry specialists Rob Barton and Valon Statovci, Subii was born from the idea that subcontracting in the security industry needed to be much more streamlined, easily trackable and less complex.

Now, the company has taken another leap forward with a comprehensive visual refresh and user experience update, designed to make the platform even more intuitive and user-friendly.

A cleaner, more intuitive experience

“We gave the platform a fresh new look and made it more intuitive to use.,” explained Valon when asked about the recent changes to the platform. “These features make the platform easier to use for both managers needing to publish new jobs and companies applying for jobs on the platform.”

This dual focus on both sides of the subcontracting equation highlights Subii’s understanding of the market’s needs: creating value for both those seeking resources and those providing them.

Valon, who has a strong background in the security industry and previously owned a security company, was acutely aware of the challenges that subcontracting within that industry can bring.

“One of the pain points we always had in our company was finding other security companies to help us fulfil all our jobs, and who could keep on top of all the jobs that we’d send out to these suppliers,” Valon explained.

He said that this was particularly difficult for bigger jobs which required a mix of suppliers.

We gave the platform a fresh new look and made it more intuitive to use

“It was always a headache because one company might supply 10 people and then another could do 12, and then that maybe another could do five,” he said.

Measurable success

Subii’s platform enhancements appear to be paying dividends already. When asked about user response to the changes, Valon reported, “We’ve seen a very positive response, with a 20% increase in job activity so far.”

This metric is particularly significant in the context of Subii’s ambitions. “We’re trying to facilitate communication between companies. We’re just here to help.

We’ve seen a very positive response, with a 20% increase in job activity so far

“We’re not directly supplying security staff; we’re trying to make it easier for companies to outsource the requirements that they need to fill.”

The platform centralises everything. “It’s a lot clearer, more streamlined and direct and as a company, you can view the entire subcontractor operation from the top down, drilling down into individual parts when and if you need to.” Valon added.

Rigorous testing for optimal results

Creating a more intuitive interface wasn’t without its challenges. “The testing of new UX/UI layouts which remove friction is easier said than done,” Valon admitted.

The solution? “Testing and more testing!” he emphasised, highlighting the iterative process that went into refining the platform’s new look and feel.

“The biggest challenge for any kind of self-service platform like Subii is whether it’s intuitive enough. How much training will it need? How much better do we want to make it?”

“That’s been a challenge because when you’re creating it you understand it so you know how things should be done.

“But then you set it out in the wild and everyone’s doing it in a different way, you must adapt and regularly refine it continuously so that we can make it better for the users.” Valon explained.

This focus on user experience is critical in a sector where time is often of the essence, and complex administrative processes can divert attention from core service delivery.

APIs on the horizon

With ambitious future plans, Subii is not resting on its laurels. Valon revealed, “We are looking to develop APIs to allow scheduling platforms to connect with us to publish jobs directly from their platforms.”

This next development phase represents a significant step toward deeper integration within the FM technology ecosystem, potentially eliminating even more friction from the subcontracting process.

“Ultimately, we want to help facilitate the supply chain management of all people providers in FM.”

We really want to make a splash in the security world

“We really want to make a splash in the security world. We know the industry, we know how it operates, and we want to prove that our kind of platform works for all companies, both big and small.”

The bigger picture

The platform’s evolution comes at a time when the FM industry is increasingly embracing digital transformation to overcome longstanding operational challenges.

“There was a gap in the market for this type of platform, and we’re working hard to fill it.”

“Many companies don’t like the fact that they have to outsource, but often it’s just necessary.

“Not many firms are always in a position where they have everything they need to fulfil all of their clients’ requirements, and so it’s vital to have an efficient supply network. We just want to make it as easy as possible for people to communicate with each other.”

For Valon, the goal is clear: he hopes these latest improvements will lead to “increased interactions within the platform,” further cementing Subii’s position as an essential piece in the FM professional’s toolkit.

There was a gap in the market for this type of platform, and we’re working hard to fill it

Valon’s aim is for the Subii platform to become part of companies’ everyday outsourcing procedures, not just something that they use from time to time because it’s useful, but the standard procedural way they handle subcontracting day-to-day.

As the FM sector continues to evolve, platforms like Subii that reduce administrative burden while improving operational efficiency seem poised to play an increasingly important role in how facilities are managed and serviced across the UK.

For more information about Subii, please visit subii.co.uk

Security subcontracting, solved.

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A Better World at Work How EMCOR UK is Redefining Facilities Management

How data-driven solutions and customer-centric strategy are transforming facilities management under Cheryl McCall’s leadership, eighteen months into her role as CEO

When Cheryl took the helm at EMCOR UK, she inherited a company with strong foundations but recognised the need for strategic evolution. Now, having navigated through an intensive period of transformation, she reflects on what has been “a really busy, but really productive and rewarding” journey.

“I believe that we’ve well embedded our strategy across the business,” Cheryl explained. “We’ve launched our new website, we’ve launched four new solutions to support our FM offering, and we’ve got a very clear and focused approach to work winning and customer retention.

“We continue to invest in our people and ensure our values are central to everything we do.”

Research-Led Strategy

The foundation of EMCOR UK’s recent success lies in comprehensive industry research that has shaped the company’s strategic direction. Cheryl and her team conducted extensive research both within the FM industry and with their existing customer base to understand the evolving needs of the market.

“We really wanted to understand what customers want from an FM provider, what are their challenges, what are their pain points, and how can we position ourselves to respond to those,” she said.

The research revealed four critical areas of focus that have become the cornerstone of EMCOR UK’s approach.

At the top of the list is cost management, driven by economic uncertainty. “Customers are very, very focused on how they control their cost and improve efficiency,” Cheryl noted.

Closely linked to this is the growing emphasis on risk and resilience, particularly relevant given EMCOR UK’s work with critical national infrastructure clients. “How do they make sure that they mitigate risk, that their estate and all their assets perform, and ensure that they’re resilient and compliant?”

Cheryl asked. “We work with a lot of customers in critical national infrastructure, so that resilience is really important because they need to run their estate 24/7.”

The third area identified was an increased “hunger for data” – the ability to make intelligent, data-driven decisions. Finally, employee attraction and retention emerged as a key concern, encompassing workplace environment, wellbeing, safety, and productivity.

Four-Pillar Solution Framework

In response to these findings, EMCOR UK developed four interconnected solutions that address each identified pain point. At the core sits Insight Intelligence, a platform that collates data and provides comprehensive estate visibility through what Cheryl describes as their “one data world platform.”

“We use our own subject matter experts and the intelligence to interpret that data and then make intelligent decisions,” she said.

We continue to invest in our people and ensure our values are central to everything we do

The Asset Dynamic solution focuses on ensuring assets are properly maintained, compliant, and operating safely. Meanwhile, Carbon Transformation supports clients throughout their energy management journey, helping them achieve carbon targets whilst reducing costs and improving efficiency.

Finally, Workplace Evolution addresses the employee experience challenge. “It’s about creating a great environment for employees to be really productive, where they want to work, where they feel their wellbeing is looked after, and they’re in a safe environment,” Cheryl said.

Industry Outlook and Challenges

Looking at the broader FM industry, Cheryl sees both challenges and opportunities shaped by current market volatility.

“The industry as a whole is very much about that cost focus, risk and resilience, and how can FM providers support customers with all of those challenges so they can concentrate on their day-to-day operations.”

She emphasised the need for agility in an ever-changing environment: “For us as an FM provider, it’s about being agile, responsive, and innovative with how we adapt our solutions to address these ever-changing challenges and hurdles that customers are experiencing in a pretty volatile market right now.”

Collaborative Leadership

Cheryl’s leadership philosophy centres on inclusivity and collaboration. “I’m a really inclusive person.

“It’s really important to get the right people around the table to make the right decisions,” she said. This approach aligns with EMCOR UK’s organisational culture, which she describes as “highly people-led” with a focus on collaboration and listening to customers.

You never know what tomorrow’s going to bring, and that, for me, is really important

The results speak for themselves. Over the past 18 months, the company has successfully renewed and extended contracts with long-term customers, validating their customer-centric approach. “We’ve got some great relationships with our customers and clients with real longevity,” Cheryl confirmed.

Looking Ahead

For the next three to five years, Cheryl’s vision for EMCOR UK encompasses three key areas: maintaining exceptional service for existing customers, investing in employees and the supply chain, and pursuing responsible growth in sectors where the company has established credibility, including defence, process and government, utilities, and life sciences.

“What’s next is really about our purpose: to create that better world at work,” she said. “How do we bring our engineering heritage and our innovation to the table all the time? How do we continue to make sure that we are providing a great technical service with a focused and structured approach, but at the same time, being agile, adaptable, and innovative with our solutions?”

Cheryl’s philosophy reflects the reality of modern facilities management: “When you see what’s happening, it’s forever changing. You never know what tomorrow’s going to bring, and that, for me, is really important.”

Under her leadership, EMCOR UK has demonstrated that success in the FM industry comes from combining deep technical expertise with genuine innovation, always keeping the customer’s evolving needs at the centre of strategic decision-making. As the industry continues to face new challenges, Cheryl’s research-driven, solution-focused approach positions EMCOR UK well for sustained growth and success.

Cheryl McCall joined EMCOR UK as CFO in 2021 and was appointed CEO in January 2024, bringing extensive experience in infrastructure and a commitment to innovation-led growth

Healthcare and Fire Safety: Why Prevention is Better Than the Cure

Health and wellbeing is naturally high on the agenda in healthcare facilities, but what more can be done to ensure fire door safety is being met with competency and not complacency? Alex Airnes of Allegion UK discusses

Healthcare environments are synonymous with caution, wellness and safety. Though, where National Health Service professionals work determinedly to meet the needs of their patients, equally as vital are the fire door safety procedures practiced throughout NHS premises.

Fire safety management plays a crucial role in all healthcare settings, where protecting staff, visitors and potentially vulnerable patients is a continuous effort.

Even with a host of unique operational challenges, hospitals, for example, are often considered to be one of the safest public buildings.

In fact, a survey conducted by The British Woodworking Federation discovered that 52% of respondents believed hospitals to provide the highest level of fire safety in a building.

Despite these perceptions, NHS data has previously reported a concerning rise in fire incidents across sites around the country.

Fire doors are designed to compartmentalise fire and smoke for a specified period of time

The inherently busy nature of healthcare settings and aroundthe-clock use of facilities containing vulnerable patients, medical equipment and even flammable materials, presents a complex set of fire safety issues that must be addressed.

With that in mind, is there perhaps more work to be done to ensure fire door safety is approached professionally to further mitigate risk?

Health and fire door safety

In the three months ending January 2025, an average of 46,000 people visited major hospital A&E departments each day in England, with a further 27,300 visitors attending minor A&E facilities every day.

Fire doors play a vital role in protecting each of those individuals, but when paired with the fast-flowing traffic often found in healthcare facilities, this sustained level of footfall can create relentless environments that are unforgiving on fire doors and their hardware.

As a critical element of passive fire protection, fire doors are designed to compartmentalise fire and smoke for a specified period of time.

Where fire could spread quickly across the interconnected sections of healthcare estates, fire doors will form protective barriers for a minimum of 30 minutes (FD30) or 60 minutes (FD60), allowing occupants to escape and preventing potentially life threatening smoke inhalation in the process.

Fire doors can only operate effectively when working in tandem with their hardware components, such as hinges, seals and fire door closers.

Yet, all too often in healthcare settings, fire doors and their hardware become damaged and fall victim to improper maintenance and use, with some self-closing doors even propped open to improve the flow of traffic and ease of access for beds, wheelchairs and medical trolleys. In turn, this leaves closers disengaged and renders doorsets useless in the event of a fire.

Under the Regulatory Reform (Fire Safety) Order 2005, healthcare management teams are given a direct responsibility to ensure employees and patients are safe within their premises.

With this, NHS trusts must nominate a ‘responsible person’, which is often an individual who possesses a legal responsibility to demonstrate effective fire safety procedures, undertake risk assessments and meet fire safety compliance.

In demanding healthcare environments, regular fire door inspections are key, and as part of their duties, a designated responsible person must have a firm understanding of fire door checks and maintenance, whilst also raising staff awareness on the importance of fire door safety. For this, ongoing education is key.

Prevent and protect

In order to retain the integrity of a fire door and its components, healthcare estates must consider how accurate specification, professional installation and ongoing maintenance can help to reduce common hazards and the possibility of danger before it surfaces.

Routine fire door checks can save lives and should form the agenda of anyone responsible for fire safety management. They consist of reviewing the specification, installation, condition and certification of:

The door furniture

The hinges

Locks and latches

Door closers

Hold open devices

Signage

Exit devices

Door seals

The gaps around the door (3mm is recommended for fire doors)

When performing a closing action, a fire door calls upon each of these components and as such, not one element can fail in the event of a fire.

To meet the necessary standards, the complete fire doorset must pass a series of standardised tests in the form of UKCA and CE certifications, which healthcare officials can identify – alongside a fire door’s FD ratings – by reviewing the label, usually found on the top edge of the door.

Correct specification is essential to long-term performance too. For high-use areas in large hospitals, for example, electromagnetic hold-open devices are a more appropriate choice and allow fire doors to close once a fire alarm is activated, automatically releasing the door in a safe and controlled manner. In smaller, slower-paced settings, cam-action closers with slide arms can fulfil fire door regulations whilst providing ease of operation and accessibility for vulnerable users who may otherwise struggle with heavy doors.

Regardless of size, layout and the building’s needs, all healthcare facilities must look to inherit a regular maintenance plan for their fire doors and emergency exit routes. In doing so, teams can highlight any early signs that a fire door is not performing as it’s required to, which can help prevent irreparable damage to the door and its hardware - saving the need for replacements and reducing costs for establishments managing budget restraints. When a fire door and its hardware is no longer compliant, teams must ensure repairs and replacements are made quickly and at a professional standard.

Fire door safety is an ongoing responsibility for healthcare management teams and requires comprehensive planning and regular action. Where patient safety remains the primary focus, a proactive approach is necessary. As such, healthcare officials are urged to pay close attention to their estate’s fire door safety measures, because although fire is unpredictable, it is in most cases preventable.

All healthcare facilities must look to inherit a regular maintenance plan for their fire doors and emergency exit routes

Understanding the Three Pillars of SSIP Membership

The Safety Schemes in Procurement (SSIP) Forum plays a crucial role in streamlining health and safety pre-qualification across the UK

Its collaborative approach brings together diverse members who actively promote a high level of health and safety capability standards, using the SSIP Core Criteria to complete assessments.

This collaboration is facilitated through three distinct membership categories: Registered Members, Certification Body Members, and Supporter Members.

Understanding the differences between these categories is key to navigating the SSIP landscape.

Registered Members: The Foundation of Mutual Recognition

Registered Membership is open to any third-party health and safety assessment scheme, including those operated by major contractors or trade associations.

These members form the core of the SSIP’s mutual recognition framework. Crucially, assessments completed through Registered Member schemes benefit from full mutual recognition by all other SSIP Registered Member schemes and Supporter Members.

This “Deem to Satisfy” agreement significantly reduces duplication of effort for suppliers, as a single assessment is recognised across the Forum.

It’s vital to note that a standard ISO 45001 certificate does not automatically meet SSIP requirements

This mutual recognition is dependent on all necessary details being accurately displayed on the SSIP Portal, ensuring transparency and easy verification for clients.

Certification Body Members: Bridging ISO 45001 and SSIP

Certification Body Membership is specifically designed for UKAS accredited certification bodies for ISO 45001, with a minimum accreditation to EA28.

These members offer a combined certification route, allowing businesses to achieve both ISO 45001 and SSIP certification simultaneously.

It’s vital to note that a standard ISO 45001 certificate does not automatically meet SSIP requirements.

Businesses seeking SSIP certification alongside their ISO 45001 must explicitly request this from their chosen Certification Body Member, ensuring the additional SSIP scheme requirements are addressed.

The “Deem to Satisfy” agreement for Certification Body Members provides one-way mutual recognition with all Registered Members.

This means that assessments completed through Certification Body Members are recognised by Registered Members, but not the other way around.

Again, accurate information on the SSIP Portal is essential for this recognition to be valid.

Supporter Members: Driving Best Practice and Influencing Standards

Supporter Members are organisations, often large contractors or trade associations, who champion SSIP certification within their own supply chains.

They stipulate that their supply chain hold valid SSIP certification, demonstrating a strong commitment to health and safety best practice.

Beyond simply requiring certification, Supporter Members actively engage with the SSIP Forum.

For trade associations and main contractors* with supply chains in excess of 250 suppliers, Supporter Membership offers a powerful platform to represent their members’ interests in the ongoing development of pre-qualification standards within SSIP.

Furthermore, Supporter Members enjoy unrestricted access to the SSIP Portal, giving them enhanced visibility into supplier assessment information. This access allows them to make more informed decisions and effectively manage health and safety risks within their supply chains.

In summary, these three membership types work together to achieve SSIP’s overarching goal of simplifying and standardising health and safety pre-qualification. Registered Members form the backbone of mutual recognition, Certification Body Members offer a combined certification pathway, and Supporter Members drive adoption and shape future standards.

*Currently Supporter Membership is FREE!*

They have the opportunity to participate in Full Forum meetings, providing valuable insights and helping to guide SSIP on industryspecific best practices.

Supporter

Understanding the distinctions between these categories is essential for both suppliers seeking certification and clients looking to engage competent and safety-conscious suppliers.

To learn more about SSIP members go to www.ssip.org.uk

ARE YOU REQUESTING SSIP THROUGHOUT YOUR SUPPLY CHAIN?

Join as a Supporter Member!

As a Supporter Member, you not only align with SSIP but champion the highest standards in health and safety within your industry. Supporter membership is completely free and demonstrates your organisation’s commitment to ensuring a safer working environment for all.

Shape the future of procurement by offering sector specific guidance.

Free attendance to Full Forum Meetings and other SSIP events.

Full access to the SSIP portal, gaining access to further detail.

Exclusive use of the SSIP Supporter Member logo.

WHAT OUR SUPPORTER MEMBERS HAVE TO SAY:

“Cornwall Council uses the SSIP Portal to assist us, not only as part of our own Procurement process, but also in support of external clients, such as schools, who wish to employ suitably competent contractors. The Portal has also proved beneficial during an audit of contractors and recent incident investigations undertaken by the Council.”

The Truth about the Human Influence on Climate Change

In April, Alan Stenson, CEO, Neutral Carbon Zone, took to the stage in the Social Enterprise Village at The Workplace Event 2025 in Birmingham

Alan joined a panel of experts to discuss Net Zero: Overcoming Barriers and Unlocking Opportunities for Social Enterprises in the FM Supply Chain.

The panel included:

Mark Hand, Sector Director - Mobilityways

Nolan Wright, Director, Supply Chain Operations –Belu

Sarah Morrison, Sustainable Travel Lead – Lloyds Banking Group

As a follow up to this insightful session, we thought it would be apt to share a recent article written by Alan which takes a closer look at the impact humans have on climate change.

Despite overwhelming scientific consensus, some still argue that climate change is just a natural phenomenon, unaffected by human activity.

This perspective overlooks a vast body of evidence demonstrating the significant role humans play in altering our planet’s climate. Drawing from two decades of experience in carbon management and sustainability, I delve into the clear, observable evidence of human-induced climate change to try and provide some clarity in a world full of misinformation.

The Science is Clear: Human Activities Drive Climate Change

The Earth’s climate system is sensitive to changes in greenhouse gas (GHG) concentrations. GHGs like carbon dioxide (CO₂), methane (CH₄), and nitrous oxide (N₂O) trap heat in the atmosphere, a completely natural process known as the greenhouse effect.

However, since the Industrial Revolution, human activities have significantly increased GHG concentrations, significantly intensifying this effect.

Global average temperatures have increased by approximately 1.2°C since pre-industrial times. The past decade has been

the warmest on record

Carbon Dioxide (CO₂): The Primary Culprit CO₂ accounts for approximately 76% of global GHG emissions.

The burning of fossil fuels, i.e. coal, oil, and natural gas for energy and transportation, is the primary source. Atmospheric CO₂ levels have risen from about 280 parts per million (ppm) in pre-industrial times to over 430 ppm today, a level unprecedented in at least 800,000 years.

Methane (CH

₄):

A Potent Greenhouse Gas

Methane, while less abundant than CO₂, is over 25 times more effective at trapping heat over a 100-year period. Major sources of this include livestock digestion, rice cultivation, and fossil fuel extraction.

Since pre-industrial times, atmospheric methane concentrations have more than doubled.

Nitrous Oxide

(N₂

O) and Industrial Gases

N₂O, primarily released from agricultural activities and industrial processes, has a global warming potential approximately 298 times that of CO₂.

Additionally, industrial gases like hydrofluorocarbons (HFCs), though present in smaller quantities, have thousands of times the warming potential of CO₂.

Observable Evidence of Human-Induced Climate Change

Climate change is not a distant threat; its impacts are evident and measurable today.

1. Rising Global Temperatures

Global average temperatures have increased by approximately 1.2°C since pre-industrial times. The past decade has been the warmest on record, with 19 of the 20 warmest years occurring since 2001. This rapid warming correlates closely with the rise in GHG emissions from human activities.

2. Ocean Warming and Acidification

Oceans absorb over 90% of the excess heat from GHGs, leading to rising sea temperatures and widespread coral bleaching. They also absorb about 25% of emitted CO₂, resulting in acidification that threatens marine ecosystems. These changes disrupt marine life and fisheries, impacting food security globally.

3. Melting Ice and Rising Sea Levels

Satellite observations reveal significant ice mass loss from Greenland and Antarctica, contributing to sea-level rise. Since the early 20th century, global sea levels have risen by about 20 cm, with the rate accelerating in recent decades. This poses a threat to coastal communities worldwide.

4.

Increased Frequency of Extreme Weather Events

The frequency and intensity of extreme weather events such as heatwaves, hurricanes, floods, and droughts have all increased.

For instance, a study by the World Weather Attribution group found that a severe storm in the Mississippi Valley in April 2025 was made significantly more likely and intense due to human-induced climate change. Such events result in loss of life, economic damage, and displacement. World Weather Attribution+3The Guardian+3AP News+3

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The Human Fingerprint: How We Know It’s Us

Critics often argue that climate change is just part of natural variability. Let me be clear on this, while natural factors like volcanic activity and solar radiation do affect the climate, they cannot explain the current rapid warming.

1. Isotopic Evidence

Carbon from fossil fuels has a distinct isotopic signature. The carbon released from burning fossil fuels contains less of the carbon-14 isotope compared to naturally occurring carbon. Atmospheric measurements clearly show a decline in carbon-14 levels as CO₂ concentrations increase—directly tying fossil fuel combustion to rising CO₂.

2. Tropospheric and Stratospheric Temperature

Differences

If global warming were due to solar activity, both the troposphere (lower atmosphere) and stratosphere (upper atmosphere) would warm. However, satellite data shows the opposite: the troposphere is warming while the stratosphere cools—an unmistakable sign of the greenhouse effect, driven by human emissions.

3. Climate Models and Predictions

Climate models, developed and tested over decades, consistently predict the warming patterns we are experiencing when human factors are included.

Models that exclude human influences show negligible warming, further confirming our role.

Linking Human Activity to Climate Change

Attribution science allows us to assess the extent to which humaninduced climate change influences specific weather events.

By comparing observed events with climate models, scientists can determine the likelihood and severity of events in a warming world. This field has provided compelling evidence linking human activities to increased risks of extreme weather. Carbon Brief+7Wires+7State of the Planet+7

Addressing Common Misconceptions

“Climate Has Always Changed”

While Earth’s climate has undergone natural changes over geological timescales, the current rate of warming is unprecedented. Natural factors cannot explain the rapid temperature rise observed since the Industrial Revolution.

“Human Impact is Negligible”

Human activities may seem small compared to Earth’s vast systems, but their cumulative effect is significant. The massive scale of fossil fuel combustion, deforestation, and industrial processes has altered the atmospheric composition, leading to climate change.

“Weather Variability Disproves Climate Change”

Weather refers to short-term atmospheric conditions, while climate is the long-term average of weather patterns. Short-term variability does not negate the long-term trend of global warming.

The Importance of Acknowledging the Human Impact

Recognising human responsibility for climate change is crucial for implementing effective mitigation and adaptation strategies. It enables the development of policies aimed at reducing emissions, transitioning to renewable energy, and enhancing resilience to climate impacts.

Taking Responsibility for Our Future

The evidence is clear: human activities are the primary driver of recent climate change. Acknowledging this fact is the first step toward meaningful action. By reducing emissions, embracing sustainable practices, and investing in climate resilience, we can mitigate the worst impacts and build a sustainable future for generations to come.

Note: This article is based on current scientific understanding and aims to provide a clear, evidencebased overview of human-induced climate change. For further reading, consult reputable sources such as the Intergovernmental Panel on Climate Change (IPCC) and NASA’s climate science resources.

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The importance of Kitchen Extraction Systems

The Overlooked Danger Zone for Caterers and Schools Alike

It happens far more often than most caterers realise. Every week across the UK, commercial kitchens, from high-street restaurants to school canteens, fall victim to devastating fires that could have been prevented.

The shocking reality? A staggering 70% of these fires aren’t caused by the obvious culprits like unattended pans or flaring grills, but by something lurking silently overhead: poorly maintained extraction systems.

With approximately 10,000 fires occurring annually in UK food and drink establishments, the threat isn’t just theoretical - it’s a statistical certainty for many operations. For every headline-making restaurant blaze, dozens more occur in institutional settings like school kitchens, where hundreds of young lives could be at risk.

“Most kitchen operators vastly underestimate their fire risk,” explains Gavin Richards, Compliance Expert and Director at Indepth Services, a PTSG company. “They’re vigilant about visible hazards but completely overlook the most dangerous element in their kitchen, the accumulated grease in extraction systems that can turn a minor incident into a catastrophic fire in seconds.”

The hidden danger above your heads

“One of the most overlooked yet critical aspects of kitchen fire safety is the build-up of combustible fat-contaminants within extraction ductwork,” Richards continues. “This isn’t just about cleanliness it’s about survival.

Drawing on over four decades of experience in fire safety, Indepth Services has identified extraction systems as a particular concern for commercial kitchens in all settings, from restaurants to educational establishments. “Grease accumulation in extraction systems is like having a fuse running through your building,” Richards warns. “Once ignited, it can spread fire rapidly throughout the entire structure.”

The problem intensifies during busy periods when higher cooking volumes lead to faster grease accumulation, while operational pressures can push vital maintenance to the back burner – a potentially devastating combination for any catering establishment or school kitchen.

This isn’t just about cleanliness it’s about survival

The insurance implications you can’t afford to ignore

Perhaps most concerning for catering professionals is the growing trend of insurance claims being rejected due to insufficient maintenance documentation. “With approximately 10,000 fires occurring annually in UK food and drink establishments, insurers are increasingly scrutinising compliance documentation following incidents,” says Richards. “We’re seeing cases where claims have been rejected due to inadequate kitchen extraction cleaning records.”

“Many operators don’t realise that their insurance policies specifically require adherence to TR19® standards for kitchen extraction cleaning. Non-compliance isn’t just a safety issue it could lead to catastrophic financial losses if a fire occurs.”

Free kitchen extract surveys available for educational facilities

In response to this, Indepth Services is offering complimentary kitchen extract surveys to educational establishments. “We offer complimentary kitchen extract surveys to help schools plan their maintenance appropriately. These free, no-obligation assessments allow facilities managers to understand their exact requirements so they can get booked in and secure the coveted summer maintenance slots,” explains Richards.

The professional assessment includes:

Full system inspection by TR19® certified specialists

Written quote on current condition and cleaning recommendations

Compliance status evaluation

No obligation to proceed with recommended work

“Schools face unique challenges when it comes to kitchen maintenance,” Richards notes. “With tight budgets, fixed operational calendars and responsibility for hundreds of young lives, the stakes couldn’t be higher. Our free survey programme for schools in London and Southeast helps educational facilities identify risks before they become emergencies.”

Building a comprehensive kitchen fire safety strategy

The team at Indepth Services believe effective kitchen fire prevention requires a multi-layered approach:

1. Professional cleaning and maintenance

Regular professional cleaning isn’t merely about appearances – it’s a critical safety measure. Key requirements include:

Daily cleaning of accessible surfaces and filters

Professional extraction system cleaning every 3-6 months (depending on usage)

Documented cleaning schedules and verification

TR19®-compliant cleaning protocols

2. Equipment safety protocols

Beyond cleaning, equipment maintenance plays a crucial role:

Daily safety checks of all cooking equipment

Regular testing of temperature controls and safety shutoffs

Professional quarterly servicing

Immediate attention to any identified issues

3. Staff training and awareness

“The best safety systems in the world won’t help if your staff don’t know how to use them,” notes Richards.

Essential training should cover fire extinguisher operation, emergency evacuation procedures, fire suppression system activation, and safe cleaning protocols.

The cost of complacency vs. prevention

Compare the cost of routine maintenance to the potential losses from a fire – not just property damage, but business interruption, liability issues and potential insurance problems. The choice becomes very clear.

Non-compliance isn’t just a safety issue it could lead to catastrophic financial losses if a fire occurs

For catering professionals, the decision to prioritise extraction system maintenance isn’t just about compliance, it’s about protecting your business, staff and customers during crucial trading periods.

“The fact that 30% of all commercial building fires start in kitchen areas underscores the importance of proper maintenance,” Richards emphasises.

As caterers manage their operations throughout the year’s busy cycles, ensuring kitchen extraction systems are properly maintained isn’t merely a compliance exercise – it’s a business-critical decision that could mean the difference between continued success and a devastating closure.

For more information about kitchen fire safety or to book a free kitchen extract survey, contact Indepth Services at 020 8661 7888 or visit their website to download their free Kitchen Grease Extraction Guide.

About Indepth Services: Part of Premier Technical Services Group Ltd (PTSG), Indepth Services has been at the forefront of specialist fire safety services for over 40 years. The company provides TR19®-compliant cleaning services and comprehensive fire safety solutions to customers across the UK

PTSG: Nurturing Talent from Ground Level to Leadership

How the UK’s Leading Building Compliance Provider Develops Tomorrow’s FM Leaders

Ask any facilities director and they’ll say one of the biggest challenges is finding and developing the right talent. In today’s competitive facilities management landscape, attracting and retaining skilled professionals remains a persistent hurdle.

Premier Technical Services Group Ltd (PTSG), a British multinational, multidisciplinary building compliance business, has established itself not only as an industry leader in specialised services but as an exemplar in talent development at all organisational levels.

Cultivating Excellence Across the Career Spectrum

With approximately 3,000 specialists serving over 30,000 customers across 300,000 buildings nationwide, PTSG’s approach to talent management demonstrates how strategic development practices can transform ambitious individuals into industry innovators - regardless of their entry point or background.

“Our strength is our people...we attract and retain the best people, people who make us better,” explains Nikhil Varty, CEO of PTSG. “We aim to create stakeholders who want the best for the business; not employees who simply turn up, do their job and go home.”

This philosophy comes to life in the story of Alice Patterson, believed to be the UK’s youngest female power earthing designer at just 24 years old.

Breaking New Ground: From Uncharted Territory to Specialist Excellence

When Alice Patterson applied for an assistant design engineer role at PTSG two and a half years ago, she had no background in power earthing. With a degree in sound and lighting engineering, she exemplifies how PTSG identifies potential beyond traditional career paths.

“I saw this job come up, and I thought, ‘I’m never going to get that. It just sounds so complex,’” Alice reflects. Despite her doubts, she was encouraged to apply – a decision that changed her career trajectory.

Starting as an assistant design engineer, Alice has since been promoted to design engineer and has worked on prestigious projects including Wimbledon, the V&A Museum, and innovative infrastructure developments. Her rapid progression illustrates PTSG’s commitment to nurturing promising talent regardless of traditional industry background.

For FM Business Directors facing skills shortages and recruitment challenges, this approach offers a compelling alternative to conventional hiring strategies.

Mentorship: The Cornerstone of Professional Development

PTSG’s success in developing specialists in niche technical fields stems from its robust mentorship culture. Alice credits her managers, Jason and Jacob, as instrumental to her development: “One thing I’m grateful for is having such a supportive and motivating team. They always help me out with anything I need. They’re incredibly supportive and always want me to strive and do better.”

This mentorship approach extends across PTSG’s five service divisions – Access & Safety, Electrical Services, Building Access, Fire Solutions, and Water Treatment – creating a multiplier effect that builds specialised expertise throughout the organisation.

Building Tomorrow’s Leaders Today

PTSG’s investment in people development is a cornerstone of its operating model, focusing on People, Technology, Service & Growth.

“We invest in our people, culture and values, ensuring PTSG is the natural home for the best and brightest talent,” notes Varty.

“We want to attract the very best talent to PTSG, and we also want to retain the amazing people that we have today.”

One thing I’m grateful for is having such a supportive and motivating team. They always help me out with anything I need

The company’s approach includes investments in training programmess, career development pathways, and competitive benefits – all designed to create an environment where talent can thrive.

Breaking Industry Barriers

For FM Business Directors concerned with diversity and inclusion, PTSG’s commitment to supporting underrepresented groups in technical fields offers valuable insights. Alice’s experience as one of the few women in power earthing highlights how embracing diversity can drive innovation.

“If there’s any other females that would want to do what I’m doing, hopefully I can be someone they can look up to,” she says. “Even just women going into electrical engineering, or engineering in general... hopefully I can be a role model and mentor to other people.”

In an industry where specialised technical knowledge is increasingly vital, PTSG’s approach to identifying and nurturing diverse talent helps build resilience against skills shortages.

The Strategic Advantage for FM Operations

For Facilities Management directors, PTSG’s talent development strategy translates into tangible business benefits:

Enhanced Service Quality: Highly trained specialists across all five service divisions ensure best-in-class delivery that meets rigorous compliance requirements.

Comprehensive Solutions: With expertise spanning access & safety, electrical services, façade maintenance, fire solutions, and water treatment, PTSG’s investment in people enables the delivery of its 170+ specialist services with consistent excellence.

Operational Resilience: By developing talent at all levels, PTSG maintains service continuity even in specialised fields facing industry-wide skills shortages.

Innovation Leadership: Empowered professionals like Alice bring fresh perspectives to traditional practices, driving continuous improvement in service delivery.

The Future of FM Talent Development

As the facilities management sector faces evolving compliance requirements and technological advancement, PTSG’s approach to talent development offers a blueprint for building organisational capabilities from within.

This commitment to building career pathways from entry-level positions to leadership roles ensures that specialised knowledge is retained and expanded throughout the organisation.

Partner with PTSG for Your Talent Development Needs

For FM Business Directors looking to strengthen their own talent strategies or seeking a service partner with the technical depth to handle complex compliance requirements, PTSG offers both specialised services and collaborative learning opportunities.

With its track record of identifying potential, providing meaningful development and building specialised expertise, PTSG delivers not just technical services but a partnership approach that elevates FM operations through people excellence.

To learn more about how PTSG can support your facilities management requirements or to explore career opportunities across our five service divisions, visit ptsg.co.uk or contact our team at 01977 668771.

Even just women going into electrical engineering, or engineering in general... hopefully I can be a role model and mentor to other people

Growth with Legacy Balancing Expansion and Client Partnerships at Andron

As Cheryl Stewart marks her first anniversary as CEO of family-owned cleaning specialist Andron, she reflects on a year of significant growth while maintaining the company’s core values and customer-focused approach

Celebrating 45 years of business this month, Andron has evolved from a two-man operation into an £80 million company with an impressive 99% client retention rate.

Under Stewart’s leadership, the business has achieved 15% growth in the past year alone, while welcoming 352 new employees and ensuring 90% of staff receive the Real Living Wage.

“It’s been an extremely quick and exciting first year in my new role, focused on building a strong, collaborative team and culture,” Cheryl explained. “I’ve spent considerable time learning from and listening to our executive team, our customers and our employees to understand the different priorities, which has helped me dto clearly define our strategic goals.”

Cheryl credits her background as Sales Director with providing valuable insights into customer priorities and industry challenges, allowing her to build a strategy focused on client needs.

This client-centric approach has remained central to Andron’s success despite the significant growth trajectory.

Building foundations for sustainable growth

Looking ahead, Cheryl is focused on bringing the company’s vision to life, with ambitious plans for further expansion, particularly in central London and the manufacturing sector.

“It’s particularly important for us to ensure we have the foundations and processes in place to support growth sustainably,” she emphasised.

“We must balance expansion while making certain our existing customers continue to receive excellent service they expect from us.”

This balanced approach extends to the company’s technological investments, with digital transformation initiatives aimed at enhancing customer reporting capabilities. “Investment in technology will allow our managers to spend more time with their customers and deliver the best service possible,” Cheryl noted.

The family advantage

In an industry landscape constantly reshaped by mergers and acquisitions, Andron has deliberately chosen a different path, focusing on organic growth rather than acquisitions.

Investment in technology will allow our managers to spend more time with their customers and deliver the best service possible

“What has set us apart is our approach,” Cheryl stated. “One of our biggest strengths is being a family-owned business, which ensures we remain focused on maintaining our strong reputation and building lasting partnerships. Part of our long-term vision is to remain family-owned, which our customers value because they trust who we are and what we stand for.”

This commitment to family ownership has been a key differentiator in the market. “To this day, we’ve never acquired any businesses. We’ve achieved significant growth purely through our own success, hard work and reputation, which remains important to us.”

Long-term partnerships

The family ownership structure enables Andron to maintain a longterm focus, creating enduring partnerships with clients; some of whom have remained with the company for 30-40 years.

“Whenever we win new business and contracts, we always want to retain those customers,” Cheryl explained. “Our goal is to deliver over and above what’s expected and build relationships that last for years, if not decades.”

This approach involves taking time to understand each client’s unique challenges and aspirations, using the company’s experience to build bespoke solutions.

“Clients trust us because whatever we promise at tender stage, we always deliver. We’ve built a reputation as a trusted partner who does what we say we’ll do, which is still quite rare in the industry.”

People development

Stewart has placed significant emphasis on developing Andron’s workforce, launching the company’s first Leadership Development Academy during her initial year as CEO.

“Part of our vision is to grow and bring our people along with us. Internal progression is really important to us,” she said. “Through launching the leadership development programme, we’ve been able to put a formal structure in place for individuals already progressing with us, ensuring we have the right people on the journey who embody our values and family culture.”

The company has also strengthened its senior leadership team to support its growth trajectory while maintaining service quality.

We’ve worked really hard to continue increasing the number of employees paid the Real Living Wage

“It’s vital that as we grow, we have the right people in the right positions who will continue delivering what we’ve always promised our customers.”

Social responsibility

Beyond commercial success, Andron has been recognised for its commitment to social responsibility, ranking in the top eight socially responsible businesses at the British Business Awards. Stewart has also joined the Real Living Wage Recognised Service Provider steering group to advocate for living wages within the FM industry.

“We’ve worked really hard to continue increasing the number of employees paid the Real Living Wage, which has been a significant achievement for us,” she noted.

Looking forward, the company has set an ambitious target to increase diverse spend by £1 million, working with supply diverse chain partners and social enterprises to positively impact the environment and communities in which they operate.

As Andron celebrates its 45th anniversary, Cheryl is confident the company’s balanced approach to growth, family values, and customer focus will continue to differentiate the business in a competitive FM landscape.

“We’re focused on growth, but it has to be done in the right way: by supporting our people, staying close to our clients, and upholding the values and legacy that continue to guide our business.”

How global companies are rethinking workplace change

If you’re responsible for workplace change in a global organisation, you already know the challenge: how do you deliver consistent, high-quality projects across different countries, cultures, and compliance frameworks, without reinventing the wheel every time?

Here, Rachel Houghton of Business Moves Group discusses the challenges of managing a global estate, and how to better strategise and streamline workplace change projects.

Whether it’s consolidating offices in Spain, opening a new hub in the Netherlands, or redesigning workspaces in the UK to reflect new hybrid models, the need is the same. Smooth transitions. Engaged employees. Cost-effective outcomes. And yet, too often, companies find themselves managing a patchwork of local suppliers, each with their own processes, standards and ways of working.

It’s time for a smarter, more joined-up approach.

The high cost of fragmented delivery Office relocations and workplace changes aren’t just operational tasks. They’re events that touch every part of a business — from HR and IT to employee wellbeing and brand perception. And when projects are mismanaged or inconsistent, the knockon effects are felt far beyond the move itself. In fact, 67% of employees say they find office moves stressful, and 30% report that the process distracts from their work, even when they support the rationale behind the change.

That kind of disruption has real consequences, from drops in productivity to disengagement at exactly the wrong moment.

On the delivery side, fragmentation creates inefficiencies. Procurement teams waste time sourcing new partners for each region, project leads struggle with varying quality levels, and real estate managers spend more time firefighting than driving value.

A better model: global consistency, local expertise

To cut through this friction, many multinational firms are turning to a more strategic model: building long-term relationships with established networks of in-country partners who deliver to a common standard.

Rather than appointing a new supplier in each country, companies are working with a central team that coordinates delivery across borders, while still tapping into local knowledge and resources. These networks offer a blend of consistency and flexibility: a shared approach to planning, reporting and performance, underpinned by local partners who understand the specific risks and regulations in their market. One example of such a network is the Office Moving Alliance (OMA), an organisation of handpicked vetted partners who are passionate about delivering sustainable, tailor-made moving solutions across the world.

As the UK partner for the OMA, Business Moves Group acts as the gateway for organisations looking to deliver workplace change projects across multiple countries with consistent quality, local expertise, and centralised coordination.

This doesn’t mean abandoning local control. Quite the opposite. It’s about supporting local delivery teams with a framework that removes duplication, standardises reporting, and makes it easier to hit ESG targets and governance requirements.

What’s on the real estate agenda now?

Increasingly, workplace change is about more than just shifting desks. Real estate teams are being pulled into broader business conversations about carbon tracking, space optimisation, change fatigue, and the employee experience.

This is particularly true when delivering multiple projects across a portfolio. There’s growing pressure to show:

Sustainability metrics: e.g. how much furniture was reused, resold, or donated rather than sent to landfill.

Financial efficiency: especially in tight cycles, where value must be demonstrated against every line of spend.

Consistency of experience: so that an employee walking into an updated office in Amsterdam gets the same welcome and support as one in Edinburgh.

Rather than appointing a new supplier in each country, companies are working with a central team that coordinates delivery across borders

It’s no longer enough to simply “get the move done.” The real value lies in how change is communicated, measured and sustained.

What are the challenges?

Despite best intentions, global companies still encounter barriers that delay or dilute workplace projects. Some of the most common include:

Cultural mismatches: Central teams may expect one way of working, while local stakeholders operate differently.

Regulatory surprises: Varying compliance standards — from waste disposal to data handling — create risks if misunderstood.

Procurement delays: Sourcing and onboarding new suppliers for each country adds time and complexity.

Reporting gaps: Without integrated dashboards, tracking KPIs across regions becomes manual and error prone.

We’ve seen projects falter when there’s a disconnect between the brief and what’s deliverable on the ground, which can lead to problems that range from over-ordering furniture, to a lack of employee comms causing chaos on the opening day of a new office.

What’s working: strategies from the field

For those looking to improve the way they manage international workplace change, here are a few tactics that have proven effective across industries:

1. Standardise the framework, localise the delivery Develop a common playbook covering everything from sustainability targets to comms tone. Then allow flexibility for local teams to tailor based on language, labour laws and logistics.

2. Use phased approaches to reduce disruption Especially in live environments, staggered moves with clear sequencing help manage risk and allow teams to adapt in real time. We’ve seen this approach cut downtime by 40% on complex projects.

3. Prioritise internal communications Don’t underestimate the value of early engagement. Move champions, Q&A hubs, and clear timelines help reduce resistance and change fatigue — which is cited as a top barrier to transformation by global HR leaders.

4. Track the right data Use digital platforms to measure cost, carbon, and asset movements. Being able to show you’ve diverted 100% of furniture from landfill or reduced move costs by 74% (as we did for a major insurance firm) strengthens your business case and supports ESG reporting.

5. Choose partners who understand both strategy and site The best delivery teams aren’t just logistics providers — they’re advisors who can flag challenges early, suggest process improvements, and help you bring your long-term vision to life.

Consistent doesn’t mean generic

Every organisation is different. Every project is different. But the expectation for a joined-up, accountable, data-driven approach is now near universal.

Global workplace change is always going to be complex. But it doesn’t need to be chaotic. With the right model that balances local expertise with global coordination, organisations can deliver smarter, more sustainable transitions. And real estate leaders can spend less time fixing problems, and more time shaping the future of work.

Global workplace change is always going to be complex. But it doesn’t need to be chaotic

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Integral Cradles: Looking Back at 2024’s Installation Highlights

2024 was another busy year for Integral Cradles, as the façade access specialist continued to expand its impressive portfolio of installations across London’s most prestigious developments

Building on its 20-year legacy of excellence, the company strengthened key partnerships with tier one clients including Canary Wharf Contractors Limited, Multiplex, and Laing O’Rourke, while delivering innovative access solutions for some of the capital’s most iconic structures.

HSBC Tower, Canary Wharf (February)

In February, Integral Cradles successfully completed the installation of a new building maintenance unit (BMU) at HSBC Tower, Level 5 in Canary Wharf. This project further solidified the company’s longstanding relationship with the iconic tower, following their successful replacement of two BMUs on Level 44 back in 2015.

The installation demonstrated Integral Cradles’ expertise, as their specialist lifting teams executed the removal of the existing unit and replaced necessary tracks while engineering a solution that allowed for the re-use of the low garage to park the replacement BMU. Despite the challenge of conforming to updated standards, Integral Cradles’ design team created a solution that seamlessly integrated with the existing structure.

Olympia Development (February to December)

The prestigious Olympia development saw Integral Cradles working alongside Laing O’Rourke throughout the year on multiple access solutions. February marked the beginning of abseil rails installation, followed by a gantry with cradle installation in March. The project continued with abseil davits installation in November, culminating with a BMU installation in December. This comprehensive project showcased Integral Cradles’ ability to deliver complex, multi-phase access solutions for landmark developments, ensuring safe and efficient maintenance capabilities for years to come.

This comprehensive project showcased Integral Cradles’ ability to deliver complex, multi-phase access solutions for landmark developments

Wood Wharf J1J3, Canary Wharf (May)

May brought the successful installation of a BMU at Wood Wharf J1J3 for Canary Wharf Contractors Limited. This project forms part of the impressive Wood Wharf development, billed as ‘Canary Wharf’s new neighbourhood’, which will provide up to 3,600 new homes, 2 million square feet of office space, and 350,000 square feet of retail space across nine acres of public spaces, squares and parks.

The installation demonstrated Integral Cradles’ ongoing partnership with CWCL and their ability to develop bespoke access solutions that meet the specific needs of this ambitious development.

1 Leadenhall Street (June)

In June, Integral Cradles completed a twin BMU and Lift Tables installation at 1 Leadenhall Street for Multiplex, another of the company’s key long-term clients. This installation reflects Integral Cradles’ commitment to delivering innovative and safetyfocused solutions for high-profile developments in the heart of London.

Wood Wharf E3E4, Canary Wharf (July)

July saw Integral Cradles return to the Wood Wharf development for a project at the E3/E4 building. Kevin Walton, Managing Director at Integral Cradles, noted: “Due to the building’s bowed elevations, our BMU track system has been specially designed to curve around the building, enabling full façade access.”

This bespoke system design provides assurance that maintenance can be carried out on all areas of the building, demonstrating the company’s innovative approach to complex architectural challenges. Following the completion of factory testing, the team progressed with the installation of the BMU track and access systems to enable comprehensive access to all of the building’s façades.

We’re laser-focused on exceeding expectations by pushing boundaries in the building access industry

Design Excellence

The company’s 2024 Design Highlights include impressive 3D renderings of bespoke façade access solutions, showcasing Integral Cradles’ commitment to advanced BIM and 3D modelling technology that ensures seamless integration with architectural designs.

Poised for Future Growth

As Integral Cradles has installed its next two projects during the beginning of 2025, the company continues to channel its efforts into delivering safely and effectively on significant projects secured in 2024 for some of the construction industry’s most prestigious clients.

Kevin Walton, Managing Director of Integral Cradles, reflected on the company’s achievements: “Our success in securing high-profile projects throughout 2024 demonstrates the confidence our clients have in us to deliver innovative, high-quality solutions.

“As we advance into 2025, we’re laser-focused on exceeding expectations by pushing boundaries in the building access industry and driving forward our sustainability goals.”

For more information on Integral Cradles and its comprehensive access solutions, please visit i-cradles.com.

The Cost of Disconnection: Why Procurement, Safety, and Compliance Need to Be Partners

By James Junkin, Strategic Advisory Board Chair at Veriforce and Josh Ortega, VP Safety, Sustainability & Procurement at Veriforce

There’s a growing disconnect between procurement, safety, and compliance teams, and it’s leading to avoidable risks and inefficiencies in today’s businesses.

Too frequently, safety incidents, compliance violations, and damage to a company’s reputation stem from decisions made by these individual functions without a full understanding of the risks involved.

The reason is that these teams’ objectives are often at odds – with procurement focused on cost goals, while safety and compliance focus on managing risk.

The problem of choosing a supplier based solely on price often becomes apparent only after things go wrong — and by then, it’s too late to stop workplace accidents, avoid regulatory fines, or protect a company’s reputation.

Josh Ortega (left)and James Junkin (right)

Here’s a situation we see all too often: A procurement team selects a contractor because they offer the lowest bid, only to find months later that their safety record is questionable. This leads to project delays, unexpected training expenses, and potential regulatory penalties. These hidden costs quickly erase any savings from that initial low price.

Three sides of a triangle

It’s clear that procurement, safety, and compliance teams cannot continue to operate in their own bubbles if organisations are to properly tackle risk whilst also operating efficiently. The encouraging news is that a strong solution to bridge this gap is starting to take shape. Adopting a total cost management approach is key to encourage collaboration across departments whilst balancing the critical considerations of cost, quality, safety, compliance, and long-term sustainability.

Those organisations that are getting it right treat Procurement, Safety, and Compliance as equal partners in decision-making. The functions are seen as three sides of a triangle, each one essential to the whole. With this approach, procurement teams take the lead on supplier selection and relationship management, running thorough pre-qualification processes that evaluate everything from financial stability to safety records.

The most successful organisations create strong platforms for procurement, safety, and compliance teams to collaborate and share insights

Safety departments go beyond basic checks to conduct regular audits, engage suppliers during planning and design phases, and oversee comprehensive incident investigations using root cause analysis.

Meanwhile, Compliance teams keep everyone on track with external regulations and internal policies through consistent auditing. When these three functions work together seamlessly, they create a rock-solid foundation for sustainable business operations.

Driving collaboration and cultural change

A comprehensive, integrated approach can serve as the driving force for real cultural change in supply chain management. By establishing unified standards and shared information systems, organisations can empower procurement teams to consider the total cost impact rather than focusing solely on the upfront price. This collaborative foundation shifts organisations from

isolated decision-making to collective risk management, aligning seamlessly with operational excellence goals like sustainable growth and effective risk mitigation.

Intent is one thing, but getting to this collaborative utopia takes work. The transformation begins by getting everyone on the same page with standardised risk assessment protocols, creating a common framework for evaluating suppliers based on quality, safety, environmental, legal, financial, and ethical factors. A few critical areas are central to making this happen:

1. A Robust Total Cost Model

This is where integrated supply chain management really proves its worth, by providing the ability to assess and analyse the full picture of supplier-related costs and risks. Carefully reviewing historical performance data, safety records, compliance history, and financial metrics, helps organisations make better decisions that weigh short-term savings against long-term value.

This approach ensures that safety and compliance are built into the procurement process from the start, rather than being treated as afterthoughts.

2. Progress Monitoring

Regular audits and ongoing performance monitoring become key tools for identifying potential risks, using methods like Failure Mode and Effects Analysis (FMEA) and Hazard and Operability Studies (HAZOP) to pinpoint and address issues before they escalate.

3. Common standards

The most successful organisations create strong platforms for procurement, safety, and compliance teams to collaborate and share insights. By setting common standards and evaluation criteria, they develop a unified view of supplier performance that all departments can rely on and act upon.

Alignment to Face the Future

This integrated approach makes the cultural shift necessary for true alignment across teams. Regular cross-functional meetings provide opportunities to identify potential issues early, while standardised processes ensure that safety and compliance are seamlessly integrated into procurement decisions.

With regulatory demands growing more complex and economic pressures increasing, organisations can no longer afford to keep Procurement, Safety, and Compliance isolated from one another. Achieving success requires practical integration and cultural change.

This cultural shift must be backed by a clear commitment from the C-suite to embrace total cost management principles. Forwardthinking companies that have made this transition are already seeing strong results, including notable gains in safety outcomes and procurement efficiency.

The future will favour organisations that bring Procurement, Safety, and Compliance together through collaborative systems and a unified culture.

About James Junkin, Strategic Advisory Board Chair at Veriforce

James A. Junkin, MS, CSP, MSP, SMS, ASP, CSHO is the chair of the Veriforce Strategic Advisory Board, chief executive officer of Mariner-Gulf Consulting & Services, LLC and the past chair of Professional Safety journal’s editorial review board. James is a member of the Advisory Board for the National Association of Safety Professionals (NASP). He is a much sought after master trainer, keynote speaker, professor in the College of Safety and Emergency Services at Columbia Southern University, podcaster of The Risk Matrix, and author of numerous articles concerning occupational safety and health.

About Josh Ortega, VP Safety, Sustainability & Procurement at Veriforce

Josh formerly served as the Chairman of SafelandUSA and an Executive board member for the National STEPS Network. Before joining Veriforce as Vice President of SSP, Josh was with BHP for 18 years. During his time with BHP, Josh worked in operations, human resources, health, safety, environment, and community, primarily focused on contractor management. Josh’s extensive experience in oil and gas production, drilling, completions, well interventions, and construction across the United States provides a robust platform to help industry partners enhance safety and bring workers home safe.

By committing to integrated processes and encouraging alignment across departments, companies can create supply chains that are more resilient, efficient, and built for long-term sustainability and value.

The bottom line? No single department can thrive on its own — long-term success comes from a cultural shift that embeds safety and compliance into every procurement decision.

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Pioneering sustainable hygiene: WEPA Professional UK leads the way

Speaking exclusively to FM Director’s Claire Middleton at the London Cleaning Show, Khalid Saifullah, Managing Director of WEPA Professional UK, discusses the company’s sustainability-focused transformation and groundbreaking new product launches

Since WEPA’s acquisition of Star Tissue UK, Khalid Saifullah has been instrumental in redefining the company’s strategic direction, product portfolio and market positioning.

As Managing Director of WEPA Professional UK, his focus over the past 18 months has been clear: to establish the business as the undisputed leader in sustainable hygiene solutions.

“My role has been to help develop the product portfolio for the UK division, integrate the services that we offer with WEPA as a whole, and really develop the growth strategy for the UK going forward,” explains Saifullah.

“We’ve been focusing ourselves on being the leaders of sustainable hygiene – that’s where our key strength is, our USP.”

This strategic evolution culminated in a major launch at the London Cleaning Show, which Saifullah describes as “a very important day” that the team had been working towards for months. The event marked WEPA Professional UK’s official unveiling of three significant new developments that signal its commitment to sustainability and innovation.

Revolutionary grass fibre technology

The most exciting announcement is Satino Green Grow – the industry’s first tissue and towel cleaning paper products made from miscanthus grass fibre.

“This is the big one for me,” Saifullah states with evident pride. “It’s a champagne-coloured paper made from miscanthus grass that is locally sourced from Europe and the UK.”

Unlike alternatives such as bamboo, which is primarily imported from China with a significant carbon footprint, miscanthus grass offers remarkable sustainability credentials. “You can harvest it 2030 times a year,” Saifullah explains. “It’s not like bamboo which is brought over from China with a very heavy carbon footprint.”

The resulting product is not just environmentally superior but offers exceptional performance. The soft, champagne-coloured paper compares favourably with virgin fibre products and, according to Saifullah, is “probably a lot softer” than many alternatives.

Sustainable dispensers with longevity built-in

The second element of WEPA’s strategic launch is the Satino Hygienic Dispenser series, designed with sustainability as a core principle.

We’ve been focusing ourselves on being the leaders of sustainable hygiene – that’s where our key strength is, our USP

The UK will now start to see Satino products across the professional hygiene sector

“We’ve designed a whole new set of dispenser ranges with sustainability in mind,” Saifullah explains. “The dispensers are made from 100% recycled materials – especially the black ones –and the design principle is very much that once you’ve bought the dispenser, you keep it for life.”

This philosophy extends to the product’s maintenance, with every component being replaceable. “Every part is disposable, so it’s not like if it’s broken you throw it away. You can get build little parts to it – it’s easily functional.”

Brand consolidation

The third strategic move involves consolidating the company’s product range under the Satino brand, moving away from the previous Serif brand. This transition, scheduled to complete over the next two to three months, will see the UK market increasingly recognise Satino products across the professional hygiene sector.

“We will now be fully moving over the next two to three months, rebranding into Satino,” Saifullah confirms. “So the UK will now start to see Satino products across the professional hygiene sector.”

The Satino range consists of four product families: Satino Highline, Satino High Side, Satino Green Grow, and Satino Pure Soft, alongside their other brands Place ‘N’ Active.

Navigating the sustainability landscape

For Saifullah, true sustainability requires cutting through the confusion and greenwashing that often clouds the marketplace.

“Sustainability means a lot of different things to a lot of people. There’s a lot of confusion, and there’s a lot of marketing and greenwashing,” he observes. “For us, we want to be very transparent and present a very simple message to the customer.”

This transparency extends to acknowledging the environmental implications of different material choices.

Saifullah is candid about the limitations of options like bamboo: “Bamboo has its benefits, but if you’re transporting bamboo from China here, there’s a lot of carbon [impact from] 8,000 miles. And also, you’re damaging an environmental habitat, particularly with pandas.”

WEPA’s approach offers differentiated sustainability options to meet varying customer requirements. “If you’re price conscious, you’ll go with 100% recycled. But if you want the best sustainable products in the market, you’ll go for the grass fibre,” Saifullah explains.

The company’s Pure Soft range, made from 100% recycled cardboard, represents another innovative solution. As Saifullah points out, “The packaging industry is growing and waste paper is becoming less in the copier side. So good quality waste paper is becoming less and less as people are moving more to paper-free, whilst using Amazon and packaging growing a lot more.”

This reality makes recycling cardboard increasingly important, despite the challenges involved. “It makes a lot more sense investing in being able to recycle cardboard – and cardboard has been recycled many times before, so we’re trying to be able to recycle a product that is very hard to recycle, which we’ve done very well with the Pure Soft range.”

First-mover advantage

As the first company to bring grass fibre tissue products to market, WEPA Professional UK is enjoying a significant competitive advantage. When asked if competitors will be able to replicate their innovation, Saifullah is confident in their lead: “Not immediately. I think big companies will probably at some point start looking at it, but it’s not an easy one to start.”

The technical expertise and manufacturing capabilities required represent significant barriers to entry. “We were fortunate that we’ve been able to convert. We had a testing factory as well, so because our focus is on sustainability, we’ve been looking at alternative fibres. I think whoever copies will take at least three or four years to develop the infrastructure and the mill to produce it.”

Looking ahead

The immediate future looks bright for WEPA Professional UK as the company continues to strengthen its position in the market.

“From what we’ve developed, I think there will be a lot of people coming to see us. We’ve kept a lot of stuff under the radar, and today we can say ‘come down and we’ll show you what we’re going to do,’” Saifullah enthuses.

With millions of pounds being invested in further developing grass fibre production, the company is clearly committed to its sustainability leadership position for the long term. “I think going forward in the next few years, we’ll be developing it further and further,” Saifullah confirms.

As customers increasingly seek genuinely sustainable solutions, WEPA Professional UK’s transparent approach and innovative product range place it in an enviable market position –offering choices that are both environmentally responsible and commercially viable for facilities management professionals across the sector.

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

CIBSE has announced David Cooper MBE as its President Elect for the 2025/26 term. A distinguished engineer with over 40 years of experience in the lift and escalator industry, David brings unparalleled expertise and leadership to CIBSE, advancing its mission to champion safe, sustainable and high-performing built environments.

David began his career as an apprentice with the British Railways Board before joining KONE, one of the world’s leading manufacturers of lifts and escalators, where he rose to the role of Regional Safety Manager. His experience expanded further as an engineer surveyor with Royal Insurance UK, conducting statutory inspections, commissioning oversight and training new engineer surveyors.

As CEO of LECS (UK), David has led the company to become a prominent consultancy in the lift and escalator sector. He has directed numerous award-winning projects worldwide, including the Emirates Cable Car in London, the Mecca Metro, and the Hastings Cliff Railway.

One of the UK’s leading providers of workplace compliance and FM project services has announced a new Operations Director as the business diversifies into new services to further support FMs.

Danny Power started with phs Compliance in 2012 when he was appointed as a fixed wire test engineer. He left the business 2023 as Head of Electrical, before returning as Operations Director in 2024.

He has nearly 20 years of experience in electrical work and FM projects, and he is now leading an operations team of 400 people at phs Compliance, including 350 nationwide field engineers specialising in air conditioning, fire and electrical testing and safety for businesses.

Danny will be focusing on strategic growth across the electrical and compliance side of the business, as well as increased project-based work. This includes greener energy projects like LED lighting and PV. Each of these now has its own specific and specialised project team within phs Compliance.

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.

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Bellrock has appointed Mark Tyson as Managing Director of its Intelligent Asset Care Business Unit and a member of its Executive Leadership Team, effective Thursday, 1st May 2025.

Mark brings over 15 years of experience in driving transformation and innovation within the property services and real estate sectors, having held significant strategic and operational roles with leading industry organisations such as Mitie and Capita.

Notably, Mark most recently led the creation and implementation of the awardwinning Mercury property management model at Legal & General. As a key partner in this initiative, Bellrock worked closely with Mark, giving him an in-depth understanding of the Group’s business structure and operations. Most recently, the Symphony Model, which leverages training and smart building technology to optimise building performance, won the CIBSE 2025 Collaboration Award. In November 2024, Bellrock, along with a broader network of supply chain partners, was honoured with the PfM Wellbeing Award for supporting L&G’s Hidden Workers programme, aimed at improving health outcomes for frontline workers in property.

L&G has appointed Steph Moore as Head of Property Operations within its Asset Management business. The appointment underpins the strong momentum in L&G’s real estate strategy, building on its industry leading reputation as a property owner of choice.

Steph will drive and own L&G’s relationships with key property management partners (including the award winning Mercury Model), continue to evolve Vizta, L&G’s digital business-tobusiness platform dedicated to supporting its occupiers and support wider real estate growth within L&G’s Private Markets platform.

Steph joins the business after spending 20 years at JLL in their Property & Asset Management business, most recently as L&G’s Contract Director, a role she held since January 2024. Having worked closely with L&G throughout her time at JLL, and accumulated a wealth of property management experience, her quantifiable track record in leading a high-performance team will contribute greatly to the growth of L&G’s real estate capabilities within its Private Markets platform.

The AVA, the leading trade body and voice for vending and 24-hour food and beverage industry, has welcomed Alex Walsh as the new Public Affairs Manager.

After graduating in 2015, Alex has spent the last ten years working for the former Prime Minister, The Rt Hon Rishi Sunak MP. During this time, she used her political experience to influence positive outcomes for local constituents and businesses.

As Public Affairs Manager, Alex will be supporting the development and delivery of the public affairs strategy at the AVA. She will be liaising with member businesses and stakeholder groups on policy matters to understand the impact any policy changes may have. Alex will be focusing on building constructive relationships with political stakeholders and working to influence government policy for the benefit of AVA members.

Abusiness apprentice from West Yorkshire property compliance specialists Inspectas, has won two Star Awards for being an inspirational student.

Faye Oxley (19), won Business Admin Subject Student of the Year and Inspirational Student of the Year at Bradford College’s annual Star Awards.

Faye’s success was attributed to her ability to constantly stretch and challenge herself and for delivering a project to bring British Sign Language into the business.

Faye’s tutor, Dawn Middleton, said she nominated Faye because she “exemplifies a distinction student” with an eye for detail, thirst for knowledge and a high standard of professionalism.

She said: “Faye demonstrates the ability to self-assess her work and looks to constantly stretch and challenge herself. Her work includes a recent British Sign Language project which demonstrates her recognition of the communication barrier, thinking outside the box and suggestions for training staff in BSL, all of which showcases her dedication and leadership qualities.

Keen to further support its members and drive awareness of the importance of building energy management systems (BEMS) in the UK’s journey towards net zero, the Building Controls Industry Association (BCIA) has appointed two experienced specialists in its Technical Consultant and Marketing & Engagement Manager roles.

Ciaran Kelly will join the BCIA as Technical Consultant, while the Marketing & Engagement Manager role will be held by Rachael Zaidel Lamb. Having worked in the building controls industry for more than 14 years, Ciaran has unrivalled experience and expertise in technical support and training – with his varied roles taking him across the globe, from Dublin to Auckland, New Zealand.

As an experienced chartered marketer with more than a decade of experience in marketing and events management, Rachael brings with her extensive expertise in B2B marketing and is very familiar working with, and supporting, SMEs.

L“The project not only supports Inspectas and its clients but also links to equality, diversity and inclusion which is inspirational from a young person starting out in their career.”

eading UK construction and infrastructure delivery partner, Munnelly Group, has announced that long-term CEO Phil Munnelly is to take on the role of Chairman and be replaced by COO Paul David Munnelly.

The leadership transition forms part of a continued commitment to ensuring stability, growth and exceptional value for clients across the hugely successful multi-brand business. Having held the post of CEO for more than 40 years, Phil Munnelly’s new role as Chairman will enable him to continue in his capacity of supporting the leadership team and contribute to the strategic direction of the group.

Paul David Munnelly, COO for the last two-and-a-half years, has been instrumental in driving operational excellence and strategic growth, with his leadership and vision making him the ideal choice to step into the role of CEO and lead the business into the future.

Phil Munnelly said: “Over the years, as the Group has grown and matured, we have established a strong leadership structure that allows for strategic oversight while empowering our leaders to execute and deliver positive results.

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

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