September 2025
In this issue:
Mike Boxall, Managing Director, Sitemark, talks unique performance data insights and procurement capabilities
Lynsey O’Keefe, CEO for Sodexo’s corporate services business in the UK & Ireland reflects on her first year in post and shares her vision for the future of FM
Sponsored by
Ican’t believe we’re in Autumn already! But just because the summer is over and the nights are drawing in, it doesn’t mean the FM world is getting ready to hibernate – anything but! The last month has been a busy one, with awards, appointments, legislative changes and acquisitions keeping the industry buzzing.
This month we’ve put together some fantastic interviews and features to keep you updated with what’s going on, starting with our most recent cover star – Amanda Haywood, Head of Product Development at phs Group. In her interview, Amanda tells us all about the company’s pioneering approach to product innovation, sustainability, and how it addresses previously overlooked market needs to improve standards for its customers, and its customers’ customers!
We also have an exclusive interview with Mike Boxall, Managing Director at Sitemark, in which he talks about Sitemark’s unique performance data insights and its procurement capabilities.
I also recently met with Lynsey O’Keefe, CEO for Sodexo’s corporate services business in the UK & Ireland. In her interview you’ll find her insightful reflections on her first year in post and her vision for the future of facilities management.
And as if that wasn’t enough, we also have features from other leading names in the industry such as PTSG, SRE, Stannah and Team Energy.
As always I hope you enjoy this edition, and remember, please reach out to me if you have anything you’d like to share about this fantastic industry.
Thanks
Claire Middleton
claire.middleton@businessdailygroup.co.uk
01482 782287
fmdirector@fmbusinessdaily.com
From waste to wonder: How phs is revolutionising washroom
sustainability
FM Director recently caught up with Amanda Haywood, Head of Product Development at phs Group, to discuss the company’s pioneering approach to product innovation, sustainability, and how they address previously overlooked market needs
How to give employees a voice and its impact on a company
Giving employees a voice is not just a nice-to-have – it’s a strategic lever for loyalty, innovation, and retention. But how do you actually get people to speak up, especially in dispersed teams, such as cleaning and security
Conducting the Orchestra: A Year of Growth and Innovation at Sodexo
Speaking exclusively to FM Director, Lynsey O’Keefe, CEO for Sodexo’s corporate services business in the UK & Ireland, reflects on her first year in post and shares her vision for the future of facilities management
Managing Editor
Claire Middleton
Designer and Production Manager
Chris Cassidy
James Jackaman
Louise Bristowe-Harrison
Managing Director
Cheryl Ellerington
Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2025 FM Business Daily. All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. No part of this magazine may be used or reproduced in any manner for the purpose of training artificial intelligence technologies or systems. For subscription enquiries and to make sure you get your copy of FM Director please ring 01482 782287 or email fmdirector@fmbusinessdaily.com
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.
From waste to wonder: How phs is revolutionising washroom sustainability
How to give employees a voice and its impact on a company
Data-Driven Excellence: SiteMark’s 20-Year Journey to Global FM Benchmarking
Simplifying Procurement: Why SSIP Certification is Your Trusted Benchmark for Contractor Safety
Conducting the Orchestra: A Year of Growth and Innovation at Sodexo
The Long Game: How 35 Years of Climate
Conviction Created the UK’s First Net-Zero Industrial Estate
From the Front Line to the Pipeline
PTSG expands digital presence with Instagram and TikTok accounts
While Teachers Teach, Who’s Minding the Buildings?
Keeping lifts compliant after the nationwide PSTN switch-off
Doubling down: Lanes Group’s Ambitious Infrastructure Journey
Par Excellence: How SPG Group’s Golf Events Are Changing the Networking Game
FM Director recently caught up with Amanda Haywood, Head of Product Development at phs Group, to discuss the company’s pioneering approach to product innovation, sustainability, and how they address previously overlooked market needs
Amanda Haywood’s four-decade journey through the washroom services industry has culminated in her spearheading phs’s most ambitious product innovation programme to date.
With sustainability at its core and genuine market needs driving development, Amanda’s team is reshaping how the industry thinks about washroom solutions.
“We have an in-house product development team and we believe that’s exclusive in washroom,” Amanda explained. “We have our own product designers who see to everything from concept to delivery. Everything is within our control, and that really enables us to react quickly to market needs and market changes.”
This customer-centric approach has proven invaluable as the industry grapples with increasing ESG demands. Amanda explained that every tender now includes substantial sections questioning suppliers about their carbon footprint reduction efforts and how they can help customers achieve their own sustainability goals.
The ReVive Revolution
phs’s most significant innovation launch is the ReVive range, set to debut in October. This comprehensive collection of everyday washroom products manufactured from recycled plastic represents a watershed moment for the industry.
“The ReVive range enables customers to completely kit out a washroom in recycled plastic products, but it will still all match and have that great family look and feel that we’ve created,” Amanda said. “Most washroom companies buy their paper products and soap from one supplier, and their air fresheners and bins from another supplier, so they never get that family connection throughout the range.”
The range includes nappy bins, sanitary bins, hand dryers, air fresheners, paper dispensers, urinal products and soap dispensers. The bins will be available in black using 100% recycled plastic or in grey using 61% recycled content, whilst dispensers will maintain their white appearance with distinctive grey speckles to differentiate them from standard products.
Crucially, all products will carry recycled and recyclable logos, enabling customers to demonstrate their ESG commitments to their own stakeholders. Amanda emphasised that customer demand for such solutions has been overwhelming: “Customers are screaming for ESG.”
What sets phs apart in the recycled products space is their commitment to circular economy principles. Rather than simply purchasing recycled materials, the company has established a closed-loop system for their larger items.
All of our old used bins go back to our manufacturer to be ground down and used to make our new bins
“All of our old used bins go back to our manufacturer to be ground down and used to make our new bins,” Amanda explained.
This approach extends beyond manufacturing to waste management. Every item returned from phs’s 22 depots nationwide is processed through their recycling centre, with everything segregated and disposed of responsibly.
Additionally, over 95% of waste collected from customer sanitary bins is processed through energy-from-waste facilities, converting it into reusable energy.
The company’s commitment to transparency is evident through their customer portal, which allows clients to track the carbon footprint of their servicing processes, providing valuable data for their own ESG reporting.
Perhaps Amanda’s most impactful innovation addresses a significant gap in provision for male washroom users. Working in partnership with Prostate Cancer UK, phs developed the industry’s first purpose-designed male incontinence bin.
“Through our work with Prostate Cancer UK, we learned that their male patients and survivors have to carry a carrier bag with them to dispose of incontinence waste, put it back in their backpack and take it home,” Amanda revealed. “One of the biggest problems they have when they go out is that they’ve got nowhere to dispose of their incontinence waste.”
The specially designed bin features a larger opening and double-flap mechanism to accommodate larger dressings whilst maintaining discretion. Clear labelling identifies it as designed for men and carries the Prostate Cancer UK logo, reinforcing the partnership approach.
The initiative has expanded beyond disposal to include wallmounted hoppers containing emergency incontinence shields, mirroring the free period products increasingly provided for women. Major sporting venues, including Manchester United’s ground, have adopted the solution, recognising that incontinence issues often prevent men from attending sporting events or participating in physical activities.
Looking ahead, Amanda’s team continues to respond to evolving market needs. A nano hand dryer designed for smaller spaces reflects changing washroom design trends, particularly in educational settings where individual cubicles are replacing traditional communal facilities for anti-bullying and security reasons.
“These cubicles are small and you’ve got to put everything in there, so small, neat cubicle-sized products are becoming the order of the day,” Amanda said.
Additional products in development include a new urinal sanitiser and automatic soap dispensers for both liquid and foam applications, all scheduled for launch within the current financial year.
The global reach of phs’s operations means these innovations will benefit markets across South Africa, Australia, Singapore, Canada, the US, Spain and Ireland.
Amanda’s path to product development leadership began 40 years ago as a washroom service driver, spending a decade emptying bins and refilling dispensers before progressing through service management and operations roles.
Her experience includes eight years in South Africa as managing director for Newell Brands, where she established operations for the company’s portfolio of global brands.
These cubicles are small and you’ve got to put everything in there, so small, neat cubicle-sized products are becoming the order of the day
This operational background proved invaluable when she joined phs five years ago to find a disparate collection of products from multiple suppliers. “We used to buy six different paper dispensers from six different companies in six different shades of white, and they didn’t look as if they belonged together at all,” she recalled.
Her systematic approach to creating cohesive product families has transformed phs’s offering whilst ensuring practical considerations, such as service frequencies, align across the range. The company has actively replaced legacy products throughout their customer base, ensuring no one remains with outdated solutions.
Central to Amanda’s approach is authentic sustainability rather than greenwashing. phs employs a dedicated Head of Sustainability who validates all environmental claims, whilst product packaging has been completely redesigned using recycled cardboard boxes with no plastic packaging.
As the industry faces increasing pressure to demonstrate genuine environmental responsibility, Amanda’s leadership at phs exemplifies how innovation, sustainability and market responsiveness can align to create meaningful change. From addressing previously ignored needs to pioneering circular economy approaches, her work is setting new standards for what’s possible in washroom services.
“We’re not just doing what we think is right,” Amanda said. “We need to do what the customer wants us to do. That’s really important.”
Giving employees a voice is not just a nice-to-have – it’s a strategic lever for loyalty, innovation, and retention. But how do you actually get people to speak up, especially in dispersed teams, such as cleaning and security
Listening isn’t always enough as companies need to create psychological safety, build inclusive structures, and prove that feedback leads to action.
A company’s culture and values need to be shaped accordingly to give people the confidence to speak out, to feel that their ideas and feedback will not just be heard, but listened to, understood and considered, and above all that they will not open themselves up to bad feeling or derision.
If such a shift can be achieved, changing culture and giving employees a voice can have a major impact on staff loyalty, retention, morale, as well as employee and client engagement.
Cleaning and security provider Samsic UK’s HR Director Andrew Safo-Poku Jnr looks at how a company can create such a culture, so that everyone finds their voice, and enjoys the benefits it can bring, not just for employee wellbeing but also for company success.
Giving employees a voice is a strategic decision, often part of a move towards becoming ‘people centric’ with a bottom-up culture.
The aim is to encourage people to speak up with ideas, highlight issues or things that need to change and encourage them to have a strong input into the company’s actions, business decisions and employee welfare.
A framework for open dialogue is required, which can, in turn, instil confidence and reassurance that people will be heard, listened to without judgement, and any necessary actions taken.
It may be that the decisions are taken at a high level, but it is the frontline staff who are the foundation. By giving them a voice you are appealing to their hearts and minds to become more involved in the business.
However, in promoting a ‘voice-to-action’ model, the challenge is creating the psychological safety that emboldens people to feel confident to talk, knowing that their comments will be treated seriously and that they won’t open themselves up to ridicule.
Open communication is key. Surveys can act as a barometer for employee sentiment, unlocking people’s thoughts, positive and negative, and provide action points for progression. By telling your people that you want to hear their voice from across the whole business, you are empowering them to speak out, sometimes with hugely positive outcomes.
Workshops and project groups are excellent ways to open dialogue and encourage people to become involved, as is the formation of a work council. By encouraging applicants from across the business, holding interviews and providing training, you can create a group of people who are approachable, have a humane voice, and are focused on communicating better, which in turn strengthens confidence.
It is important that the council members are accessible during work hours and can be approached if colleagues need help or want to discuss issues or share ideas. These representatives should then have the opportunity to share views in a safe, structured meeting, essentially by reporting directly back to HR or the managing director.
Importantly, the work council is not just a platform to hear issues, but also listen to ideas as it gives the business essential insight.
By exploring communication avenues, a support structure can be created, from surveys, work councils and mental health first aiders to open line management structures, whereby people can share their feelings, concerns, and ideas.
Managers also feel valued to share workload concerns or pressures because their staff are going to be heard and their thoughts valued.
Implementing feedback loop training for line managers can also help them acknowledge staff input, communicate what is being done, and publicly celebrate suggestions that lead to improvements. These micro-moments build long-term trust.
It is also important that all areas of the business regularly meet, as the meetings provide another opportunity to listen, to discuss what’s happening, what’s missing, what’s wrong, what’s right and provide a constant opportunity to check-in. At site level, internal meetings and surveys are invaluable. Regular meetings therefore offer space to listen, surface challenges, celebrate success, and maintain continuous feedback loops.
Workshops and project groups are excellent ways to open dialogue and encourage people to become involved
If people truly feel they are being heard and the company is listening, it can have a direct impact on motivation and loyalty
Company conferences give directors a perfect platform to share what is happening, what ideas are being activated, and the results. They also provide an opportunity for staff at all levels to ask questions and help shape the future of the business through feedback and ideas. It is essential that all feedback is seen as a gift, especially any negative comments, as this is where improvement lies.
In facilities management, there are often additional logistical challenges and language barriers to overcome. Cleaning and security staff don’t always work nine to five, with varying shift patterns, full-time and part-time, and people are often spread across different sites; so simply calling a meeting does not always work.
Varied methods of translated communication such as WhatsApp groups, SMS, emails, posters, screensavers, newsletters and notes can all be utilised, ensuring every team member is reached, regardless of shift or site. Such tools can effectively deliver messages and provide ample opportunity for feedback, ideas and thoughts.
They can help to prevent people feeling isolated, and reassure them that they can speak up about work and their feelings knowing that support, such as mental health first aiders, is there to help them, and strengthen that emotional safety net.
Continual reinforcement that the line managers are listening, taking action and supporting people therefore helps to create the right psychological space for people to feel empowered to speak up.
It means people can be encouraged to speak out on all aspects of the business, including processes, ESG, employee welfare, charity work, recognition, and personal issues.
After that, it is a case of actions speaking louder than words. There is no point having people put ideas forward if nothing is ever acted upon.
This could become deeply demoralising and result in people becoming silent and disengaged. Listening to ideas, putting them into practice and letting people know about it is therefore essential.
This can have a profound result on decreasing staff turnover, improving employee engagement metrics, while clients are likely to see better morale and team stability, showing that internal voice and external performance are deeply connected.
Consistent messaging from leadership can also be reinforced, making people understand that there are no wrong questions or bad ideas. A ‘no blame’ culture can be promoted, focussing on improvement, not fault.
Psychological safety can therefore become the cultural norm embedded through sustained leadership behaviours, the use of structured mechanisms to hear and implement ideas and by providing visible follow-up.
If people truly feel they are being heard and the company is listening, it can have a direct impact on motivation and loyalty, measurable by their performance for their clients.
Giving people a voice can help to create a synergy between a happy, well trained, and motivated workforce and the delivery of a first-class service which, in turn, can grow market position.
Speaking exclusively to FM Director, Mike Boxall, Managing Director of Sitemark, reflects on two decades of innovation in facilities management benchmarking and the company’s ambitious plans for international expansion
“In 1989, I worked for a janitorial supplier selling materials and equipment to contract cleaning companies,” Mike explained. “What started as a small business serving a handful of cleaning companies grew substantially through the early adoption of e-commerce, enabling equipment sales across the globe.”
However, it was the commoditisation of the equipment market that sparked innovation. “It became a very commoditised market, so it became very price sensitive,” Mike said. Rather than compete solely on price, the business pivoted to charging for expertise. “We decided that rather than just give lots of people lots of advice, and then they go on potentially buying machines and equipment from elsewhere, that we would charge for the advice.”
This shift in approach led to the birth of iClean Systems in 2005, initially as a cleaning consultancy. “Over that period, we’ve developed a very formal process of reviewing cleaning services independently to identify and share those best practices so that people can deliver better cleaning services for less,” Mike said.
Today, Sitemark’s reach extends far beyond cleaning. The consultancy now benchmarks recycling, waste management, security, and maintenance services. The numbers speak volumes about the company’s impact: “We’ve benchmarked 10,800 and something buildings, and we’re able to rank the performance of almost 600 FM providers,” Mike said.
This extensive database positions Sitemark uniquely in the market. “Our USP really is being able to measure the efficiency and the effectiveness of service delivery so that you can demonstrate value for money,” he added.
The variety of clients and projects continues to motivate Mike. “We’re a really small business, but we deal with huge organisations,” he said. “We’ve worked on and are working on some incredible sites and with some fantastic organisations.”
Mike’s leadership philosophy centres on creating a strong team culture. “We worked hard to develop a culture of teamwork,” he explained.
“As an organisation, we’re focused on innovation, ambition, teamwork and excellence. Everyone’s bought into that.”
This people-centric approach extends beyond internal operations. “There’s a recognition that people work to live, they don’t live to work, and it’s a competitive market out there for talent,” Mike observed. “You’ve really got to work hard to make people want to work with you.”
When asked what sets Sitemark apart, Mike acknowledged the challenge of differentiation. “Each year, we procure up to £100 million of FM services, and we get involved in a lot of interviews with contractors,” he said. “The question is, well, what makes you different? In the back of my notebook, I had this thing that just says, ‘our people’. And it’s true that these people make a difference.”
Beyond the team, Mike highlighted Sitemark’s innovative methodology. “We don’t use the normal consultative or consultancy approach that other organisations use. We’ve got a very fixed and innovative way of measuring performance,” he stated.
Although AI is the big topic on everyone’s lips right now, Sitemark was implementing artificial intelligence solutions a decade before they became mainstream. “Everyone at the moment is talking about using AI and having a data-driven approach. But we were doing it 10 years ago,” Mike said.
The company engaged a former defence scientist to develop models for quantifying performance impacts. “We all know that having trained staff is more productive than having untrained staff, and what we wanted to do was to be able to measure that,” Mike explained. “With all of our data and all our training records, we were looking for insights into that data 10 years ago.”
This early adoption of data science demonstrates Sitemark’s commitment to continuous improvement. “There are things now that you need to master that will become the norm in a couple of years’ time,” Mike observed.
Looking ahead, Sitemark’s growth strategy focuses on international expansion through strategic partnerships. “We have a number of investors in the business, and our most recent investors come from a very large consultancy organisation,” Mike shared. “The plan is to grow the business through partnerships into a global benchmarking organisation.”
The company has already undertaken projects internationally, including Dubai Airport and European retail benchmarking.
“It’s all been reactive, so we want to be a bit more proactive to develop partners in those regions,” Mike explained. Interest from Australia and North America indicates significant potential for expansion.
There’s a recognition that people work to live, they don’t live to work, and it’s a competitive market out there for talent
Rather than just give lots of people lots of advice, that we would charge for the advice
As Sitemark marks its 20th anniversary, the company can reflect on remarkable achievements. From working with everything “from airports to zoos and a lot of iconic buildings” in the UK, the consultancy is now positioned to replicate this success globally.
“We’ve done 20 years of UK benchmarking really successfully, extremely high-profile clients,” Mike concluded.
“Now to be able to start working at some iconic buildings internationally as well is really good.”
A key element of this growth strategy involves developing an associate network. “We’re looking to license the methodology so that other organisations and other individuals can then deliver to their clients, whether that’s cleaning benchmark or total FM benchmark,” Mike said.
With its proven methodology, innovative use of technology, and commitment to continuous improvement, Sitemark stands ready to help FM providers worldwide demonstrate excellence through data-driven insights.
As the industry continues to evolve, Mike and his team remain at the forefront, turning two decades of UK expertise into a global benchmarking solution.
For any procurement professional, the responsibility of appointing competent contractors who uphold the highest health and safety standards is paramount.
It’s a critical function that directly impacts project success, legal compliance, and the well-being of all personnel on site.
In this complex landscape, SSIP (Safety Schemes in Procurement) certification emerges as the definitive, trusted benchmark, significantly simplifying the selection process and empowering procurement teams to make confident, compliant decisions. Working with SSIP-certified contractors isn’t just about ticking a box; it’s about leveraging a robust, independently verified standard that provides deep insights into a contractor’s health and safety capabilities.
Here’s how specifying SSIP certification actively supports and enhances your procurement process:
1. Confirms Understanding of Health & Safety Requirements
At its core, SSIP certification serves as tangible proof that a contractor possesses a thorough understanding of the health and safety standards directly relevant to their specific trade and operational role. This foundational knowledge is essential for preventing accidents and ensuring compliance from the outset of any project.
A cornerstone of safe operations is effective risk management. SSIPcertified contractors demonstrate that they maintain comprehensive, up-to-date risk assessments and, crucially, employ well-trained teams who are adept at identifying and controlling workplace hazards. This extends to direct staff, labour-only personnel, and subcontractors, providing a holistic view of their risk mitigation strategies.
3. Verifies Comprehensive Training Records
Competency stems from effective training. Procurement teams can have complete confidence that SSIP-certified contractors meticulously maintain accurate and current training documentation. This includes evidence of essential inductions, regular toolbox talks, and ongoing professional development, all contributing to a consistently competent and safety-aware workforce.
4. Ensures Effective Incident Reporting
Learning from incidents is vital for continuous safety improvement. SSIP certification confirms that contractors have well-defined processes for reporting, thoroughly investigating, and effectively learning from accidents, near misses, and unsafe acts. This proactive approach to incident management directly reduces the likelihood of risks escalating on your projects.
The responsibility for safety extends throughout the supply chain. SSIP certification provides a crucial assurance that contractors have robust mechanisms in place to ensure their subcontractors meet the same rigorous health and safety standards. This oversight of all labour on site is a key requirement of SSIP, providing peace of mind to procurement teams.
In this complex landscape, SSIP certification emerges as the definitive, trusted benchmark
6. Demonstrates Up-to-Date Policies and Procedures
Regulatory landscapes and best practices evolve. SSIP certification signals that contractors regularly review and update their safety management systems, policies, and procedures to reflect current legal requirements and industry best practices. This commitment to continuous improvement ensures ongoing compliance and adaptation.
7. Reflects Good Planning and Preparation
Effective planning is a hallmark of safe operations. Contractors holding SSIP certification inherently demonstrate a proactive approach to compliance. They plan ahead, manage documentation meticulously, and are well-prepared, significantly reducing the risk of project delays that might arise from missing evidence or administrative hurdles.
8. Indicates a Strong Health and Safety Culture
Beyond mere compliance, SSIP certification is a powerful indicator of a contractor’s ingrained health and safety culture. It signifies a genuine commitment to embedding safety leadership and encouraging active engagement in safety practices throughout their entire organisation, from top management to frontline workers.
9. Confirms Clear Communication Practices
Effective communication is the glue that holds safe projects together. Procurement teams benefit immensely from contractors who consistently communicate clearly and effectively on health and safety matters with their own workforce, subcontractors, and other trades on site. This ensures shared understanding and co-ordinated efforts to minimise hazards.
The Bottom Line for Procurement Teams: Enhanced Efficiency and Confidence
By making SSIP certification a mandatory requirement in your procurement process, you are fundamentally streamlining prequalification and eliminating unnecessary duplication of effort. This provides unparalleled assurance that your chosen contractors not only meet stringent legal requirements but also adhere to your own high client standards. The result is significant time savings, reduced administrative burdens, and a tangible strengthening of overall project safety.
Ready to make smarter, safer contractor appointments? Specify SSIP certification in your procurement process. This simple yet powerful step will provide you with the confidence that your supply chain is fully prepared to deliver projects safely, compliantly, and efficiently.
To learn more and discover how SSIP can benefit your organisation, visit the SSIP website today ssip.org.uk
For every procurement professional, securing truly competent contractors with uncompromised health and safety standards is paramount. It directly impacts your project success, legal compliance, and the well-being of everyone on site. In this complex landscape, SSIP (Safety Schemes in Procurement) certification is your definitive, trusted benchmark. It simplifies selection and empowers your team to make confident, compliant decisions.
Certification: Your
Specifying SSIP certification isn’t just a tick-box; it’s leveraging a robust, independently verified standard that gives you deep insight into a contractor’s capabilities.
Understand Health & Safety: They know the standards relevant to their trade.
Manage Risk Robustly: They employ comprehensive risk assessments and trained teams.
Verify Training Records: They maintain meticulous, current training documentation.
Report Incidents Effectively: They have clear processes for learning from accidents and near misses.
Guarantee Subcontractor Compliance: They ensure their entire supply chain meets rigorous safety standards.
Maintain Up-to-Date Policies: They regularly review and update their safety systems.
Cultivate a Strong Safety Culture: They embed safety leadership throughout their organisation.
Practice Clear Communication: They ensure shared understanding and coordinated efforts.
Making SSIP certification a mandatory requirement streamlines prequalification and eliminates duplication. This provides unparalleled assurance that your chosen contractors meet stringent legal and client standards. The result? Significant time savings, reduced administrative burdens, and stronger overall project safety.
Specify SSIP certification in your procurement process. Gain the confidence that your supply chain is prepared to deliver projects safely, compliantly, and efficiently.
Speaking exclusively to FM Director, Lynsey O’Keefe, CEO for Sodexo’s corporate services business in the UK & Ireland, reflects on her first year in post and shares her vision for the future of facilities management
Twelve months into her role, Lynsey has orchestrated a year of remarkable achievements. From celebrating milestone anniversaries to winning prestigious awards, her first year has been marked by both strategic growth and operational excellence.
“It’s been birthday parties, awards ceremonies, sporting events, restaurant launches, retaining clients and winning new clients,” Lynsey said. But beyond the celebrations, she has focused on the fundamentals: engaging her team, understanding operations, and building solid foundations for future growth.
Among the standout moments of Lynsey’s first year was celebrating the Good Eating Company’s 25th birthday. The restaurant-quality workplace dining concept, which started in the UK, has now expanded to Dublin and across the US, with plans for regional growth across the rest of the UK.
Another significant milestone was the opening of the Orangery on Tottenham Court Road, a central London public-facing restaurant featuring the largest hydroponic farm in London. “It’s about taking that farm to table experience to the consumer,” Lynsey explained.
My job is being the conductor of the most amazing orchestra
“It’s great because it gives us an opportunity to celebrate great British food and engage with customers in a different way than you normally do.”
The year also saw major contract wins, including BNP Paribas, where Sodexo successfully consolidated multiple suppliers into a single integrated FM solution. “That was a big mobilisation with a great client,” Lynsey noted.
Recognition from industry peers proved particularly meaningful. Winning Sustainable Business of the Year at the prestigious Cateys Awards in July stood out as especially significant.
“To be recognised amongst your peers as the best of the best, was incredibly special,” she said. The year concluded on a high note with Sodexo Ireland winning the Irish Chamber of Commerce Company of the Year for 2025 – an accolade that recognises excellence across all sectors, not just facilities management.
“That is all different types of companies, and I’m very proud of what the Irish team has done,” Lynsey emphasised.
Conducting the Ultimate Orchestra
Lynsey described her role with a compelling metaphor: “My job is being the conductor of the most amazing orchestra.
“I have to make sure I’ve got the best musicians and the best instruments, ensure we’ve got the best technology and everything that works together, and then delight the audience – our clients – at the lowest possible ticket price, and they keep coming back to see the show.”
As a provider, we deeply understand that it’s our responsibility to co-create exceptional workspaces for our clients
This philosophy reflected her broader approach to facilities management – creating seamless experiences that allow clients and their colleagues to focus on what they do best. “If we can make it completely seamless and allow their colleagues to do exactly what they need to do, and we pre-empt their needs, I think that’s really special,” she explained.
What particularly energised Lynsey was the diversity of Sodexo’s operations, from highly visible food services to the more behindthe-scenes technical services.
Managing 8,000 colleagues across the UK and Ireland, she valued the honest conversations that help improve both services and working conditions.
Looking ahead, Lynsey has ambitious growth plans for both food services and integrated FM across the UK and Ireland. Central to this vision is Sodexo’s hospitality DNA and commitment to co-creating exceptional workspaces tailored to each client’s specific needs.
“As a provider, we deeply understand that it’s our responsibility to co-create exceptional workspaces for our clients,” she explained. This approach combines hospitality excellence with technological advances to deliver seamless end-to-end experiences.
However, Lynsey acknowledges significant industry challenges ahead. Rising costs, talent shortages, and skills gaps create tension against a backdrop of increasing consumer expectations and budget pressures. “We’ve got this tension of costs going up when budgets need to come down, and it’s harder to get the talent,” she observed.
The evolution of hybrid working remains a key focus. Rather than forcing people back to the workplace, Lynsey believes in creating environments that encourage return.
“You need to create a workplace that encourages people to come back and recognise that’s the best place to perform and collaborate,” she said.
Technology, particularly AI, plays a crucial role in addressing these challenges. “ ‘A benefit of AI is being able to process the data’ quickly and how you get that ultimate switch of 80% of your time doing and 20% of your time thinking the other way round,” Lynsey explained. The goal is leveraging technology to create more value while working smarter.
Sustainability remains at the forefront of Sodexo’s strategy. As both a food provider and FM company, Lynsey recognises the significant responsibility this brings.
“When you look at the world’s climate change levers, 10 out of 20 are connected to food in one way or another – food ecosystems, food waste, food production,” she said.
Reflecting on being a woman in FM, Lynsey acknowledges she hasn’t personally experienced significant barriers, crediting this to working with “great organisations and great leaders who recognise talent.” However, she is conscious that her experience may not be universal.
“Just because I don’t feel I have suffered, it doesn’t mean it isn’t a challenge that women face on a daily basis,” she said.
She identifies the challenge of balancing work with being a parent as particularly significant, advocating for outcome-focused rather than input-based working practices.
“I’m a firm believer in being an output and outcome organisation,” Lynsey explained.
“If someone needs to go to their child’s nativity play, that is absolutely where they need to be. It’s important because you can never get those moments back.”
As Sodexo continues its growth trajectory, Lynsey remains focused on the fundamental principle that has guided her first year: “Growth is a mindset, and growth isn’t just about new clients – it’s about retaining our existing clients and retaining our people.”
With her orchestra metaphor in mind, Lynsey is conducting a business that’s hitting all the right notes – balancing operational excellence with innovation, client satisfaction with colleague wellbeing, and growth ambitions with sustainable practices.
Speaking exclusively to FM Director, Anna Maclean, CEO and co-founder of SRE, which celebrated its 20th anniversary this year, shares her journey to becoming a sustainability pioneer, and explains why the financial case for green buildings has never been stronger
Anna Maclean’s career spans an impressive 35 years in sustainability, a journey that began with a simple yet profound realisation about climate change and has culminated in some of the UK’s most innovative net-zero building projects.
A keen interest in science led Anna into the world of sustainability. She learnt about what was then called the ‘greenhouse effect’ –even though, she says, many people didn’t believe it existed or that it was human-made at the time.
Anna also felt passionately about the disparity in climate change’s cause and effects. “The thing that struck me is that the wealthiest countries are causing it, while the poorest are impacted the most yet less able to mitigate that impact,” she explains.
This revelation prompted Anna to write to John Elkington and Julia Hailes, founders of the UK’s first sustainability consultancy and author of the Green Consumer Guide. “I wrote to them pretty much every month for six months,” Anna recalls, “In the end, they gave me a job as a receptionist.”
Her conviction that meaningful change required greater public understanding led Anna to pursue a career in broadcasting, working for BBC Radio 4, ITV, and Channel 4, creating programmes and documentaries around social injustice and climate change.
The birth of SRE
In 2005 Anna co-founded SRE with a clear mission. “About 40% of greenhouse gas emissions come from the built environment,” she explains.
“My co-founder had an architecture background. Between us, we felt that by ensuring a sustainable built environment, we could make a real difference.”
The company has since completed nearlyover 3,500 projects, including the recent Cathedral Hill Industrial Estate project in Guildford, Surrey.
This deep retrofit achieved operational net zero and drove a 220% increase in rental value across the site, earning SRE and collaborative partner Savills Project of the Year at the 2025 CIBSE Building Performance Awards.
“When we started the project, Cathedral Hill had 13 industrial units, leaking asbestos roofs, EPC ratings of D and E, and a vacancy rate covering a third of the site,” Anna explains. “The average rental value was also £9.40 per square foot – 33% below the Guildford average.”
The results speak for themselves. “When it was finished, Cathedral Hill was the first net-zero industrial estate in the UK and all units had EPCS of A and A+. It’s the only industrial estate in the UK with a waiting list for tenants, and the rental value has now climbed to £22.50 per square foot – higher than anywhere in the UK,” Anna says.
Beyond the technology
While a lot of current sustainability discussions often focus on technology, Anna emphasises the importance of building fabric. “We’ve always operated on what’s called the energy hierarchy: lean, clean, green,” she says. “There’s no point in adding cost and the embodied carbon in technology to reduce carbon if you don’t have the building envelope operating at the highest possible level.”
Human behaviour and occupant engagement also play crucial roles in achieving true building performance. SRE implemented an innovative approach while working on the transformation of the Cathedral Hill Industrial Estate: “Instead of the owner of the building owning the energy produced by the solar panels on the roof, we advised that the occupants own it,” Anna explains. “This gave them an incentive to minimise their energy use.”
This approach has proven highly effective, with some units achieving zero electricity bills while adding significant value to the development.
The financial imperative
The lesson from Cathedral Hill and other SRE work is that sustainability adoption can drive significant financial returns. “Landlords who are creating best-in-class real estate assets will enjoy the highest yields. They are going to retain the highest values for the longest because they’re ensuring climate and regulation resilience,” Anna says.
What’s more, market dynamics strongly favour early adopters. “Those creating the best-in-class across realestate sectors will reap the highest rewards, purely because demand is bigger than supply at the moment,” Anna explains.
Looking ahead, she sees an accelerating trend towards greener spaces across all sectors: “Occupiers will want ever-greener spaces.
We’ve always operated on what’s called the energy hierarchy; lean, then clean
“Public opinion, financial products and the regulatory environment are all moving in the same direction.”
Anna believes there are several key trends the FM industry must watch.
The cost of renewable energy technologies will continue to fall, while people’s understanding of embodied carbon – the total greenhouse gas emissions from producing, transporting, constructing and disposing of building materials – will grow.
“Most facilities managers aren’t really thinking about embodied carbon right now, but they will have to at some point.”
She also emphasises the importance of turning data into actionable insights: “Buildings are recording so much data, but they’re not applying the lessons learnt from that data.”
As SRE marks its 20th anniversary, Anna’s conviction remains unwavering.
After a career in sustainability and witnessing the transformation from scepticism to mainstream adoption, she sees only one direction for the industry: “I am a self-confessed tree hugger. I’ve been doing it for 35 years, but I know the only way we’re going to get to net zero is if every single one of our projects adds tangible financial value to our clients.”
With projects delivering significant rental and attracting high-profile tenants, Anna and her team at SRE are proving that sustainability is good for the planet and excellent for business too.
The only way we’re going to get to net zero is if every single one of our projects adds tangible financial value to our clients
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After serving 15 years in the Royal Military Police, Laura faced a challenge many veterans know well – finding a new sense of purpose outside of the armed forces.
She wanted something that used the skills she’d honed in service but also gave her the chance to be present for her family.
Thanks to support from Procure Plus’ Women and Manual Trades programme, Laura secured her ideal role as a Domestic Gas Engineer, just days after passing her ACS assessments. Here, she tells us about her experience…
For many of us leaving the armed forces, one of the biggest challenges isn’t just finding a new job. It’s finding a new sense of purpose.
After 15 years in the Royal Military Police, that’s exactly what I was searching for. I’d joined the military at 17 and spent most of my adult life overseas, with more than a decade away from home.
It was all I’d ever known but once I had a family, everything changed. I needed a new direction; something that would challenge me, use the skills I’d developed, and give me the stability to be present for my children. That’s when I started looking into the world of skilled trades.
I’d never worked in a manual trade before, but I was used to thinking on my feet, working under pressure, and solving problems. All of those things translate surprisingly well into the sector. After some research, it became clear this was the path I wanted to follow.
Through the military’s Enhanced Learning Credits (ELCAS) scheme, I was able to access training at Brookhouse while I was still serving, with the scheme also covering part of the tuition fees.
The course was full on; I stayed in a hotel in Bradford during the training, with no distractions and full focus. I revised every evening, performed well in mock tests, and left each session more confident than the last.
Brookhouse gave me a solid foundation, but I knew I’d need support to take the next step. That’s when Tim at Brookhouse connected me with Women and Manual Trades (WaMT), which was exactly the kind of network I didn’t know I needed.
WaMT operates as part of Procure Plus, a not-for-profit company, after initially existing as an independent charity, to support women currently working in or looking to enter the construction trades.
They currently run a Gas Engineer pathway in partnership with Brookhouse, where ex-military women can complete training and placements, and become qualified Gas Engineers in just six months.
When I got the call from Meg at WaMT, who is also ex-military, I knew I’d found someone who understood exactly what I was going through. She stayed in touch, helped guide me through the final stretch of my training, and supported me as I looked for my first role in the sector.
I told her that Dodd Group was my ideal employer, and she made it happen. Just days after passing my ACS assessments, I had my first job interview. The very next day, I had my first civilian job offer.
I’ve just started at Dodd Group as a Domestic Gas Engineer, and it’s the beginning of a brand new chapter for me. I’m excited to get stuck in, learn the systems, and build on what I’ve already achieved.
With so many opportunities for progression, I’d love to gain commercial qualifications and broaden my skills into areas like cookers and full heating systems.
To any women in the forces or veterans thinking about a similar leap, I’d say this: do it. It’s not easy stepping out of the only career you’ve ever known, especially into a sector where women are still underrepresented. But I’ve learned it’s never too late to start something new.
With the right training and support, you can take the skills you already have and thrive in a trade that truly values you.
It might feel daunting at first, but it can open the door to a career that’s rewarding, respected, and truly your own.
For more information about WaMT’s Gas Engineering pathway with Brookhouse Training, contact Meg Lee by calling 07747 615 343 or emailing megan.lee@procure-plus.com.
WaMT supports women currently working in or looking to enter the construction trades by collaborating with a variety of construction industry employers and trade bodies to make tradeswomen the norm – not the exception.
PTSG is shaking up its recruitment game with the launch of two new social media channels. The company has rolled out dedicated Instagram (@ptsg_people) and TikTok (PTSG.People) accounts, targeting the next generation of facilities management talent
Recognising that today’s professionals browse Instagram stories during lunch breaks and discover career opportunities through TikTok videos, by establishing a presence on these platforms, PTSG is positioning itself where conversations about work and careers naturally happen.
Culture first, vacancies second
Instead of simply broadcasting job listings, PTSG plans to pull back the curtain on company life. Expect behind-the-scenes content, employee spotlights and authentic glimpses into what makes the PTSG workplace tick.
The strategy includes mobilising existing team members as brand ambassadors and encouraging employees to share and engage with company content across their personal networks, creating a ripple effect that extends far beyond traditional marketing reach.
Building the #nextgenfm movement
The company is using #nextgenfm as its rallying cry - a hashtag designed to turn heads in facilities management circles signalling PTSG’s commitment to attracting fresh perspectives to the industry.
Dr Greg Ward, CEO at PTSG explains: “This isn’t just about following trends. It’s about recognising that the workforce is evolving.
“Our social media expansion represents more than platform diversification. It signals a company ready to meet changing candidate expectations head-on. In an industry where talent acquisition can make or break growth plans, we’re hoping that being where the conversation happens will give us the competitive edge.”
Follow and engage with PTSG at PTSG.People (TikTok) and PTSG_People (Instagram)
All current job listings are available at www.ptsg.co.uk
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Britain’s schools are facing a hidden crisis. While 9,000 academies deliver education to millions of students, the buildings housing them are quietly falling apart. Boilers that should have been replaced a decade ago wheeze through another winter.
Victorian drainage systems leak into modern classrooms. Fire safety certificates expire unnoticed in overwhelmed estates offices.
The stark reality facing today’s education sector is that the infrastructure supporting learning is in crisis. With 60% of school buildings predating 1976, Britain’s educational estates are buckling under the weight of age, inadequate funding and an increasingly complex regulatory environment. The result? Headteachers and trust leaders spending precious time wrestling with boiler breakdowns instead of focusing on what truly matters – delivering outstanding education.
The academisation revolution has fundamentally transformed how schools operate. Today’s Multi-Academy Trusts (MATs) – over 1,200 of them managing more than 9,000 schools – shoulder complete responsibility for their facilities management, compliance requirements and infrastructure maintenance. Unlike their predecessors under local authority control, these independent organisations must navigate the Byzantine world of building regulations, health and safety compliance and emergency repairs with limited internal expertise.
“Academy Trusts are juggling an impossible array of challenges,” explains Shaun Caddick, Sales Director at PTSG who works closely with the sector. “They’re managing everything from Victorian listed buildings to 1960s CLASP structures and modern facilities, often scattered across entire counties, with maintenance backlogs estimated at £11.4 billion nationally.”
The regulatory environment alone is enough to give trustees nightmares. From the Health and Safety at Work Act to fire safety orders, electrical testing requirements and water safety protocols, the compliance burden is staggering. Post-Grenfell scrutiny has intensified focus on building safety, while trustees now face personal liability for safety failures – a responsibility that once sat with local councils.
What makes educational facilities management uniquely challenging isn’t just the scale or age of buildings – it’s the environment they must maintain.
Schools aren’t just buildings; they’re sanctuaries where society’s most vulnerable citizens spend their days. Every maintenance decision carries the weight of duty of care, every system failure potentially disrupts learning and every compliance gap poses unacceptable risks.
The complexity multiplies when considering the sheer diversity of educational settings. A large MAT might manage a Victorian primary school in rural Yorkshire, a purpose-built secondary academy in suburban Birmingham and a cutting-edge sixth form college in inner London – each with different maintenance needs, access challenges and regulatory requirements.
“The challenge isn’t just keeping buildings standing,” continues Shaun. “It’s maintaining environments where children feel safe, teachers can focus on teaching and learning can flourish without interruption.”
Budget Pressures and Difficult Choices
Financial constraints add another layer of complexity. With education budgets stretched thinner than ever, trustees face agonising choices between essential maintenance and educational resources. The annual Condition Improvement Fund provides £498 million nationally, but against an estimated maintenance backlog exceeding £11 billion, it’s barely scratching the surface.
Energy costs are decimating operational budgets, while new Net Zero targets demand costly retrofit projects that many trusts simply cannot afford. The result is reactive maintenance strategies that cost more in the long run, emergency repairs during exam seasons and critical systems limping along years past their replacement date.
The Complete Solution Academy Trusts Need
What overwhelmed Academy Trusts desperately need is exactly what PTSG delivers: a single partner capable of handling their entire facilities management nightmare.
Instead of juggling dozens of contractors across multiple sites, trusts can make one call to access comprehensive building compliance and maintenance services.
PTSG’s expertise spans the entire education spectrum, from primary academies to world-renowned universities. The company’s nationwide coverage means consistent service delivery whether managing scattered rural schools or complex university campuses housing thousands of students.
Higher education institutions face their own unique challenges –from historic buildings requiring specialist conservation techniques to cutting-edge research facilities demanding precise environmental controls.
The company’s multidisciplinary approach addresses every compliance headache keeping education leaders awake: access and safety systems for Victorian buildings and modern academies alike, electrical services including critical testing regimes, comprehensive fire safety management, 24/7 emergency response when disaster strikes and energy efficiency improvements that stretch tight budgets further.
Shaun continues: “We understand that educational facilities management isn’t just about buildings – it’s about enabling the core mission of education. When heating systems work reliably, electrical installations are safe and fire safety systems are properly maintained, teachers can focus on inspiring young minds.”
For Academy Trusts managing everything from listed buildings to cutting-edge facilities, PTSG offers something invaluable: compliance peace of mind. The company’s expertise in working within educational environments means understanding term-time scheduling constraints, safeguarding requirements and the zerotolerance approach to disruption that schools demand.
As we move into 2025/26, the education sector faces continued pressure to deliver outstanding outcomes with limited resources. The School Rebuilding Programme promises investment in 500 schools over the coming decade, but thousands more will continue operating in ageing buildings requiring specialist care.
The solution lies in recognising that educational facilities management is a specialism requiring dedicated expertise, comprehensive service portfolios and deep understanding of the sector’s unique challenges.
Whether it’s a single academy trust managing one school or a large MAT operating dozens of sites across multiple counties, the principle remains the same: the only thing schools should worry about is education.
By partnering with providers who can handle everything from compliance documentation to emergency callouts, from planned maintenance to energy efficiency improvements, educational leaders can focus on their core mission.
After all, while properly maintained buildings provide the foundation for learning, they shouldn’t dominate the conversation in school leadership meetings.
As students settle into new classrooms this September, the infrastructure supporting their education should be invisible –reliable, compliant and professionally managed.
Because the only thing schools should really be worrying about is ensuring every child gets the education they deserve.
To find out more about PTSG’s work in the education sector visit ptsg.co.uk/sectors or contact Shaun Caddick at shaun.caddick@ptsg.co.uk
We understand that educational facilities management isn’t just about buildings –it’s about enabling the core mission of education
Businesses and facility managers must be upgrading their lift communication systems ahead of the nationwide switch-over from the Public Switched Telephone Network (PSTN) lines to digital networks
This major transition in telecommunications is being led by Openreach and is set to be completed in 2027. Yet, many providers have already begun the transition and are aiming to complete before the set deadline.
Dan White, Service Director at Stannah Lifts, warns: “Failure to update lift communication systems in advance of the switch from PSTN lines to Global System for Mobile Communications (GSM) digital networks could lead to safety risks and non-compliant lifts, as all lifts must have a working emergency phone system to comply with EN 81-28 regulations.”
How does the PSTN transition to digital networks affect lifts?
Many older lifts are equipped with emergency phones, autodiallers, and depend on analogue dial tones and DTMF signals carried by PSTN lines to make calls to emergency services if someone becomes stuck in a lift. Once the PSTN lines are switched off, these lift communication systems will no longer work, leaving passengers trapped in lifts without a means of communication.
While telecom providers offer analogue converter sockets, they are not universally reliable, especially for emergency alarms needing failsafe operation during outages. Even with adaptors like analogue telephone adaptors (ATA), optical fibre networks may not always be compatible with existing lift alarm systems.
As a result, lifts may be taken out of service unless upgrades to digital alternatives like VoIP or cloud telephony are made.
How can I ensure my lift remains compliant?
When traditional PSTN lines are switched off, a lift’s communication system must be upgraded to a GSM-based solution to remain compliant with lift safety regulations.
This upgrade should include a certified GSM unit supported by a battery backup to ensure operation during power outages. This change is not just a technical update but a critical safety measure to ensure that emergency calls can still be made from the lift at all times.
Dan White shares: “We want to ensure all lift owners are ready for this transition and that their lift communication systems remain fully operational.
Lift owners and facility managers should check whether their lift emergency phone still relies on PSTN lines
“Without a GSM connection, auto-diallers will fail to work, leaving passengers trapped with no means of communication in an emergency. Lift owners and facility managers should check whether their lift emergency phone still relies on PSTN lines. If it does, they need to contact their telecom provider to confirm when the PSTN service will be switched off, if it hasn’t already, so they can plan and implement the necessary upgrades to keep their lifts safe and compliant.”
What is the GSM network?
GSM, or mobile cloud telephony, is a cost-effective alternative to PSTN and requires no physical phone line. It incorporates a battery backup to ensure continual operation even during power outages.
The GSM unit can be easily integrated with a building’s existing lift system. Stannah’s managed SIM service provides customers upgrading to GSM systems with the best available network for strong signal coverage with 24/7 connectivity.
It also allows remote monitoring to ensure any signal disruptions, battery backup issues or SIM data faults are detected and resolved before any real issues occur.
Dan White says: “If lift owners are in any doubt about which system their lifts have, we encourage them to get in touch with us and we will guide them towards the appropriate solution, irrespective of the lift manufacturer.”
We want to ensure all lift owners are ready for this transition and that their lift communication systems remain fully operational
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inSYNC recognises compatible trade tasks and calculates estimated labour timescales to complete.
Any of the following three triggers then apply: A standard priority job is raised - any compatible Eco tasks are bundled to this work order.
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Speaking exclusively to FM Director, Colin MacKay, Business Development Director at Lanes Group, discusses the company’s record-breaking growth, major contract wins, and ambitious plans to double the size of the business by 2029
For utilities and infrastructure specialist Lanes Group, 2025 has been a year of unprecedented expansion. With a £500 million turnover in 2024 already set to increase significantly this year, the company is well on its way to achieving its audacious target of doubling the size of the business by 2029.
Colin MacKay, Business Development Director, attributes much of this remarkable growth to strategic contract wins in the utilities sector.
“Recently, significant contract awards within the utilities sector have seen our utilities annual turnover increase by 60% over the last 18 months,” he explained. “This creates additional work worth up to £1.5 billion over the next 10 years.”
“Momentous” contract wins
The foundation for this impressive growth was laid earlier in 2025 when Lanes Group secured what Colin described as “momentous contracts” with both Southern Water and Yorkshire Water. What made these wins particularly impressive was the simultaneous mobilisation and go-live requirements for both contracts.
“With a capital investment of circa £60 million, we were able to demonstrate the extent of our capabilities and strength as a business,” Colin noted.
This substantial investment underlines the company’s commitment to meeting the demanding requirements of major utility providers whilst maintaining operational excellence across multiple largescale projects.
The significance of these contracts extends beyond their immediate financial impact. They will help cement Lanes Group’s position as what Colin described as “the UK’s leading utilities and infrastructure delivery partner”, which is now responsible for delivering over 70% of all wastewater repair and maintenance work in England.
Industry recognition
The company’s achievements haven’t gone unnoticed within the wider industry. 2025 has brought a string of prestigious awards that Colin says evidence their commitment to company values: Leading, Agile, Nurturing, Engaging and Safe & Secure.
These accolades include the Safety and Health Excellence Awards’ Best Driver Risk Management Performance Award, the British Training Awards 2025 Retraining/Upskilling Initiative of the Year, and recognition for mentor Naz Khanom at the Women in Utilities Awards.
With a capital investment of circa £60 million, we were able to demonstrate the extent of our capabilities and strength as a business
Colin MacKay, Business Development Director, Lanes Group
Perhaps most significantly, Lanes Group was named Delivery Partner of the Year at the Water Industry Awards 2025, a testament to the company’s operational excellence.
Whilst utilities remain the primary growth driver, Colin emphasised the importance of Lanes Group’s multi-sector approach to ensuring business stability.
“Facilities Management has also seen an increase in turnover, due to a proven management and delivery model aligned with its requirements,” he said.
This diversification strategy has served Lanes Group well, providing resilience whilst allowing the company to leverage its core competencies across different markets.
The company’s truly national presence, supported by various subsidiaries offering complementary services, enables them to provide comprehensive solutions for essential services on a 24/7, 365-day basis, providing round the clock coverage and peace of mind.
“We have worked hard over the past 30 years to become the delivery partner of choice,” Colin added.
Industry challenges and operational innovation
However, Colin acknowledges that the sector faces significant challenges, particularly around environmental sustainability.
“With an ever-increasing environmental focus, the industry is currently limited in terms of suitable and sustainable fleet options,” he explained.
Rather than viewing this as an insurmountable obstacle, Lanes Group is taking a proactive approach to addressing these challenges.
“We are currently working with the manufacturers of specialist wastewater vehicles, with the aim of reducing impact in both the short and long term,” Colin said.
By working directly with vehicle manufacturers, Lanes Group is helping to drive the development of more environmentally friendly solutions that could benefit the entire industry.
The company’s approach extends beyond fleet innovation to encompass broader operational improvements.
“Our business strategy is to create more responsive and agile operational structures, so our client base benefits from our increased capabilities and capacity,” Colin explained.
This focus on agility and responsiveness is crucial in an industry where emergency repairs and round-the-clock availability are essential.
By positioning itself at the forefront of the industry, Lanes Group can offer what Colin describes as “the most innovative technologies and techniques available.”
Looking ahead, Colin’s confidence in the company’s trajectory is evident through its bold growth targets.
The aim to double the size of the business by 2029 represents an ambitious target that reflects both the opportunities available in the utilities and infrastructure sectors and Lanes Group’s capability to capture them.
This growth will likely be underpinned by the long-term contracts already secured, the company’s proven track record of successful project delivery, and its continued investment in innovation and sustainability.
As the utilities sector continues to grapple with aging infrastructure, increasing environmental regulations, and growing demand for reliable services, companies like Lanes Group that can demonstrate technical expertise, operational scale, and innovative thinking are well-positioned to thrive.
“Our vision of doubling the size of the business by 2029 may be ambitious, but based on our recent performance and strategic positioning, I believe it is well within our reach.” Colin concluded.
In an era where digital networking dominates the business landscape, SPG Group has rediscovered the art of genuine connection through its Golf Networking Series. In a world increasingly dominated by digital interactions, the series champions face-toface relationship building, creating memorable experiences that forge lasting business partnerships beyond the virtual space
What began as a modest initiative four years ago has evolved into a thriving community that combines the sport of golf with meaningful business networking, whilst simultaneously raising funds for charitable causes.
The series, founded by Krys Stanton, operates on a simple yet powerful premise: it’s not just about the golf.
“It’s more about the people you meet and the opportunities we create for you, creating lasting relationships,” Krys explained. This philosophy has helped the series attract a diverse range of professionals in the FM sector and beyond, who share a common interest in both sport and business development.
The 2025 season spanned five months and six distinctive events, each offering unique experiences across some of the UK’s premier golfing destinations. The series launched at The Oxfordshire Golf Course on 30th April, followed by an innovative Women’s Golf & Spa Day in Telford on 15th May, designed to encourage greater female participation in the networking series.
The programme continued with Formby Hall Golf Resort & Spa on 5th June, Forest Pines Hotel & Golf Resort on 3rd July, and St Pierre Country Club on 7th August, before culminating at Forest of Arden Hotel & Country Club on 11th September. This finale event alone raised £2,600 for Alzheimer’s Research UK, contributing to an impressive seasonal total of £8,000 for the charity.
The diverse venue selection reflects the series’ commitment to offering varied experiences whilst maintaining a high quality of networking opportunities. Forest of Arden’s Fraser Liston, Jessica Clissett and their team delivered outstanding hospitality for the season finale, whilst Geoff Swain’s trick shot demonstrations provided entertainment beyond traditional corporate golf days.
In a move that reflects the growing environmental consciousness within the FM sector, the entire series was made carbon neutral through the sponsorship of Alan Stenson from neutral carbon zone. This commitment to sustainability demonstrates how modern business networking can align with broader corporate social responsibility goals.
The series attracted significant commercial support, with Fireco’s Alex Babbage serving as headline sponsor and Premier Support Services Group’s Andrew Walker sponsoring refreshments. Such backing reflects the genuine value that participating companies derive from the networking opportunities created.
Beyond the networking benefits, the series maintains a competitive edge that keeps participants engaged throughout the season. The finale showcased impressive individual performances, with winners across various categories reflecting the diverse skill levels that make the events accessible to all.
The combination of sport, networking, charitable giving, and environmental responsibility creates a unique environment
The nearest-the-pin competitions saw victories for Jon Hems, Sarah Hamill-Moss, Graham Shaw, and David Faulkner across different holes, with sponsorship from Dan Ingram at Konsileo adding extra incentive through a hole-in-one prize that remains tantalizingly unclaimed.
Longest drive competitions demonstrated the community’s athletic abilities, with Sam Dickinson’s impressive 274.7-yard drive on hole 12 standing out as the season’s benchmark. These contests, sponsored by Lee Cozens from BigChange and Kevin Hale from Trackman, added excitement whilst showcasing the technical aspects of the game.
The series recognises both individual excellence and team collaboration. Sarah Hamill-Moss claimed the individual title in the non-official handicap category, whilst Glenn Lockett-Priestley topped the official handicap standings with a score of 42.
The team competitions saw fierce rivalry, with Advantos Group claiming first place on 92 points, narrowly edging out Konsileo on the same score.
Season-long championships added another layer of competition, with Chris Bright emerging as individual champion ahead of Sean Wright and Tom Chatwin. The team championship saw JSM Building Solutions claim top honours, followed by Advantos Group and Lanes Group.
“It’s been an incredible ride, but we’re not done yet,” Krys reflected on the season’s conclusion, capturing the momentum that has built within the SPG Group Golf Events community over four years of steady growth.
The series’ success relies heavily on dedicated organisational support, with Samantha Coxhead, Lindsey Hughes, Oliver Dix, and Rianne Scott ensuring seamless event delivery. Their efforts are complemented by generous support from companies including JSM Building Solutions, Reflo®, Fore! The Planet, Titleist, YorPower, and FM Business Daily.
The SPG Group Golf Events series has established a genuine community where business relationships flourish in a relaxed, enjoyable environment. The combination of sport, networking, charitable giving, and environmental responsibility creates a unique environment for facilities management professionals seeking meaningful connections.
As plans develop for next year’s programme, Krys is looking to further develop the series, with some exciting updates to the event format set to be announced soon. “For facilities management professionals with a shared love of golf and networking, SPG Group Golf Events is becoming a leading platform to drive business relationships whilst supporting worthy causes and enjoying some of the UK’s finest courses.” He concluded.
As the UK ramps up sustainable building efforts, a developing skills gap in facilities management threatens progress. In this article, Sam Arje, senior energy consultant and EnCO practitioner at Team Energy, explains the sustainability skills gap, its impacts, and the need for targeted training – without which even the most advanced sustainable buildings risk underperforming
The UK government has made bold commitments to building a ‘clean power army’ of skilled workers to tackle climate change and achieve its net zero target by 2050.
This narrative dominates headlines and policy discussions, focusing primarily on renewable energy installation, retrofitting, and construction. And, in some ways, rightly so.
These technologies are crucially needed, and will play a central role in helping the UK to reduce its emissions.
Yet, there’s a gap in the conversation. One that threatens to undermine vast sums of sustainable infrastructure development and put organisations’ economic sustainability at risk: the sustainability skills crisis in facilities management.
Given the scale and urgency of decarbonising the UK’s built environment sector, which accounts for roughly 40% of the nation’s total emissions, a lack of sustainability skills is more than just a minor operational hiccup for building managers.
It’s a fundamental threat to the UK’s sustainability goals and organisations’ financial longevity and reputation.
Understanding the sustainability skills gap
Traditional facilities management has focused on reactive maintenance and compliance with health and safety regulations, among other tasks. It’s a challenging sector, and navigating it successfully takes a concerted effort from teams of engineers and managers with varied skills.
However, low-energy, low-carbon buildings – whether new or retrofitted – now set the agenda. Growing in their complexity and equipped with state-of-the-art technologies, they require a host of new skills to manage them.
For example, smart building technologies and internet of things (IoT) integration is a primary way in which new energy efficient buildings are managed.
Their data feeds into sophisticated building management systems (BMS) that track performance metrics against KPIs, and which can use multiple data sources to optimise the performance of key assets like heating, ventilation and air conditioning (HVAC) and lighting systems.
These technologies are powerful, but it takes skill to manage and derive insight from them. And while building management technology has ramped up significantly, there hasn’t been a universal and corresponding increase in the skills of the facilities managers and their teams.
On top of this, there’s now a need to account for the cost and carbon savings achieved through sustainable buildings, to feed this back into organisational ESG goals.
This demands a knowledge of carbon accounting among facilities teams, alongside the ability to track and reduce emissions. Ideally, this happens under a recognised framework, or an industry requirement like ESOS, but achieving compliance requires a deep understanding of the framework’s technicalities and requirements.
The immediate consequence of a sustainability skills gap is that low-carbon and low-energy buildings will fall short of their specifications, and fail to deliver on their promise.
The performance gap –between a building’s energy and emissions savings on paper versus in practice – is a recognised phenomenon. Several factors can contribute to this discrepancy, and one of them can be a deficiency in the skills within a facilities or buildings management team.
Sophisticated technology and management systems lose effectiveness without people who understand them; the ability to interpret data, optimise settings, and respond to any anomalies in performance.
The financial stakes are high too. Building new energy efficient buildings, or retrofitting existing ones with sustainable technologies, can cost vast sums of money.
Energy efficiency training equips building users with new knowledge and skills to reduce energy consumption
Suboptimal performance represents a significant waste of investment. It’s also an opportunity cost, reducing the energy (and therefore cost) savings that smart building tech can deliver. In this age of carbon accounting, there’s a further risk of underperforming with regards to Scope 1 and 2 emissions, or missing the Scope 3 expectations of customers.
Sustainability skills gaps can have ripple effects throughout an organisation. Elsewhere I’ve talked about how it’s important for companies to have a top-to-bottom approach to developing their energy efficiency skills.
As teams move forward together, everyone benefits. However, if having a sustainability skills gap leads to buildings performing poorly in terms of their energy efficiency and emissions, it affects more than just those buildings. It can undermine the confidence in an organisation’s clean, low-carbon technology adoption. In short, high-profile underperformance encourages doubt and scepticism.
On one hand, the skills gap is here and now. There simply aren’t enough people with the right knowledge to deal with the slew of requirements, standards and new technologies that sustainable buildings must embrace. However, looking to the horizon, the consequences of inaction could become worse.
This is why organisations across the UK need to ask themselves, what will our buildings be like in the next 10-15 years? They need to deal with the now, and the future.
Training is the way
The surest way to bridge the skills gap in sustainable building management is through training and support. And working with an energy efficiency trainer and sustainability consultant is an ideal way to do this. Energy efficiency training equips building users with new knowledge and skills to reduce energy consumption, waste and cost by making changes to their behaviour. It can be rolled out organisation-wide, or in bespoke scenarios it can be tailored to the needs of energy and facilities managers.
On top of this, working with a carbon reduction consultant can help set a foundation on which carbon accounting and reporting can be based, while facilities managers get up to speed through a multilayered approach to training. This could include online learning, building management certifications, and hands-on technical training using the right software.
Ultimately, without skilled operators who understand complex sustainable systems, even the most impressive buildings will fail to deliver on their environmental and economic promises.
FM is evolving... so are we! As part of our new look, Business Daily will provide smarter, more targeted news and insights three times per week, on Mondays, Wednesdays and Fridays.
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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
The Association of Healthcare Cleaning Professionals has announced the appointment of Karen Pryor as its new National Chair.
Karen brings with her over 39 years of NHS service, including more than 20 years in senior leadership roles within the healthcare facilities management sector. She currently serves as Senior Facilities Manager at Mid Yorkshire NHS Foundation Trust, where she is responsible for all soft facilities management functions.
“It is an honour to be asked to take up this role,” said Karen. “My priority is to strengthen our national voice, increase visibility and membership, and support our members in meeting the challenges of today and tomorrow—from workforce development to sustainability and innovation in cleaning technologies. I am excited by the opportunity to help shape the future of the AHCP and support our members across the UK in delivering excellence in healthcare cleaning.”
Hard facilities maintenance service provider DMA Group has strengthened its focus on customer care with the appointment of customer experience manager, Nichola (Nic) Gofford.
A new role for the business, Nic is responsible for overseeing the customer journey and ensuring great relationships between all parties, essential for DMA’s continued growth.
Wendy Bennett, Chief Operating Officer for Maintenance and Nic’s line manager, said: “As part of our commitment to delivering the highest standards of customer service, we recognised the importance of bringing in a dedicated specialist. We are delighted to welcome Nic as our new customer experience manager. Her warmth, personality, drive and determination are the qualities we need at this important time in our history.”
Munnelly Group, one of the UK’s leading construction and infrastructure delivery partners, has marked a historic milestone by awarding shares to a non-family member for the first time in its 43-year history.
Long-serving director Will Noble has been granted a significant stake in the business, with the move described by Group CEO Paul David Munnelly as “a landmark moment that recognises Will’s exceptional contribution, loyalty and leadership”.
Paul David, who succeeded his father Phil as CEO in May this year, said: “This achievement has been a long time in the making and is thoroughly deserved. Will has been at the heart of our growth story for nearly 25 years, and this step represents both recognition of his past achievements and confidence in the future success we will build together. It also underlines our commitment to long-term stability and continued success for our people, partners and clients.”
The all-new FMBD newsletter
Monday
Hard services and construction focus
Wednesday
Soft services focus
Friday
A combo of the week’s biggest stories, video interviews and exclusive features f rom across the FM industry
CIBSE Board Member Professor Dejan Mumovic recently completed a lecture and presentation tour in Australia, representing CIBSE and sharing his expertise on climate resilience and building performance in the education sector.
Professor Mumovic delivered talks at both the University of New South Wales and the University of Sydney, exploring how resilience in school buildings must go beyond withstanding physical stressors to actively create environments that support health, wellbeing, and learning outcomes.
Key themes of his lectures included the critical role of indoor environmental quality – covering air, temperature, lighting, and acoustics – in supporting students’ cognitive performance; a paradigm shift in policy-making to integrate mitigation, adaptation and indoor environmental quality; insights from the Modelling Platform for Schools (MPS), an automated framework modelling all 23,000 schools in England and examining the unintended consequences of mitigation and adaptation measures on student performance; and a five-year research roadmap for advancing school building design. The visit also highlighted opportunities for collaboration, including the potential use of CIBSE TM54 and microclimate data in NABERS Commitment Agreement energy modelling.
Atlas FM has announced the appointment of Donna Constance as the Managing Director of Atlas Education, a dedicated business unit focused exclusively on the UK education sector.
Atlas Education is a national business employing over 2,500 people across the UK. It is already recognised as a sector specialist in providing cleaning and support services to schools, colleges and universities. Under Donna’s leadership, Atlas Education is set to strengthen its position as the go-to partner for schools that want long-term stability, transparency, and a true partnership culture.
Leading soft services provider SBFM has appointed Julia McMullan as its new Chief Operating Officer (COO). As a core member of the board, McMullan will ensure SBFM continues to deliver operational excellence at pace and scale while keeping its operating model agile and future-fit.
Bringing over 15 years of experience in large-scale transformation, McMullan is recognised for her strategic, customer-centric approach, and strong track record in driving growth, operational efficiency and commercial performance.
Donna’s journey within education began straight after high school when at just 16 she became a school cleaner. Over the years, she has risen through the ranks of Atlas with a career shaped by empathy, integrity and a deep understanding of the environments where children learn and grow.
McMullan has a background in management consulting with Newton Europe, implementing lean and scalable operating models in both public and private sector organisations, delivering measurable efficiencies, cultural transformation, and meaningful outcomes for customers.
As the industry celebrates World Green Building Week, sustainability consultancy SRE has announced a portfolio of senior promotions as part of its continued growth and commitment to delivering innovative sustainability solutions across the built environment.
Lamya Salem has been promoted to sustainability director. A qualified architect and Harvard-trained sustainability specialist, Salem brings over 22 years’ experience in architecture, project management and environmental strategy. She is certified across multiple global frameworks including BREEAM, LEED, WELL, Fitwel, GSAS and NABERS, and has delivered projects ranging from high-rise commercial towers and large-scale industrial facilities to transport infrastructure and data centres across the UK, Europe and the Middle East. Salem is driving SRE’s sustainability offering, supporting clients to advance decarbonisation, resilience and regenerative design strategies.
Nikita Pevnev has been promoted to building physics director. A chartered engineer with more than two decades’ experience in sustainable design and environmental performance, Pevnev specialises in thermal modelling, daylight optimisation, operational energy assessments and net zero strategies. He holds a master’s degree in sustainability and design from the University of East London and has extensive international experience spanning architecture and engineering. Pevnev heads up SRE’s building physics division, integrating passive design and climate-responsive strategies into multidisciplinary projects to support clients achieve ambitious environmental performance targets.
CIBSE Board Member Professor Dejan Mumovic recently completed a lecture and presentation tour in Australia, representing CIBSE and sharing his expertise on climate resilience and building performance in the education sector.
Professor Mumovic delivered talks at both the University of New South Wales and the University of Sydney, exploring how resilience in school buildings must go beyond withstanding physical stressors to actively create environments that support health, wellbeing, and learning outcomes.
Key themes of his lectures included the critical role of indoor environmental quality – covering air, temperature, lighting, and acoustics – in supporting students’ cognitive performance; a paradigm shift in policy-making to integrate mitigation, adaptation and indoor environmental quality; insights from the Modelling Platform for Schools (MPS), an automated framework modelling all 23,000 schools in England and examining the unintended consequences of mitigation and adaptation measures on student performance; and a five-year research roadmap for advancing school building design. The visit also highlighted opportunities for collaboration, including the potential use of CIBSE TM54 and microclimate data in NABERS Commitment Agreement energy modelling.
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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