Issuu

Exclusively for FM industry leaders September 2026

In this issue: Intelli-Park’s Kulvir Kang Explains why FM Teams are Leaving Serious Value in the Car Park PTSG: Martyn’s Law is Coming. Is your Building Ready?

Ian Cooke

Driving Culture and Compliance: The Vision of the British Safety Council

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September 2026 | 3

EDITOR’S NOTE

Welcome to the September issue of FM Director

t’s been another busy month for the FM Business Daily team, who has been working hard to bring you a range of exclusive interviews and features from some of the key voices of the industry. Our cover story this month is an exclusive interview with Ian Cooke who heads up the audit, consultancy, and culture change department at The British Safety Council. With nearly 70 years of history behind it, the British Safety Council has long been a cornerstone of workplace standards. We caught up with Ian to find out more about his work and his vision for the future of the Council. We also recently spoke to Kulvir Kang, Group Product Director at Intelli-Park, about the perhaps surprisingly fascinating topic of parking. Kulvir makes the case for treating parking as a live source of estate intelligence, explains how automation is transforming day-to-day operations, and sets out why transparency is the only foundation for a genuine long-term partnership. We also have features from PTSG about Martyn’s Law, WORKPLACE about navigating regional diversity and workplace excellence and HSS ProService about why traditional sales approaches are no longer enough for complex B2B buying decisions. In addition, we’ve been keeping up with all the latest news in our thriceweekly newsletter, so if you aren’t subscribed already, make sure you sign up today and never miss out on what’s going on, and what we think about it! Subscribe here! I hope you enjoy this edition, and as always, if there is anything you’d like to discuss with me, please contact me: claire.middleton@businessdailygroup.co.uk. Thanks

C la i r e Middl et on Exclu siv In this issu

ely for FM

indus try

Intelli-Par k’s Kulvi r Kang Expla ins why FM Teams are Leaving Serious Value in the Car Park PTSG: Mart yn’s Law is Coming. Is your Building Ready?

Ian Cook e

Driving Culture The Vision and Com plia of the Bri tish Safety nce: Counci Sponsored

leaders Septe mber

2026

CONTENTS

4 | September 2026

Contents 01482 782287

fmdirector@fmbusinessdaily.com

06 16 Driving Culture and Compliance: The Vision of the British Safety Council

With nearly 70 years of history behind it, the British Safety Council has long been a cornerstone of workplace standards. At the helm of its audit, consultancy, and culture change pillars is Ian Cooke, who took on the role roughly ten months ago

Managing Editor Claire Middleton

FM Teams Are Leaving Serious Value in the Car Park We recently spoke to Kulvir Kang, Group Product Director at Intelli-Park, about the perhaps surprisingly fascinating topic of parking

Designer and Production Manager Elizabeth Allen

Navigating Regional Diversity and Workplace Excellence

Managing multi-site facilities management across distinct geographical regions presents a uniquely intricate set of operational hurdles, demanding a fine balance between consistency and adaptability

Partnerships Manager Phil Loades

Production Editor James Jackaman

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2026 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.

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CONTENTS

Driving Culture and Compliance: The Vision of the British Safety Council

Facilities Management: Who Gets 10x and Who Gets 6x

FM Teams Are Leaving Serious Value in the Car Park

Why Traditional Sales Approaches Are No Longer Enough for Complex B2B Buying Decisions

“I had ten minutes to prove I knew my stuff” A woman’s career in work at height training

Martyn’s Law Is Coming. Is Your Building Ready?

How facilities managers can cut roofrelated site visits by up to 60%

September 2026 | 5

24 28 FM Business Daily

The FM Power List

Navigating Regional Diversity and Workplace Excellence

Latest Appointments of Senior FM Professionals

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36 06/10/2026 17:12

6 | September 2026

BRITISH SAFETY COUNCIL

Driving Culture and Compliance:

The Vision of the British Safety Council With nearly 70 years of history behind it, the British Safety Council has long been a cornerstone of workplace standards. At the helm of its audit, consultancy, and culture change pillars is Ian Cooke, who took on the role roughly ten months ago

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BRITISH SAFETY COUNCIL

anaging an all-encompassing portfolio that ranges from standard off-the-shelf audits to bespoke client partnerships, Ian works closely with policy teams to ensure products stay relevant in a fast-moving market. We recently met with Ian to ﬁnd out more about his work and his vision for the future of the Council. “We try to always put the customer ﬁrst,” Ian began. “It’s really important that we recognise health and safety as an enabler for businesses. It enables them to perform and deliver what those organisations are originally set up to do. “Our job is to understand them, understand their organisation, what their purpose is, and then support them in doing that safely in a way that protects the environment and the people that perform that work.”

Moving Beyond the Tick-Box Culture A central challenge for modern facilities and business leaders is shedding the traditional, compliance-driven tick-box mentality. Ian believes that bridging this gap relies on clear, data-led accountability and tangible return on investment. When organisations approach the British Safety Council with a perceived problem, such as chemical safety, investigation often reveals deeper, systemic issues like improper storage or basic housekeeping rather than an outright regulatory failure.

September 2026 | 7

“If you have data originally that told you you’ve got a problem, if you get the right solution, you should see an improvement in that original data set,” says Ian. “And that’s as simple as it can be sometimes. It’s trying to simplify the problem, identify that problem, and then ensure there’s a good metric that an organisation can show in terms of return on investment.”

Tackling Hidden Hazards and Measuring Impact Looking at current initiatives, Ian highlights three major strategic focal points. First is the high-proﬁle Hidden Hazards campaign, which seeks to raise awareness around overlooked workplace risks such as silica, asbestos, and airborne contaminants, with plans to expand into psychosocial and ergonomic factors.

Identify that problem, and then ensure there’s a good metric that an organisation can show in terms of return on investment

By drilling down into the root cause using reliable metrics, leaders can target the right solutions and accurately measure improvement.

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8 | September 2026

BRITISH SAFETY COUNCIL

Second, the consultancy team is embedding rigorous impact metrics into every product, ensuring that post-audit feedback and action closeout rates can be tracked and anonymised for broader public insight. Third, working alongside Strategy and Impact Director Charlotte Walshe, Ian is helping standardise monthly scorecard metrics to better demonstrate the charity’s real-world impact. Complementing these efforts, the British Safety Council’s upcoming annual conference on October 20th and 21st will place hidden hazards front and centre. Featuring keynotes from prominent ﬁgures including Professor Neil Greenberg from the Society for Occupational Medicine, alongside contributions from the British Occupational Hygiene Society (BOHS), the event will look into critical topics like air quality, occupational asthma, silica, and asbestos.

Evolving for the Future of Work Workplaces have evolved dramatically over the years, driven by accelerated digital transformation, shifting operational dynamics, and a more volatile economic climate. While these changes introduce new pressures, particularly around stress and change management, Ian notes that the fundamental core remains the same. “Humans haven’t changed a lot in that time,” Ian says. “Work is often good for people. We know that it helps mentally and physically to create healthy people.

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“I think it’s trying to evolve those messages to keep them relevant in this current situation that we ﬁnd ourselves in.” As the business landscape grows increasingly unpredictable, building resilience across both physical assets and human workforces is paramount. Looking ahead, Ian is eager to position the British Safety Council not just as an elite auditor for world-class, ﬁve-star operations, but as an accessible partner for every organisation. “We want to be known as a trusted partner, no matter where you are in your journey, no matter how prepared you are for future shocks potentially or risks,” Ian concludes. “We want to be there for all organisations.”

It’s really important that we recognise health and safety as an enabler for businesses

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10 | September 2026

HELIGAN GROUP

Facilities Management: Who Gets 10x and Who Gets 6x By Andrew Dickinson, Partner, Corporate Finance at Heligan Group

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HELIGAN GROUP

emand for Facilities Management businesses has been building for years, and the segment is one of the most ﬁercely contested in UK Infrastructure Services M&A. High-quality platforms continue to command strong interest, but intensifying competition between strategic buyers and PE-backed consolidators has reshaped the landscape. Facilities Management is no longer a straightforward seller’s market as negotiating power is increasingly determined by asset quality, with contract strength, operational resilience and technology capability now central to valuation outcomes.

September 2026 | 11

FM remains a f ragmented market, and f ragmentation continues to attract investment

Why infrastructure services buyers like facilities management assets FM businesses are often predictable, recurring, regulated and most importantly, operationally essential. That profile fits perfectly into the private equity playbook. Essential services remain resilient through market cycles, offering the stability and downside protection that investors prioritise. Strategic acquirers and private equity investors have long recognised the value of this model. Consolidators and PE-backed platforms continue to scale FM operations because the model lends itself naturally to operational leverage. Centralised systems, shared back-office functions and standardised processes allow platforms to integrate bolt-on acquisitions efficiently, improve margins and accelerate growth. As platforms scale, they gain greater purchasing power, deeper subcontractor networks and stronger technology capability, improving their competitiveness in tenders. Larger operators are also better positioned to win multi-site and multi-discipline contracts, creating stickier customer relationships and expanding cross-sell opportunities across hard and soft services.

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The result is a flywheel effect - scale supports efficiency, efficiency supports competitiveness, and competitiveness supports further scale. In today’s market, the multiple is no longer paid simply for EBITDA. It is paid for contract architecture, pricing mechanisms and the ability to mobilise and integrate work at scale.

Secondary and tertiary buyouts redefining the landscape There is a strong interest in high-quality FM platforms. At the same time, buyers are increasingly aware that competition for those assets has materially increased. Strategic operators and PEbacked platforms are pursuing the same targets, often with similar investment theses and growth ambitions. FM remains a fragmented market, and fragmentation continues to attract investment. Many regional operators are still sub-scale and sit naturally within buy-and-build strategies rather than as standalone platforms.

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12 | September 2026

HELIGAN GROUP

At the same time, the ﬁrst wave of PE-backed FM platforms has matured. Many are now entering their second or third ownership cycle and returning to market as larger, more sophisticated businesses, with established integration track records, stronger systems and broader service capability. Together, these factors are creating a new class of scaled FM platforms.

It is the clearest indication, yet that scale, contract quality, service breadth and technology capability are becoming increasingly decisive competitive advantages within the sector. More broadly, the deal signals the emergence of a genuine national-scale tier of FM operator and redeﬁnes the upper limit of strategic ambition in the market.

This dynamic is reshaping the competitive landscape. Scaled platforms are now accessible to upper-mid-market investors, while smaller regional businesses are increasingly treated as bolt-on opportunities rather than primary platform assets. 2025 provided clear examples of this shift. OCS, backed by Clayton, Dubilier & Rice, acquired EMCOR to accelerate its scale ambitions, while Beech Tree’s sale of Obsequio Group to Warren Equity Partners marked the transition of a developed platform into its next ownership cycle.

Why does one FM business get 10x and another get 6x?

This dynamic reached an entirely new level in July 2026 when OCS agreed a recommended £3.1 billion cash acquisition of Mitie, representing a near 47% premium to Mitie’s share price and creating a UK-headquartered FM leader with approximately £8.5 billion of combined revenue. While previous M&A activity reﬂected platforms expanding through a steady stream of bolt-on acquisitions, the OCSMitie transaction marks an outright acquisition of a listed market leader by another major platform.

Together, these factors are creating a new class of scaled FM platforms

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Transactions at the top end of the market remain highly competitive, with established platforms continuing to attract premium valuations. For less-established businesses, buyers are becoming far more aware of the risks associated with smaller or less proven platforms. We consistently see these risks concentrate around a few core areas: Revenue risk remains central. High customer concentration, shortdated or easily terminable contracts and limited inflation passthrough all undermine confidence in forward EBITDA and reduce multiple headroom. Scale is a major driver of value. Larger businesses are more established, carry stronger reputations, offer broader services and serve more diverse customers. This creates downside protection, losing a single customer is far less damaging than it is for smaller operators. Operational dependency is another common pressure point. Founder-led businesses with limited second-tier management, ageing workforces or heavy reliance on outsourced labour attract greater scrutiny, particularly where IR35 exposure or TUPE obligations are poorly documented. Finally, execution and integration risk continues to influence valuation. Weak management information, limited contract-level visibility, aggressive add-backs or undifferentiated, price-led operating models erode buyer confidence and shift value into structure rather than headline price.

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HELIGAN GROUP

What will burst in 2026 is the idea that mid-market operators can achieve the same multiples without a defensible business model

This price sharpening at the top-end of assets has also reshaped buyer behaviour. Investors are widening their field of vision, looking beyond traditional FM and into adjacent Infrastructure Services segments where regulated or government-backed funding is being deployed and competitive tension is less fierce. As a result, buyers are increasingly targeting subsectors across the broader Infrastructure Services landscape including Energy, Utilities, Transport and Offshore. These areas benefit from committed, long-term funding that underpins multi-year contract awards and provides the forward revenue visibility that has historically made FM attractive, particularly in segments facing less competition from other consolidators.

Will the FM bubble burst in 2026? Buyer’s market or seller’s market? The answer increasingly depends on an asset’s quality. For well-run FM businesses with clear pricing mechanisms, defensible contracts and operational control, conditions remain favourable. Competitive processes are common, and strategic value, not just scale, continues to attract interest. In effect, FM has split into two markets: premium, contract-rich platforms attracting strong competition, and sub-scale or labour-led operators where valuation is increasingly shaped by structure and risk allocation. For others, the balance has shifted. Buyers are more selective, diligence is deeper, and valuation is increasingly shaped by structure rather than headline multiples. Earn-outs and deferred consideration are now standard tools where risks are identified. FM no longer rewards size alone. Visibility, resilience and contract quality now carry the premium.

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No - but the gap between winners and the rest will widen. The very best FM assets will continue to command premium valuations, because buyers will always pay for businesses with visible contracts, resilient margins and operational discipline. What will burst in 2026 is the idea that mid-market operators can achieve the same multiples without a defensible business model. Our message to owners is simple: flip the risk list on its head. Strengthen contract quality, diversify revenue, harden margins, tighten MI, reduce key-person exposure and build a platform that can be integrated, not rescued. The market isn’t collapsing, it’s maturing. Those that tackle the fundamentals early will be the ones that continue to deliver standout valuations when they come to market in 2026 and beyond.

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16 | September 2026

CAR PARKING

FM Teams Are Leaving Serious Value in the Car Park We recently spoke to Kulvir Kang, Group Product Director at Intelli-Park, about the perhaps surprisingly fascinating topic of parking

“But the shift in dynamics we saw were clear: technology is the future. Having a combined provider, as opposed to trying to use multiple sources of suppliers, is also where the market is shifting.”

Founded in 2023, Intelli-Park brought the established UKPC brand into a new Group structure as the parent company, focused on advanced parking technology and integrated solutions. ”UK Parking Control started very much as a boots-on-the-ground parking enforcement operations,” he said.

Intelli-Park was the vehicle for consolidating that vision. The company, which has its own in-house development team of more than 50 people and builds all of its own parking management technology, expanded into Germany alongside its UK operations, making a globally relevant name a practical necessity as well as a strategic one.

n this interview, Kulvir makes the case for treating parking as a live source of estate intelligence, explaining how automation is transforming day-today operations, and sets out why transparency is the only foundation for a genuine long-term partnership.

CAR PARKING

The ambition, as set by CEO Benedict Cooke, was to become a single, data-enriched platform capable of serving the full range of sectors and requirements, from healthcare and universities to retail and residential.

Three pressures reshaping FM’s approach to parking Kulvir identified three converging trends that are fundamentally changing how FM teams think about parking. The first is financial. “Budget constraints are the number one challenge,” he said. “Three out of four FM leaders have seen their budgets cut. Cost and value for money have become significant purchasing drivers across the sector.” The second is compliance. Building and fire safety regulations have moved from implementation into active enforcement, and FM teams are increasingly required to evidence that compliance with proper audit trails. The third, and perhaps most significant for the long term, is the shift from compliance to experience. “Visitors in healthcare, students in universities, residents in residential estates, and retail shoppers: they are all increasingly judging the estate on how frictionless the experience is from the moment they arrive,” Kulvir said.

September 2026 | 17

“Parking is now a reputational issue for FM teams and beyond. It’s the first and last touch point that drivers experience when they visit a property or estate.” A fourth pressure compounds all three: the consolidation of portfolios. FM teams are increasingly inheriting assets that were never designed to operate as a unified system, making integration with a wider supply chain both essential and genuinely difficult.

Parking is the f irst and last touch point that drivers experience when they visit a property or estate

18 | September 2026

CAR PARKING

“You are trying to put square pegs into round holes,” Kulvir said. His argument is that the answer lies in stopping the treatment of parking as a fixed cost to be managed, and starting to treat it as a live source of estate intelligence that can actively answer budget and compliance questions.

Enforcement as last resort The most direct challenge Kulvir issued to conventional parking thinking is on the question of enforcement itself. “Enforcement should always be the last resort,” he said. “It’s not the offer that a parking management company should be providing.” The model he described instead begins with data: visitor patterns, dwell time, occupancy rates, visitor profiling, and site performance, all consolidated into a single platform rather than spread across a patchwork of separate suppliers. The problem with the current approach, as he framed it, is the operational burden it places on FM teams. “FM teams are currently having to stitch it all together, use their own internal data teams, try and get feeds from all of these suppliers and mine it themselves,” he said. “A PCN supplier, a monthly Excel report, a separate insight vendor, a separate ANPR team: that’s not how it should work.” A unified, data-enriched platform gives FM teams a proper audit trail for access control and compliance, commercially useful insight into dwell time and footfall trends, and the ability to evidence performance to landlords and investors. “Car parks are valuable assets,” Kulvir said. “They need to be managed accordingly.”

Automation that is invisible On smart technology and automation, Kulvir said: “Smart technology and automations should provide a seamless motorist experience. It should feel invisible for everyone doing the right thing. “If you drive into a car park, the automation should be working behind the scenes, mining the data. The data presents insights, trends and patterns that ensure the right decisions can be made.” In practice, that means AI-powered monitoring providing live occupancy and vehicle movement data, camera-based smart enforcement reducing the need for physical patrols, and automated access rights for staff, all without confrontation and without adding to the administrative burden on operational teams.

Car parks are valuable assets. They need to be managed accordingly

Kulvir identified a broader ambition beyond parking-specific automation: closer integration with building management and FM software platforms. “Unless we are plugged into the building management software FM teams are already using, it is not true automation,” he said. “This is where Intelli-Park is moving, especially in the FM space.”

The carbon story parking is not telling On sustainability, Kulvir was candid about the limits of parking’s contribution while making a clear case for its underappreciated role. “Parking alone is not going to be a net zero strategy,” he said. “But parking has a genuine, measurable carbon story that does not get discussed enough in ESG terms.” The most direct contribution is through reducing unnecessary vehicle idling. Drivers circling a busy car park generate meaningful emissions in aggregate, and real-time occupancy data with smart parking controls directing motorists to available spaces represents a quantifiable reduction that is straightforward to evidence in sustainability reporting. The second contribution is in EV infrastructure planning.

CAR PARKING

“Knowing the dwell time of EV vehicles, protecting EV bays and making the right decisions about how many chargers you need and what type: using data to inform those capital decisions is as important as installing the chargers themselves,” Kulvir said. “Getting that wrong can have significant financial impact to both FM teams and the wider business.”

Transparency as the only long-term strategy The final theme Kulvir returned to was transparency, which he described as non-negotiable. Intelli-Park provides customers with an open dashboard covering enforcement data, dwell time, paid parking revenue and occupancy in real time, alongside sector benchmarking that allows partners to understand how their asset is performing relative to comparable sites and regions.

September 2026 | 19

A sustainable, long-term partnership in parking is built on longevity. And the only way to sustain that is transparency

His closing advice to any FM team looking to improve the operational performance of their car park was straightforward: slow down before you decide.

The next development is the ability for customers to plug their own AI tools, directly into Intelli-Park’s dashboard, allowing them to ask questions of the data in whatever format suits their organisation. “We know the world is moving into AI,” Kulvir said.

“Do not rush into that decision,” he said. “If a supplier comes in and leads with what they provide rather than asking what your strategy is, that is the wrong conversation.”

“If you are not transparent, that is short-term thinking. A sustainable, long-term partnership in parking is built on longevity. And the only way to sustain that is transparency.”

“The right partner should absorb your long-term vision and come up with a unique offer for you,” Kulvir said. “Every FM team is different. Every estate is different. The solution should reflect that.”

20 | September 2026

SALES

Why Traditional Sales Approaches Are No Longer Enough for Complex B2B Buying Decisions The way customers buy has changed, so the way we sell to them has to change too, as Huseyin Jones, Chief Revenue Officer, HSS ProService Marketplace explains

have spent most of my career in the building services industry and, traditionally, sales was fairly straight forward.

It used to be all about understanding your products, knowing your customers, building strong relationships and staying competitive on price and service. Now, those things still matter but they are no longer enough on their own The buying process has become much more complex. When I look at the meetings our sales teams are attending today, there are often several people involved, all with different priorities. One person might be focused on cost, another on compliance, another on supply chain resilience and another on the information

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they can get from their supplier, which means our salespeople have to understand much more than the products they are selling. We used to turn up and talk about the products we owned, but now we are talking about the length and breadth of our supply chain and the wider solution we can provide. ESG is also major consideration for many of our customers and can form a part of how suppliers are scored in tenders. Our salespeople therefore need to understand it and be able to explain where we can add value. There is another layer to this when you are trying to introduce digital solutions into an industry that has traditionally operated in a very analogue way.

06/10/2026 17:19

SALES

September 2026 | 21

The expectation is that transacting with us should be easy, although delivering that consistently is not as simple as it sounds

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06/10/2026 17:19

22 | September 2026

SALES

The building services industry is not one single market, and different businesses are at very different stages. A smaller customer might be perfectly happy with the way they have always bought equipment, while a large organisation with more complex procurement requirements may be actively looking for a better, more efficient solution. At HSS ProService Marketplace, we have shifted from a traditional hire model to a digital marketplace. That is a significant change, both for us and for our customers. The challenge for our sales teams is therefore not simply explaining what the technology does but, helping customers understand why changing the way they buy could make their business easier to run. You cannot expect somebody who has worked in the same way for years to suddenly adopt a completely different buying process because you have given them access to a new platform.

It is not simply about getting a customer to pay a particular price for a product. It is about understanding what they are trying to achieve

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They need to understand what is in it for them, how it will work in practice and why it is worth changing something they already know. That is where I think the role of the salesperson is changing. Salespeople are now educators as well as sellers, taking customers on the journey. You have to understand where they are starting from and give them the confidence that the change will deliver something worthwhile. Customer expectations are also being shaped by what people experience outside of work. We all use services where we can see exactly what we have ordered, when it is coming and what we have spent. That creates an expectation in the B2B world as well. Customers want to know that what they ordered will arrive when they need it. They want accurate invoicing and equipment collected when it is no longer required. Increasingly, they also want better information about what they are buying and how they are using it. The expectation is that transacting with us should be easy, although delivering that consistently is not as simple as it sounds. If a customer needs equipment delivered to site within a particular window, collected on a particular day and invoiced correctly, every part of that process needs to work seamlessly. From the customer’s perspective, they should not have to think about all the complexity behind it. For larger customers, the information we can provide is becoming increasingly important too. We have developed a commercial dashboard that gives detailed information about their account, including usage and spend.

06/10/2026 17:19

September 2026 | 23

SALES

That also gives our sales teams a much better understanding of what is happening within an account before they sit down with a customer.

Customers will tell you that service is more important than price, and service is incredibly important, but ultimately price still matters

The point is not to replace the conversation with data, it is to make the conversation better. Instead of asking a customer whether everything is going well, a salesperson can have a much more informed discussion about what the customer is actually doing and where there might be opportunities to improve. I do not think digitalisation makes relationships less important. In fact, I think it makes the role of the salesperson more important because technology can make it easier to transact, but it cannot replace the trust needed to persuade a customer to change how they operate. Relationships will always carry you through difficult periods, particularly when you are introducing a new service or working with a supply chain that is still developing, but a good relationship on its own is not enough. Customers will tell you that service is more important than price, and service is incredibly important, but ultimately price still matters. The real opportunity is to show customers how better service can create value elsewhere in their business.

nal Office: court Street, , D02 H364

We also talk a lot about the true cost of hire. If a piece of equipment should have been on hire for four weeks but remains on site for seven, the rate card does not tell you the true cost. The additional three weeks are the cost of inefficiency. There can also be costs associated with delays, damaged equipment, missed collections and the time people spend managing multiple suppliers. That is the conversation salespeople need to be having. It is not simply about getting a customer to pay a particular price for a product.

Passionate Responsive Expert

It is about understanding what they are trying to achieve and finding ways to make the whole process more efficient. For me, that is where the move from transactional relationships to genuine partnerships comes from. It is not about calling every customer a partner and hoping the label sticks. It is about understanding their business well enough to identify problems they may not have considered and then working with them to solve those problems. The modern salesperson therefore has to be much more commercially aware. They need to understand the customer’s business, their procurement model, their challenges and the pressures they are facing. They need to understand technology and how it can help, while also recognising that not every customer will adopt new technology at the same pace.

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Square feet under FM management

Sustainable by Design

Always Responsive

B Corp certified with sustainability embedded across our business.

A single point of contact 24/7, 365 days a year.

Sustainability Net zero planning, ESG reporting and social value

Compliance Health & safety, fire, legionella, asbestos and audits

HQ & Reg Office 26 Roman Way, Birmingham, B46 1HQ London 1st Floor, 4 Princes Street, London, W1B 2LE Regional Office 20 Harcourt Street, Dublin, D02 H364

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Active sites across the UK

Emails handled every year

47K+

Jobs handled every year

Fit-Outs Refurbishment, works and project management

Hard FM Maintenance, compliance and energy management

www.envirotechfm.co.uk info@envirotechfm.com Customer Service Desk: +44 (0)1675 678 199

06/10/2026 17:19

24 | September 2026

HSS TRAINING

“I had ten minutes to prove I knew my stuff” A woman’s career in work at height training Debbie Forbes, National Training Manager at HSS Training, reflects on changing attitudes towards women in work at height training and explains why an inclusive training environment can help everyone work more safely

hen I first started delivering work at height training, as a woman in a very male environment, I often felt I had about ten minutes to prove that I knew what I was talking about. Delegates would walk into the classroom while I was setting up and ask when the instructor was arriving. Others would tell me it was a strange job for a woman and ask how I had ended up doing it.

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Once the course began and they realised I knew my subject, the atmosphere would change and you could see people think “OK, she knows what she’s talking about,” and things would relax a bit. However, as a woman in a traditionally maledominated industry, I often felt I had to earn that respect before there would be that acceptance that a woman was carrying out the training.

06/10/2026 17:23

HSS TRAINING

September 2026 | 25

Prior to becoming an instructor I worked in the police, but after a while I started thinking about something else I could do. I had done some instructing during my police career and enjoyed this aspect of my job, and so was looking for another role where I could make a difference.

When you have spent years feeling that you must prove yourself, it can take time to recognise that not everyone is questioning your ability. Younger delegates in particular often do not bat an eyelid when they see a female instructor.

It was actually a former colleague who had entered the training industry that suggested I give it a go, and I joined in 2003. I secured a role with HSS Training as an instructor, before progressing to Regional Training Manager and then National Training Manager for the South. Today, I oversee around 47 trainers covering disciplines including work at height, lifting and CITB training, but I still deliver courses myself.

Greater representation is really helping to change wider attitudes. Sometimes it is simply about people seeing a woman operate a scissor lift, build a tower or lead a training session and realising there is no reason why she should not be there and I’m so happy to be a part of that shift in perception.

Getting out and delivering training while managing my team is really important to me. I go out on site, get rained on and work in freezing cold or boiling hot conditions. I experience the same practical challenges as the instructors I manage, which helps me understand what they are dealing with.

Changing attitudes It has been really interesting to see how the industry has changed during my career. Thankfully there are more female instructors, mentors and senior leaders, although there is a long way to go before we are fully represented, women are still very much in the minority.

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When you have spent years feeling that you must prove yourself, it can take time to recognise that not everyone is questioning your ability

06/10/2026 17:23

26 | September 2026

HSS TRAINING

At a PASMA meeting, a woman once approached me and said she was going to become an instructor because of me. I was taken aback. We do not always appreciate the inﬂuence we can have simply by being visible. I now chair the PASMA Training Committee and contribute to the Ladder Association’s training committee. It is encouraging to see more women taking on these positions, but the fact that female appointments can still be described as industry ‘ﬁrsts’ shows there is still further to go.

Creating space for honesty Representation matters, but this isn’t only about women. I believe a good instructor should create an environment in which every delegate can be honest about their ability and confidence. Some people find it difficult to say they are uncomfortable at height, particularly in front of their colleagues. You can often see the concern on someone’s face before they say anything.

It’s important to recognise that giving someone patience and reassurance does not mean lowering the standard

I avoid language that could make them feel weak or embarrassed. Instead, I ask whether they are happy to climb or comfortable using the equipment. However, it’s important to recognise that giving someone patience and reassurance does not mean lowering the standard. If somebody is not safe or competent, they cannot pass. The aim is to help people learn rather than make them feel they must hide their uncertainty. If a delegate feels able to admit they are struggling, the instructor can address it properly. That makes the training more effective and ultimately helps make the workplace safer. Work at height training should never be treated as a boxticking exercise. It is there to reduce the likelihood of somebody injuring themselves or another person. The quality of the training, and the way it is delivered, matters. I have been so fortunate to have some brilliant male mentors throughout my career. They encouraged me, treated me fairly and helped me believe I could progress, and I want women entering the industry today to have that same support. My advice is simple: know your subject, put the work in and reach out to the women already working in the sector. There is a growing network of people willing to help. At 61, being shortlisted for IPAF Training Instructor of the Year is something I am incredibly proud of. Winning would be fantastic, but the nomination itself means a great deal. I do not want recognition because I am a woman. I want it because I am good enough at what I do. That is where I hope the industry is heading: a place where seeing a woman at the front of the training room is no longer noteworthy. She is simply the instructor.

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06/10/2026 17:23

FASET & CSCS:

Setting the Benchmark for Temporary Safety System Competence As the premier body for Temporary Safety Systems, FASET is dedicated to ensuring unparalleled safety standards across the industry. We achieve this through our robust partnership with CSCS, delivering comprehensive training, rigorous assessment, and the issuance of industryrecognised competency cards.

The Future is Digital: Benefits for FASET-Qualified Operators All our qualifications now exclusively issue digital cards, offering a wealth of benefits:

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Stay Updated: Receive timely alerts for expiry dates and crucial safety notifications.

enquiries@faset.org.uk 01948 780652

www.faset.org.uk

20/06/2025 10:23

28 | September 2026

ADVERTORIAL

Martyn’s Law Is Coming. Is Your Building Ready? By Kevin Blyde, Managing Director, BDS Fire & Life Safety, a PTSG Company

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07/10/2026 15:56

ADVERTORIAL

September 2026 | 29

sk a facilities manager what keeps them up at night and fire compliance is probably near the top. But from next April, they need to add another item to the list.

Working across retail, healthcare, education and transport, we keep seeing the same gap. Sites with strong fire compliance often have no equivalent plan for a security incident, no tested lockdown procedure and no clear line of responsibility out of hours.

Under Martyn’s Law, enhanced tier premises that fail to comply face fines of up to £18 million or 5% of worldwide revenue, whichever is greater, and the regulator can issue restriction notices that limit or shut down a venue.

The ﬁre discipline is there but the security discipline hasn’t caught up.

Martyn’s Law, formally the Terrorism (Protection of Premises) Act 2025, asks responsible persons to take reasonable, proportionate steps to reduce the risk of a terrorist attack. It covers retail, hospitality, education, healthcare, entertainment, sports venues, places of worship and large events that meet certain occupancy thresholds. Standard Tier covers premises where 200 to 799 people may reasonably be present, and focuses on evacuation plans, staff training and communication protocols.

Martyn’s Law asks responsible persons to take reasonable, proportionate steps to reduce the risk of a terrorist attack

Enhanced Tier applies to 800 or more, and adds formal risk assessments, documented security plans and access control, along with the steeper penalties.

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07/10/2026 15:56

30 | September 2026

P p

ADVERTORIAL

Y y

Build On What You Already Have That gap is also the opportunity. If you run regular fire risk assessments, compartmentation surveys and a planned maintenance programme, you already have much of the foundation Martyn’s Law requires. Treat it as an extension of that framework, not a separate project and you can save time and avoid conflicting procedures.

Start With These Steps

Y w m

Sites with strong fire compliance often have no equivalent plan for a security incident

Confirm whether your premises fall within scope, and which tier applies Carry out a terrorism risk assessment covering entry points, crowd areas and existing security measures Review and test procedures for evacuation, lockdown and incident communication Refresh staff training on recognising suspicious behaviour and responding appropriately Document every assessment and review, building a clear audit trail

BDS Fire & Life Safety, part of PTSG’s Fire Solutions Division, helps responsible persons align terrorism preparedness with existing fire safety arrangements, so facilities teams get one joined up approach rather than two competing sets of paperwork.

Don’t Wait For Enforcement The organisations that will find the April 2027 deadline straightforward are the ones planning now, not the ones scrambling once the SIA starts inspecting.

To download a free Martyn’s Law compliance checklist for facilities managers visit the PTSG website: www.ptsg.co.uk or click here.

A phased approach built on existing fire safety discipline is far cheaper than retrofitting everything at the last minute, or facing an £18 million lesson in why you should have started sooner.

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07/10/2026 15:56

PTS

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ADVERTORIAL

September 2026 | 31

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19/06/2026 15:56 11:25 07/10/2026

32 | September 2026

ADVERTORIAL

How facilities managers can cut roof-related site visits by up to 60% New Total Roof Compliance solution brings multiple specialist services together under one coordinated programme

ix contractors. Six visits. Six reports. One roof. For many facilities managers, that’s the reality of keeping a single roof compliant. Lightning protection is tested by one specialist. Gutters are cleared by another.

PTSG believes there’s a better way.

Fall protection systems, roof access equipment, solar panels, glazing inspections and drainage maintenance are often delivered by different contractors, each requiring separate site visits, inductions, reports and administration.

By combining specialist expertise from across its Electrical Services, Access & Safety and Building Access Specialists divisions, the new service can reduce roof-related site visits by up to 60%, helping customers save time, reduce disruption and simplify compliance.

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The Group has launched Total Roof Compliance, bringing every aspect of roof safety, maintenance and statutory compliance together under one coordinated programme.

07/10/2026 15:56

September 2026 | 33

ADVERTORIAL

Rather than coordinating multiple contractors, facilities managers benefit from one programme of works, one point of contact and one consolidated compliance report

The service has been designed for facilities managers, estates teams and property professionals responsible for keeping buildings safe, compliant and operational, particularly those managing large or multi-site portfolios where repeated roof access can significantly increase costs, administration and operational disruption.

Key beneﬁts include: Up to 60% fewer roof-related site visits through coordinated service delivery One contractor managing the entire roof asset One programme, one point of contact and one consolidated compliance report Less administration through fewer suppliers, purchase orders and invoices

Delivered through NSS, a PTSG company, Total Roof Compliance combines roof and drone surveys, gutter and siphonic drainage maintenance, mansafe and handrail inspection, overhead glazing inspection and roof lifecycle planning with lightning protection testing, inspection and maintenance, alongside solar panel inspection, testing and cleaning. Rather than coordinating multiple contractors, facilities managers benefit from one programme of works, one point of contact and one consolidated compliance report, providing a clearer picture of the condition of the entire roof asset.

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Reduced disruption for building occupants and day-to-day operations Improved visibility of roof condition to support long-term asset planning Reduced health and safety risk through fewer working-atheight activities Greater confidence that statutory inspections and compliance obligations remain up to date Phil Seaton, Managing Director of NSS, said: “Roofs only become visible when something goes wrong.

07/10/2026 15:56

34 | September 2026

“By then, facilities managers are often trying to coordinate multiple contractors, multiple reports and multiple compliance requirements just to bring one asset back into compliance. “Total Roof Compliance changes that. By bringing together specialist expertise from across the PTSG family – from lightning protection and solar to roof access, drainage and fall protection – we’re able to manage the entire roof as one connected asset under a single programme of works with one point of accountability. “It means fewer visits, lower costs, less administration and greater confidence that every aspect of roof compliance is being managed together.”

ADVERTORIAL

The launch represents one of PTSG’s most integrated customer solutions to date, bringing together specialist capabilities from multiple divisions to solve a single customer challenge. Instead of managing roof compliance through separate contractors and disconnected programmes, customers can now take a joinedup approach that reduces complexity while improving visibility, accountability and operational efficiency. Total Roof Compliance is available now across the UK for single buildings and multi-site property portfolios. For more information, visit www.ptsg.co.uk or contact the PTSG team

By bringing together specialist expertise from across the PTSG family, we’re able to manage the entire roof as one connected asset under a single programme of works with one point of accountability

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07/10/2026 15:57

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36 | September 2026

FM POWER LIST

FM Business Daily

The FM Power List: The Talent Keeps Coming

he Facilities Management sector is built on people. The ones who show up, make decisions and drive things forward: often without the recognition they deserve.

The FM Power List exists to change that. Created by FM Business Daily, the FM Power List is a definitive showcase of the men and women setting the pace across the UK’s facilities management sector. Not a directory. Not a marketing exercise. A carefully curated record of influence, built around the people who are genuinely shaping the future of this industry. As we feature our fifth selection of Power List profiles in FM Director, the range on show this month is wider than ever: alongside familiar names from across the sector, we welcome new faces from commercial cleaning and communications and safety technology, among others, each bringing a different perspective on where FM is heading. From boardroom strategists to operational innovators, every profile tells a different story. But the common thread remains the same: these are individuals who lead, inspire and set the standard others follow. We are proud to continue shining a spotlight on them. Simon Taylor, Executive Director, FM Business Daily

Want to be featured on the FM Power List? Visit fmpowerlist.co.uk to secure your place among the industry’s most influential leaders. FM Business Daily

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06/10/2026 17:35

FM POWER LIST

September 2026 | 37

Managing Director

Ashley Davies Ashley Davies is the founder and Managing Director of Always Responsive, a Welsh facilities management business providing commercial cleaning, security and M&E services across Wales and the South West. Key Services:

Cleaning, Security, M&E, Washroom Services, Pest Control, Janitorial Supplies, Specialist Cleaning

Business Development Manager

Phil Wynne Phil Wynne is Business Development Manager at Apex Radio Systems, working closely with facilities management providers and organisations across the UK to improve frontline communication, workforce safety and operational resilience. With a strong understanding of the challenges faced by modern FM teams, Phil helps organisations identify and implement communication and safety technology that supports employees across complex, multi-site and customer-facing environments. Key Services:

Two-way radio communication systems – sales, hire and maintenance, Bodyworn camera solutions, Cellular/LTE and traditional radio communication, Nationwide radio system design, installation and support, Managed communication solutions for Facilities Management teams.

Managing Director - Business Moves Group (BMG)

Rachel Houghton Rachel Houghton is Managing Director of Business Moves Group (BMG), bringing more than 25 years of experience within the relocation and estate management sector. Having joined the business in 1998 and progressed through a range of operational, commercial, and leadership roles, she has played a central role in shaping BMG into one of the UK’s leading commercial relocation specialists. Key Services:

Workplace Solutions, Storage Solutions

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06/10/2026 17:35

38 | September 2026

FM POWER LIST

Managing Director - Keynetics

Stuart Wheeler Stuart is the Managing Director of Keynetics, with over twenty years’ experience in the Facilities Management and Security sectors. Throughout his career, he has delivered projects across Europe, the Middle East, and North America, with a particular focus on access control and secure key management solutions over the past decade. Key Services: Access Control, Keyholding Solutions, Software

Chair - SSIP

Eleanor Eaton Eleanor Eaton is a highly regarded and influential leader within the health, safety and compliance sector, recognised for both her strategic vision and her unwavering commitment to raising industry standards. As Managing Director of CQMS, she has built a business defined by quality, integrity and a clear focus on delivering robust compliance solutions to organisations across the UK. Key Services: Health, Safety and Compliance, Procurement, Training Services

Group Managing Director - YorPower

Stephen Peal Stephen Peal is Group Managing Director of YorPower, a leading authority in back-up power solutions across the UK. Under his leadership, the business has strengthened its position as a trusted partner for critical power infrastructure; delivering generator and UPS solutions with precision, reliability, and technical excellence. Key Services: FM Outsourcing & Tender Strategy · Mobilisation & TUPE Transfers · CAFM & Workplace Technology · Interim FM Leadership

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06/10/2026 17:35

FM POWER LIST

September 2026 | 39

Business Development Consultant - Thorn Baker

Laura Ball Laura Ball is a Business Development Consultant at Thorn Baker, specialising in building and growing client relationships within the staffing and recruitment sector. With a strong background in sales, negotiation, and sourcing, she supports businesses in securing the right talent while driving sustainable growth across key accounts. Key Services:

Recruitment

Managing Director - Foremost

Darryl Penson Darryl Penson is Managing Director of Foremost, a leading supply partner supporting some of the UK’s fastest-growing and most sustainability-focused cleaning companies. With a strong focus on innovation, service, and operational support, he works closely with cleaning and facilities management businesses to help them enhance performance, improve client satisfaction, and drive long-term growth.. Key Services:

Cleaning, Maintenance

FM & Services Director

Samantha Young Samantha Young is FM & Services Director at Sodexo, bringing more than 20 years of experience in facilities management and a proven track record of delivering integrated FM solutions for leading global organisations. Throughout her career, she has specialised in creating high-performing, customer-focused service models that support both operational excellence and long-term business objectives. Key Services: Food, Facilities Management services

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06/10/2026 17:36

40 | September 2026

INTERVIEW

Navigating Regional Diversity and Workplace Excellence Managing multi-site facilities management across distinct geographical regions presents a uniquely intricate set of operational hurdles, demanding a fine balance between consistency and adaptability

n a recent interview, Claire Middleton sat down with Lynne Van Loggerenberg, who oversees everything north of London, and Stefana Ivan, who manages the dynamic London region for WORKPLACE. Together, they discussed regional challenges, the strategic deployment of smart technology, embedded sustainability, remarkable employee retention figures, and the collaborative culture that drives their success.

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Managing Diverse Regions: From Northern Motorways to the Capital While Lynne faces the logistical challenge of vast travel distances across the North, relying heavily on meticulous Google Maps planning and weekly contract manager catch-ups, Stefana deals with a high-speed, seven-day-a-week operational environment in London. As Lynne notes, her biggest hurdle is simply “the amount of travel and the amount of travel between the clients,” requiring careful scheduling to avoid getting stuck on the motorway.

06/10/2026 17:43

September 2026 | 41

INTERVIEW

Far left: Stefana Ivan. Left: Lynne Van Loggerenberg

Meanwhile, Stefana’s patch features a large concentration of high-end residential developments where daily resident interaction makes exceptional presentation, customer service skills, and attention to detail non-negotiable. Despite these operational differences, both leaders maintain consistent service standards through robust collaboration and open communication. Whether a client operates a northern educational facility or a central London corporate office, the service delivery remains seamlessly aligned through “a very strong collaborative approach on what we do. It’s just in different regions,” as Lynne explains.

Smart Technology and Tailored Client Portals

Although initial adoption faced hurdles due to language barriers and technical literacy among older workers, managers bridge the digital divide with face-to-face training. As Lynne points out, “We don’t want them to lose out on the experience, on the training, just because they might be technically challenged.”

We are listened to, we are heard, and we feel like we have a voice

WORKPLACE leverages two core digital portals to streamline operations: a colleague portal and a client portal. The Colleague Portal Designed for everyday staff engagement, this portal hosts the Learning Management System (LMS), holiday booking functions, and direct employee assistance channels.

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42 | September 2026

INTERVIEW

The Client Portal Highly customisable rather than adopting an off-the-shelf approach, this tool proves exceptionally valuable for regulated sectors. Educational facilities preparing for Ofsted inspections and medical clients managing unannounced Care Quality Commission (CQC) visits have instant digital access to comprehensive audits and risk assessments. Lynne highlights that medical clients find it “so easy to open the portal and everything is there,” allowing them to instantly evidence compliance.

Sustainability as a Culture, Not a Box-Ticking Exercise As a certified B Corp, sustainability is deeply ingrained in WORKPLACE’s daily operations rather than treated as a separate initiative. Lynne focuses on eco-friendly products and strategic travel planning, such as taking the train and mapping efficient routes between northern cities. Stefana adds a vital perspective, explaining that sustainability “is not about ticking a box. It’s about creating long-lasting value and the first part of every decision that we are taking on a day-to-day basis rather than adhering to it.”

We are creating an environment where the staff feel valued, they feel supported, and listened to

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People at the Heart: 94% Retention and Internal Growth Finding and keeping top-tier talent remains notoriously difficult across the facilities management industry, yet WORKPLACE boasts an impressive 94% staff retention rate. Lynne attributes this phenomenal achievement to creating an inclusive, supportive environment: “We are creating an environment where the staff feel valued, they feel supported, and listened to.” Furthermore, the company champions internal mobility. Stefana explains that they “always try to promote from within,” citing two recent promotions of contract managers to senior roles, one from each of their respective regions, as living proof that “there is a chance to grow within the company.”

High-Pressure Problem Solving and Mutual Support Multi-site FM frequently demands rapid pivoting. Lynne recalled a stressful afternoon when a leaking toilet threatened an eye hospital’s operating theatres ahead of the next day’s schedule. Through rapid mobilisation, trusted subcontractor partnerships, and round-theclock decontamination cleaning, the team pulled it off: “They were able to open the following day without doing anything.” Similarly, Stefana shared how her team successfully managed the sudden early completion of a major ofﬁce refurbishment phase in London. Behind these high-pressure successes lies a strong cross-regional partnership. Lynne relies on Stefana as the company’s ‘health and safety guru’, while Stefana leans on Lynne for her deep expertise in healthcare compliance.

A Culture That Stems from the Top Concluding the conversation, Lynne highlighted that WORKPLACE’s inclusive culture starts at the executive level. Unlike corporate environments where leadership remains distant, WORKPLACE executives are deeply accessible and always approachable. Lynne explains: “We are listened to, we are heard, and we feel like we have a voice.”

06/10/2026 17:43

FM Business Daily

7am

The definitive FM industry newsletter Monday Hard services and construction focus Wednesday Soft services focus Friday A combo of the week’s biggest stories, video interviews and exclusive features from across the FM industry Subscribe here

44 | September 2026

MOVERS + SHAKERS

Latest Appointments of Senior FM Professionals

HS Property Services (NHSPS) has announced that Chief Executive Officer Martin Steele will be leaving the organisation at the end of March 2027, following nine years with the business. During his tenure, first as Chief Operating Officer and subsequently as CEO, Martin Steele has overseen a significant period of transformation for NHSPS, helping establish the organisation as a leading estates partner to the NHS and strengthening its role in supporting healthcare delivery across England. Since joining NHSPS, Martin has played a key role in helping the organisation address the challenges associated with bringing together a complex estate of approximately 3,000 properties inherited from 161 Primary Care Trusts. Under his leadership, NHSPS has strengthened estate compliance and governance, improved operational performance, enhanced customer focus and developed a clearer strategic direction. The announcement comes as NHSPS enters a new phase of closer customer relationships and increased delivery of expertise, with growing recognition from the Department of Health and Social Care (DHSC) and NHS England (NHSE) of the contribution it can make to wider NHS estate transformation and delivery of the NHS 10 Year Health Plan. This includes the delivery of 11 Neighbourhood Health Centres as part of wave one of the programme.

xcellerate Services UK & Ireland, a leading soft facilities management provider delivering cleaning and related services across the UK and Ireland, has announced a series of senior promotions and leadership changes.

Richard Bench takes over as Account Director for the WeWork account.

Together, these changes deepen the business’ sector expertise and strengthen its client experience capability, to support its continued growth.

Mark Carter has been promoted into the new Executive Services Director role, Sam Fletcher has been promoted into the new Corporate Services Director role, and Mike Royle has been promoted into the new

Kenny Tranquille moves into a newly created Chief Experience Officer (CXO) role, having previously led the WeWork account. In this new role, Kenny will oversee the introduction of a Client Experience Director (CXD) position, created to strengthen relationship management and service delivery across the business’ top accounts.

Industrial Services Director role, strengthening the sector specialism the business offers to clients. Justin Mazoue has been promoted to Southern Operations Director and John McFetrich has been promoted to Northern Operations Director, reinforcing operational leadership across the UK and Ireland.

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MOVERS + SHAKERS

September 2026 | 45

ermasteelisa Group, the leading international façade specialist, has appointed Seb Fossey as its new Group CEO to lead the organisation into its next phase of development and growth. Seb, whose most recent role was as Managing Director of specialist engineering contractor, McGee, has over 26 years’ experience working as a senior construction and engineering leader. He has extensive experience of delivering technically complex major projects both in the UK and internationally. Before joining McGee in 2017, he spent more than 15 years at Laing O’Rourke, progressing from major-project delivery roles to becoming Technical Leader for its UK construction business. He joined McGee as Operations Director and was appointed Group Managing Director in 2019, taking responsibility for the company’s strategy, operations and client delivery. During his leadership of McGee, Seb oversaw the company’s transformation from a demolition and groundwork subcontractor into a specialist engineering contractor offering integrated demolition, piling, civil engineering and structural services. His experience combines technical and operational leadership, business transformation and the safe and successful delivery of complex projects. He has a strong focus on strategic leadership, building collaborative client relationships, delivery certainty and the construction industry’s response to the carbon agenda.

Peter Bacon, Permasteelisa Group’s Executive Chairman, comments: “We are delighted to have appointed Seb as our new Group CEO. He will lead our team of regional CEOs in Europe, the US, Asia Pacific and the Middle East as they continue to drive real success across their operating regions.

ross Rental Ser vices has announced a planned leadership transition that sees UK MD Matt Parker stepping into the CEO role, alongside the appointment of a new Chief Financial Officer, as the business enters its next phase of growth. The leadership changes took effect on 28 August 2026 and are designed to support the continued development of the Group across the UK and Ireland. After almost 7 years as CEO, Graeme Nesbitt will move into the role of Board Director & Strategic Advisor, remaining actively involved in developing the Group’s strategic development, key relationships and future growth. The transition is part of a succession planning process agreed with the Board and investors and has been in development since Parker joined the Group in 2024 as UK Managing Director. During Parker’s time at Cross Rental Services, he has led the UK business as Managing Director, playing a key role in the business’ growth and development. He has continued to strengthen its market position, investing in equipment, people and infrastructure, and expanding its capabilities across a wide range of sectors.

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The outcome has been double-digit year-on-year revenue growth in 2026 YTD, which gives credence to further planned investments to support our strategic growth initiatives.

06/10/2026 17:44

46 | September 2026

MOVERS + SHAKERS

wo PTSG colleagues are among the women being recognised for their impact on the fire safet y industry at the Women in Fire Safety Awards 2026.

Samantha Wootten, Divisional Bids and Mobilisation Manager at Trinity Fire & Security, is shortlisted for the Rising Star Award while Tracy Gregory, General Manager of PTSG’s Fire Consultancy, is a finalist for Woman of the Year. Both were nominated by colleagues. And both have made their mark in very different ways. In under four years, Samantha has progressed through several roles and now supports six businesses across PTSG Fire Solutions. She has helped secure and mobilise major contracts, while bringing bid, commercial and operational teams together to work more collaboratively. Tracy brings 34 years of fire safety experience to PTSG. She recently led the development and national launch of the Group’s independent fire risk assessment service, building a specialist assessor team and creating a robust, evidence-led approach for customers. That work has earned a second piece of national recognition, with PTSG also shortlisted for Risk Assessment Initiative of the Year at the IOSH Awards 2026.

Congratulations to Samantha and Tracy on this well-deserved recognition. The Women in Fire Safety Awards take place on Thursday 15 October 2026 at the Mercure London Earl’s Court Hotel.

remier Technical Services Group Ltd (PTSG) has appointed David Newcombe as Director of Lean Transformation as the specialist compliance group continues to invest in the operational infrastructure required to support its growth.

Newcombe, who will report to Alison Chard, PTSG’s Chief Performance Officer, brings more than 30 years’ experience in operational excellence and business transformation across the aviation, automotive and biologics sectors. A certified Lean Six Sigma Master Black Belt, he was most recently Head of Operational Excellence, Strategic Projects and PMO at Lonza Biologics. Earlier in his career, he held a series of senior positions at Heathrow Airport, including Head of Continuous Improvement, where he developed improvement programmes across one of the UK’s most complex operational environments and established the airport’s first continuous improvement network.

eartree C leaning Ser vices, the commercial cleaning specialist, has appointed Andy Gook as Business Development Manager as the company looks to accelerate its growth across Scotland. Edinburgh-based Gook brings more than 20 years’ experience selling soft services, including eight years within the commercial cleaning sector.

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His appointment forms part of Peartree’s wider growth strategy and will see him focus primarily on securing new business across Scotland while also developing opportunities with existing customers and supporting growth across the north of England. A key priority will be developing Peartree’s presence within Scotland’s commercial property market, with a particular focus on professional workplaces and organisations looking for high-quality cleaning services that support their wider ESG, workplace and budgetary objectives.

06/10/2026 17:44