FM Director April 2024

In this issue:

Alistair Scott

Ex-service skills prove essential to successful FM career

Lynne English

How to make the office a magnet for employees

Anthony Atkinson

Early promise leads to career growth

Exclusively for FM industry leaders

Stephen Peal Delivering

Sponsored by

Value of net zero spreads throughout FM

Regardless of which area of FM our readers are active within, the topic of net zero will be a familiar subject of consideration and increasingly included within contractual obligations

Numerous service providers have additionally confirmed that they now attach increasing value to net zero, as the reduction of carbon emissions and mapping out their journey towards this is a primary concern for many clients.

Despite the cynicism of some, including Baron Redesdale, member of the House of Lords - who stated at a conference in central London last year: “Net zero won’t happen. The government has no new legislation coming and none planned” - there are expanding numbers of reports showing the high levels of FM industry activities in this area.

Although the lack of government support has been a disappointment to those tasked with achieving the legally binding net zero carbon emissions by 2050 target, it is hardly surprising given the UK’s previous record and the more recent upheavals within the political system.

However, this means the growing number of achievements by FM clients and service providers deserve even higher recognition, in my opinion, as these are being delivered through the application of dedicated skills, knowledge, goodwill and an overriding conviction that their efforts play a vital role in reducing the impact of society’s activities on our environment.

Having published a regular series of case studies on facilities around the UK within each issue of FM Director, it is notable that the net zero topic has been included as an increasingly central theme, with this issue providing further examples that include the Wood Wharf facility, through the efforts of NHS Property Services, and the exemplary partnership efforts of Mira Tech Park and Pareto FM in particular.

These examples prove, once again, the considerable value delivered by the FM industry on a daily basis, with the potential for many more achievements to be included and especially within genuine and honest relationships between clients and service providers, such as that between Mira Tech Park and Pareto FM.

There is always a bigger picture to appreciate in all areas of FM and the net zero subject is another excellent illustration of this, as those developing genuine partnerships to reduce their carbon emissions are discovering.

If the UK is to achieve net zero it will need to include all areas of society from commercial, industrial and domestic to construction, infrastructure and energy supplies, and the FM industry is continuing to show itself as a leading light in many of these areas, with the added potential to increase its influence in the years ahead.

Dennis

fmdirector@fmbusinessdaily.com

Inspirational leadership creates positive workplace culture

Stephen Peal is enjoying the challenges and successes within his business as colleagues respond positively to support and increased interaction

The Hybrid Hustle: How FM can make the office a magnet for employees

Lynne English, operations director in Q3’s IFM division, who shares her thoughts on how we have collaborated with clients to help their staff re-engage with the workplace, in the hybrid working erainteraction

Partnership working key to delivering company growth

Mark Savage describes the process of establishing a reliable operation for the renovation of facilities that includes all the major disciplines required

Managing Editor

Dennis Flower

Published by FM Business Daily, Linacre House, Dark Lane, Braunston NN11 7HU © 2024 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. 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 and all other content is published in good faith.

Chris Cassidy Production Editor

James Jackaman Managing Director

Cheryl Ellerington

Inspirational leadership creates positive workplace culture

Plan for the worst, hope for the best

Industry event enjoys growth and rising industry recognition

Retail footfall shows signs of stabilising as early Easter break provides a modest rise from February

The benefits of mutual recognition

Rising to prominence through dedicated and considerate effort

Urgent need to drive the carbon reduction agenda forward

Army career provides high level FM value

Growth of EV market sparks more interest in charging infrastructure for PTSG

Health centre operational success celebrated

Racing ahead with long-term partnership values

Breakthrough development for carbon capture leads to commercial venture

The Hybrid Hustle: How FM can make the office a magnet for employees

Partnership working key to delivering company growth

Latest appointments of senior FM professionals

How have this year’s economic developments affected sustainable FM business practices?

Navigating the Future of UK FM: pricing, market dynamics, and emerging trends

Inspirational leadership creates positive workplace culture

Stephen Peal is enjoying the challenges and successes within his business as colleagues respond positively to support and increased interaction

With the FM industry widely accepted as being centred on the people it employs, it is notable that the companies that place their staff at the centre of all considerations are enjoying the highest levels of success.

Strong and effective leadership is a central aspect of this, ensuring that a people first culture is established and maintained, with YorPower group managing director Stephen Peal providing one of the best examples of this. Speaking exclusively to FM Director, he explains how his managerial approach has supported his colleagues, major changes within the business and its continued growth.

“Whenever I promote the brand of the company, I talk about people much more than UPSs and generators or any anything else. I absolutely believe that our true product is our people and their knowledge and expertise,” he begins.

This is the reason that YorPower invests more in the training and development of its staff than it does in its products, which is credited with delivering the continuing growth of the business. He cites examples of global organisations that follow this principle, summed up with one memorable quotation: “Treat people as if they make a difference and they will.”

“A lot of companies talk about people being their greatest asset, but I think the key question is ‘what are you doing about it?’. Others state that the customer is always right, but if you look after your people correctly, they’ll look after all your clients, which might include letting customers know if they’ve got something wrong, because we all know no one is perfect,” he says.

This includes supporting staff through changes in the company, with the recent developments within YorPower providing a highly relevant example. “No one likes change, which can be a problem for us as I’m always changing things,” he states with typical good humour.

Celebrating the YorPower journey

A generator will not work perfectly every time without a comprehensive maintenance package in place. Neither do people

“But when we made all the changes to our company, we made sure that everyone knew what was happening. We made sure that they all understood that it was us that was moving things forward, which made it much less scary.”

Having informed, discussed and implemented the company’s new name and group set-up, Mr Peal states the importance of allowing staff to ask questions and provide opinion. “When we have meetings now, I’ll ask everyone for their thoughts and we’ve seen how they’re much more comfortable to tell me when I’m wrong.”

He says this approach has been a key element in getting staff buy-in for making the business more process-driven, which includes de-skilling certain elements to make them easier to deliver. When this happens, it is important to reassure individuals that they will not be made redundant as a result.

“I let everyone know that these changes may mean that their role could change and develop, but we’ll still need them for who they are. It’s all about getting everyone to trust us and engage them in moving the business forward,” he says.

Formed in 1956 (due to acquisitions), the YorPower management team and board have been in place for over twelve years. The company has established an international operation with dealers located on all the major continents.

The YorPower generator is a UK manufactured Perkins engine with a DeepSea controller and Leroy Somer alternator. The company’s projects cover the world and range from, countries across Asia and Africa, as well as throughout the UK and Europe.

YorPower provides full-service cover throughout the UK 24/7 365 days a year and warranty support as a Cummins dealer but also supporting all well-known brands including Perkins, MTU, CAT, etc.

The company can deliver all aspects of any project in the UK, from initial design through to generator specification, logistics planning, on-site installation, commissioning and testing of electrical and mechanical equipment through to subsequent warranty support, maintenance, and aftercare.

YorPower has five divisions:

He emphasises the importance of trust and faith from all stakeholders within any business to increase levels of collaboration and engagement with staff members. This should include giving them the confidence to make the best decisions, as well as conducting open and honest conversations when things do not go as expected.

“We should also allow everyone to make mistakes, because that’s the best way to learn and develop as a person. We’ve established the three core values of respect & integrity, constant improvements and profit & prosperity to help everyone to feel comfortable in their role and within the business in general.

We should also allow everyone to make mistakes, because that’s the best way to learn and develop as a person

“Everyone wants to do well in their jobs, but it’s also possible to get distracted by the day-to-day things in life, so you need that trust and openness in allowing us to guide them in the right direction. But that’s also allowed us to support our staff much better, understand their strengths and weaknesses and actually give them better roles, which suits them and the company benefits, too,” Mr Peal continues.

“And we need to make money, of course, hence our third value of profit and prosperity. We’ve also set up monthly one-to-one meetings with staff members and their line managers and, as well as reminding everyone of the company values, they help to look at people’s relationships with other staff members, managers and clients, while helping everyone to feel valued and engaged.”

Leading by example

Having trained as a mental health first aider three years ago, Mr Peal is now ensuring that all the group’s managers are following his example to allow them to support staff members requiring assistance within their monthly personal meetings.

He states the importance of gaining understanding about each person’s circumstances before making judgements or decisions that may not be the best.

“I even had someone come to me the other day and say, ‘I’ve got a really stupid idea but I’d like to discuss it with you’. I thought that was really good and shows the level of trust we’ve established if someone is happy to make that statement before we’ve even sat down.”

It’s a lot about self-belief and being the person you want to be – and if you’re not happy with who you are then you should do something about it

With the numbers of honest conversations with staff members continuing to increase, Mr Peal explains how this is helping him to understand more about everyone’s needs and then make better decisions in the running of the business. He credits his leadership skills among those gained from his time in the armed services, adding further support for comments about the many benefits of employing veterans within the FM sector.

“I really believe that the British Army is the best team on the planet. I don’t manage people like my sergeant major did in the army, but it has helped me to understand how important it is to know exactly what to do and when to do it,” he says. Since leaving the army, Mr Peal has found that the many skills learned have easily transferred to assist his FM career and believes this is the same for many veterans.

“I’m also aware that I’m often quite passionate when putting ideas forward and that I can sell the idea to people before they’ve had chance to express an opinion. It’s all very well saying you want everyone to be able to express themselves, but you need to give them time to do that.”

He additionally recognises his own fear of “looking stupid in front of everyone” and describes the task of allowing everyone to provide their opinion as “a muscle you need to exercise”. While sometimes a situation may require strong leadership to guide everyone through it, at other times it is also good for senior directors to show human qualities and vulnerability.

“I’ve never had any training to be a managing director, but I believe I’m doing OK and if I didn’t believe that, I shouldn’t be here. It’s a lot about self-belief and being the person you want to be – and if you’re not happy with who you are then you should do something about it,” he says.

Mr Peal’s passion for supporting his staff also includes sending messages to employees on their birthdays, which he describes as “not a hard thing to do” but is further evidence that he genuinely cares about people. While recognising that recognition for company culture takes time for everyone in the business, he also accepts that remote workers will take longer to appreciate this.

The approach of his 50th birthday is providing encouragement to look back over his career and early life, while remembering how he thought about which direction he would follow. “I’d like to go back and have a chat with the younger me to let him know that you’ll go through a few tough moments, but you’ll be alright when you’re 50,” he states.

“That level of reflection has also helped me to realise that I’m actually selfish because I care about people. It’s a choice I make because it makes me happy, you are what you focus on, and I don’t want to be angry or put anyone down.

“I’ve got a great sign in my house: ‘I am because we are’. It’s a really simple statement and you can take in a number of ways, but it’s also great for the company, as well as on a personal level,” he says.

This leads our conversation to the changing of the perception of colleagues around pay levels, following the process established with the company’s engineers, who are graded according to their qualifications. Mr Peal states that instead of engineers asking for more money, they understand that their pay will increase with the gaining of more skills, so now discuss options for training courses.

The company is currently focusing on extending this process to all roles within the group, which includes mapping all the requirements of each person’s job, along with the skills this requires, and also providing potential routes to follow with further training and development.

“We’re not there yet and it will take some time to complete, but I really believe this will help everyone to feel more engaged and supported. And that includes the sales team, of course, because if you really believe in what you’re selling, you’ll always do a much better job and we want to give our people the confidence to be the best at what they do,” he states.

The need to invest in staff members is explained by another simple quote: “What if we train them and they leave?”. This is answered by an equally straightforward query: “What if we don’t and they stay?”.

This is balanced by the statement that it is essential to establish a fair system that supports and encourages the best professional behaviours, which may include clear instruction and even disciplinary measures. “It’s important that everyone understands that while the company will provide a lot of support, we’re not just going to be a walkover and there’s got to be a balance and structure.

“This may include letting someone go if things aren’t working and I would also say I’ve conducted more disciplinary procedures since we started this process, but we’ve seen how these can help people to understand what they’re not doing right and actually be much happier as a result.”

This last point is especially relevant in emphasising that although the group’s staff receive high levels of support, this has to be delivered on the basis that all outcomes need to work for both the individual and the business as a whole. “Although I genuinely care about people, you sometimes have to stop and consider if what’s happening is also good for the business,” he says.

“We can usually find something that works for everyone and the company and that’s often a result of sweating the small stuff, because every major thing you do is always a culmination of lots of little things,” Mr Peal concludes.

Plan for the worst, hope for the best

Unexpected occurrences have proved to be the downfall of countless events throughout history but can also provide thoroughly-deserved recognition for the sterling efforts of FMs and their teams

Further evidence of the wide-ranging job roles for FMs and estates managers is provided by the need to plan and prepare for anything that may result in disrupting the business operations of their companies.

Every FM will be acutely aware of the legal requirement of completing risk assessments for any potential activities that may result in injuries to their colleagues, facilities users or supply chain members. These can also help to identify potential areas where further preparations are needed, but the task of disaster management goes well beyond the risk assessment boundaries.

Although these disruptive events can be difficult to predict, assistance can be provided by studying news announcements, weather patterns and historical developments to gauge the likelihood of disruptive events occurring that may affect the facility or estate in question. While it is somewhat understandable that complacency can set in when nothing has severely impacted the day-to-day business or general activities for several years, this does not mean that plans to deal with adverse occurrences should not be prepared.

One of the issues experienced when deciding on which developments to plan for is the sheer scale of possibilities that may occur, ranging from flooding and fire to terrorist attacks and acts of God. Although the UK is fortunate that its geology is considered to be relatively stable, issues such as subsidence and sink holes continue to occur that can severely disrupt facilities and business activities in the local area.

Modern technology is proving increasingly effective in the monitoring of buildings and infrastructure, allowing any early signs of movement or degradation to be detected and avoid worst-case scenarios. This will also allow decisions to be made to relocate, possibly on a partial basis, or prepare to assist colleagues in continuing to use their facilities while the necessary works are completed.

Depending on the role of the FM in each location, it should be appreciated that they may also be required to organise the remedial works to solve the issue in question, as well as dealing with the tasks outlined above and their usual long list of day-to-day activities.

Urgent action is often the key to prevent the situation escalating to the point where it causes major disruption

This may extend to the establishment and maintenance of entire facilities kept on a ‘stand-by’ basis, with the intention of allowing business activities to continue with as little disruption as possible.

The effective application of technology can also be another frequently seen central element of disaster management plans, allowing the prompt reaction to reports from the monitoring of plant and equipment. One of the main aims is to prevent the failure of heating and cooling systems at critical times and prevent the need for disaster management actions, but the two elements can combine to reduce or avoid the impact of system failures.

Flooding and water ingress is another of the issues that are regularly referred to by FMs and service providers, resulting from adverse weather conditions, failure of equipment or building fabric, or a mixture of these and others.

Urgent action is often the key to prevent the situation escalating to the point where it causes major disruption, and this is frequently when the effectiveness of disaster management plans are proven.

Numerous examples of rapid reaction to flooding have been shared around the FM industry, typically including on-site staff and service provider partners making every effort to resolve the issue.

These frequently include working unsocial hours, with the best examples resulting in staff arriving for their day’s work and remaining unaware of the fact that their FM teams and service providers have worked all night to make this possible.

While disaster management plans are used to deal with adverse situations, they can also be used to prevent them developing or escalating into more serious circumstances. An example of this was seen in London last month, when several days of activities were held in the city by one of the environmental protest groups.

FM Director spoke to an FM at the London headquarters of one of the global technology brands, which had been targeted on the first day of the activities.

Having prepared for this well in advance, the facility’s security guards stationed themselves by all entrances and prevented any unauthorised personnel from gaining entry.

Rural facilities and estates may be more likely to experience issues with fly tipping and theft

All those working within the building were able to carry on with their daily tasks without any disruption and the protest group moved its activities to another location for the remainder of their time in the capital.

Had the company and its service providers not made the effort to agree the action plan in advance, further actions would have been necessary and likely to have required more elements of the disaster management plan to be actioned.

Urban explorers

More specific examples of disaster management include preventing access to facilities by those wishing to draw attention to their causes – which can range from the previously-mentioned environmental activists to individuals with a variety of grievances and also those described as “urban explorers”, who typically consist of people intending to record their feats of accessing tall buildings and engaging in dangerous acts.

This was discussed with a former manager of The Shard Quarter in London, who succinctly explained the situation and the risks involved: “These people are obviously putting themselves in danger, but there’s also the issue of what happens if they fall and place others at risk, as well? We identify individuals that have YouTube accounts and have recorded themselves doing these things in the past and also work with the Metropolitan Police, too, to do everything to prevent them gaining access.”

Threats from external third-party individuals and organisations may not be a new phenomenon but seem to be accelerating in the regularity with which they occur, often including the examples above.

It frequently appears that the majority of these situations occur within landmark and notable buildings in large cities but does not mean they are limited to these areas.

Rural facilities and estates may be more likely to experience issues with fly tipping and theft, both of which can be just as disruptive as a demonstration from an environmental protest group and provide more examples of how disaster management plans can be used to reduce or avoid these instances occurring.

In all these examples the company providing the security services will play a major role and the best of these will also provide helpful input into the forming of plans to tackle negative occurrences.

Another consideration to include is that of the level of communication with colleagues required in each situation, which can range from sharing information on a “need to know” basis –often deemed the best way of avoiding needless stress or unwanted publicity – to complete openness.

Should the situation require the facility to be evacuated, the need for open communication will obviously become far more urgent.

The topic of communication is highly relevant, as it is with all aspects of the extensive FM industry.

In the case of disaster management, this can include establishing effective lines of contact with the local emergency services providers, who should also be able to contribute to the formulating of effective plans.

With increasing numbers of FMs and estates managers being tasked with establishing their facilities as central elements within their local community and engaging with nearby businesses, schools, colleges and others, the inclusion of communication with the emergency services can serve to deliver numerous benefits in addition to creating disaster management plans.

Issue solving

One further area of discussion is that of the positive recognition gained by FMs and service providers after they have successfully tackled or solved any of the issues described above, which are far from exhaustive and could easily be extended to include numerous others.

This was one of the more notable developments emerging from the Coronavirus pandemic in 2020, with examples including the rapid transformation of buildings to allow them to continue to be used while meeting the government requirements of social distancing, etc.

Numerous industry reports and comments from senior FM professionals related the high levels of appreciation received from clients, leading to greater appreciation of our industry and the value it provides.

While no one will wish for another pandemic to assist FM with receiving greater recognition for its efforts and abilities, the number of examples where it has helped to overcome difficulties, while frequently reducing costs and improving the quality of service delivery, provide hope that this will be achieved without experiencing the more negative outcomes alluded to above.

Industry event enjoys growth and rising industry recognition

The FM industry is due to gather at Birmingham’s NEC for this year’s The Workplace Event exhibition later this month, which continues to ride the tide of increasing popularity

When considering attendance at the most relevant industry events, visitors are frequently faced with an extensive range of options from which to choose that often range from the largest to the smallest and usually provide coverage that varies from comprehensive to niche.

Contributing factors assisting the decision on which event to attend include proximity, ease of access, relevance and value. When respected industry contacts are seen to attend particular events on a regular basis, this can frequently be seen to both reassure others and attract more visitors, which is of particular relevance to this year’s The Workplace Event. Running from 30 April to 2 May, the event is one of those enjoying an increasingly positive response from FM exhibitors and visitors, further confirmed by the rising number of social posts – another method used by industry professionals to gauge the value of each event.

Readers of FM Director will have seen The Workplace Event mentioned in our March issue within our latest Tomorrow Meets Today (TMT) coverage, which is exhibiting with the aim of increasing its reach and industry contacts.

In addition to its founders, performance consultant and professional speaker Sajna Rahman and Pareto vice chair Andrew Hulbert, the TMT stand will also see the presence of influential members including CBRE FM Anthony Atkinson (see pages 24-28 of this issue), John O’Conner business development manager Rebecca Scahill, The Hurlingham Club head of soft services Andie-Michelle Donaldson and Pareto FM associate director Chris Barnes.

Ms Rahman and Mr Hulbert confirmed the stand will be staffed by inspirational industry professionals, with diversity and inclusion providing a central feature.

The TMT initiative was formed to pair experienced FM industry professionals with aspiring young talent and enjoyed its largest event to date towards the end of 2023 at the ASOS offices in the Camden area of London.

“We encourage anyone looking to get involved in Tomorrow Meets Today, or improve their understanding of diversity and inclusion strategy, to come and have a chat,” says Mr Hulbert.

Placing young, talented people together with experienced industry professionals has proved inspirational from a number of perspectives. While the benefits to young people in speaking to established senior professionals is more obvious, there have been several beneficial examples of reverse mentoring emerging over the years.

All major industry events include a seminar programme and The Workplace Event has published the details of its four options that includes the centrepiece Workplace Leaders Summit and three Knowledge Hubs. The latter will include presentations on company culture, social enterprise and technology.

The opening discussion on 30 April within the Workplace Leaders Summit will explore What makes the commute worth it? This will include several of the points of action grappled with by FM professionals following the many changes implemented during and following the Coronavirus pandemic.

With six seminars planned for the first day of the event, the final one will see the first of three presented by Pareto FM chair and TMT cofounder Andrew Hulbert with the title Unhinged: the true challenge of inclusion strategy.

Joined by a different panel of industry experts each day, the 2 May will see Mr Hulbert joined by TMT co-founder Sajna Rahman to discuss the reality of anti-racism along with three additional senior FM industry representatives.

Panel debates and presentations will continue throughout the three days of the event, providing numerous opportunities for engagement, thought leadership and strategy support and formation. Additional opportunities for further discussion will be provided by the various networking, collaborative and even chance encounters in the halls of the exhibition.

Face-to-face meetings

There has been considerable debate around the topic of trade exhibitions, particularly in the aftermath of the Covid pandemic, including the popular theme that they will be replaced by social media and other Internet-based media within a few years.

However, those predicting the death of industry exhibitions are now being reminded of similar predictions for newspapers, radio, televisions, cinemas and even vinyl records, all of which have been proven to be mistaken.

This is not to say that industry exhibitions have remained completely unaffected by recent events, however, with one of the most notable developments being the staging of events with complementing points of interest.

The Workplace Event is now partnered with no less than five others, for example, including health and safety, fire safety and three separate events on security (The Security Event, National Cyber Security Show and Professional Security Officer Live).

While it is highly likely that any of the six shows may have been staged as standalone, larger events in previous years, their continued presence shows the intrinsic value of each.

It can also be seen that exhibition organisers have understood that it is no longer acceptable to simply gather a number of exhibitors and expect high numbers of attendees to arrive and The Workplace Event again provides an highly relevant example of this trend.

Added value events such as Emerging Leaders, introduced for the first time this year, complemented by the Connect+ hosted meeting programme and the Social Enterprise Village will assist on adding value for attendees and exhibitors alike.

Placing young, talented people together with experienced industry professionals has proved inspirational from a number of perspectives

Retail footfall shows signs of stabilising as early Easter break provides a modest rise from February

Rising appreciation levels of data-rich studies is encouraging MRI Software to increase its efforts to delivery high levels of value to its expanding list of clients

Following the publication of the latest MRI Software analysis of the UK retail sector, head of marketing Jenni Matthews spoke exclusively to FM Director to discuss the results.

Headline figures from the survey revealed:

Footfall across UK retail destinations rose by +1.7% from February to March and signals the lowest month on month rise for this period in the last decade.

The week leading up to Easter provided a healthy boost in activity for all UK retail destinations especially retail parks and shopping centres where footfall rose by +10.3% from the week prior.

Footfall rose year on year by +2.7% in all UK retail destinations with high streets leading the charge as activity rose by +3.4% versus more modest rises in retail parks (+3%) and shopping centres (+0.9%). This annual rise aligns with the shifts in key holidays such as Mother’s Day and Easter.

The beginning of April will be met with more challenges for the retail sector as a new wave of rail strikes are set to take place from 5th-8th April amidst the Easter school holidays.

Ms Matthews emphasises the significance of the timing of this year’s Easter Bank Holiday: “We often see increased footfall in retail parks around bank holidays and this year’s Easter also coincided with payday for many people. The fact that Mother’s Day and Easter occurred in the same month was another positive,” she says.

We’ve seen the impact of the rail strikes over the last two years, resulting in an average 10% drop in footfall on the strike days

This aligns with consumer confidence remaining unchanged in March from February (according to GFK) however there was an improvement in how people feel about their personal finances over the next 12 months suggesting an element of control being regained. This also aligns with the recent news from the British Retail Consortium (BRC) which highlighted that shop price inflation eased to its lowest level since December 2021 providing good news for consumers.

“We use 3,000 collection points around the UK to provide the date for our monthly surveys to make them as wide-ranging as possible,” Ms Matthews continues. “It really shows the benefit of gathering quality data to provide an accurate picture of trends, which in this case is focused on the retail sector.”

March witnessed a modest rise in retail footfall across the UK, with an increase of +1.7% compared to February, signalling the lowest month on month rise for this period in the last decade. This suggests that footfall trends are starting to stabilise in all retail destinations. Retail parks led the charge witnessing an overall rise of +4.3% month on month compared with marginal rises in high streets (+1.2%) and shopping centres (+0.2%).

Much of the uplift was driven by activity in retail parks largely boosted by the final week of the month; the week leading up to Easter which also coincided with payday and the start of the Easter school holidays. However, turbulent weather conditions throughout the month, alongside shifts in key holiday dates including Mother’s Day and Easter led to footfall remaining steady. A mid-month slump saw footfall decline by -8.3% from the week before when it had risen by +6.6% almost wiping out any gains made, hinting at consumer caution ahead of the great Easter shop.

“We usually find that retail parks lead the way, which is due to the fact that they have good parking facilities, include a number of leading retail brands in the same location and are under cover, so not affected by the weather,” she continues. With shopping centres and high streets also included in the survey, Ms Matthews states that the latter is often the area most affected by weather conditions, further exacerbated by lack of free and accessible car parking facilities.

Easter increase

The final two weeks of the month saw a healthy boost in activity delivered to all UK retail destinations, particularly in retail parks and shopping centres where footfall rose week on week by +10.3% in the week leading up to Easter compared with a much more modest rise of +1.9% in high streets. This is encouraging despite stormy weather conditions and many people choosing to make the most of the Easter holidays with vacations abroad; three major UK airports reported this would be their busiest Easter ever, again another sign of normality returning following a volatile period since the pandemic.

Footfall rose from 2023 levels by +2.7% which is indicative of the shifts in key holidays moving forward. This was mainly driven by high street activity where footfall in towns and cities rose by +3.4% compared with more modest rises in retail parks (+3%) and shopping centres (+0.9%). Weekday footfall also remained +3.2% higher when compared against last year suggesting not only a strong return to the office, but also a renewed mindset in consumer confidence.

She further states that this is another aspect of the growing appreciation of the gathering and analysis of quality data in all areas of the UK FM sector. “You can see that data-gathering is increasing all around the UK and there’s a lot more appreciation of how this can make savings and improve efficiencies in all areas.”

Looking ahead to April, a fresh set of rail strikes set to take place from 5th-8th April, coinciding with the Easter school holidays may dampen footfall, especially in towns and cities. However, the impact is expected to be less severe than on previous strike days due to it being bolstered by footfall on Good Friday when it rose by +12.5%. Retail parks and shopping centres are likely to experience a decline in activity however much of this will be as a result of the surge in activity leading up to Good Friday in the week prior. This new wave of strike action will no doubt impact businesses reliant on footfall during the school holidays such as leisure and hospitality particularly in market and historic towns, as well as regional cities including London. However, there may well be optimism for coastal towns, visitor attractions, and retail destinations where families can travel by car.

“We’ve seen the impact of the rail strikes over the last two years, resulting in an average 10% drop in footfall on the strike days. That’s a significant drop and means that retails are losing out due to potential customers not travelling to their area because of the train strikes,” says Ms Matthews.

In an already challenging retail landscape, having visibility of store and portfolios performance remains crucial for businesses. Only by sourcing the right data can retailers make informed business-critical decisions, including forecasting their staffing needs, investing resources where it adds the most value, and optimising their energy and facilities management to drive efficiencies.

MRI Software is significantly increasing the value of its services through the delivery of its sector surveys and the staging of live events. Its next is planned for the Intercontinental O2in London as this issue went to press, followed by a conference in central London on 4 July (the details of which will be published in the May issue of FM Director ).

“In an already challenging retail landscape, having visibility of store and portfolios performance remains crucial for businesses. Only by sourcing the right data can retail leaders make informed business-critical decisions, including forecasting their staffing needs, investing resources where it adds the most value, and optimising their energy and facilities management to streamline operations and drive efficiencies,” Ms Matthews concludes.

The benefits of mutual recognition

Eleanor Eaton, Chair of SSIP, explores the advantages mutual recognition offers to clients and suppliers involved in procurement and tendering

For businesses of all sizes, ensuring suppliers are safe and competent is one of the biggest and most important challenges faced in our industry today.

From small to medium-sized construction enterprises to national providers of facilities management, engaged in procuring or providing services at some point. This involves working with external clients, buyers, suppliers, and contractors, each with their specific capabilities relevant within their respective industries.

The common challenge these businesses face is ensuring health and safety competency among their partners, a concern that spans all industries.

To tackle this, the concept of mutual recognition under the Safety Schemes in Procurement (SSIP) forum has been established as an efficient solution.

Mutual recognition: A catalyst for industry-wide benefits

At the core of SSIP’s mission is mutual recognition. This principle simplifies the demonstration of health and safety competency for contractors and suppliers by allowing certifications from one safety scheme to be accepted across all others within the SSIP Forum.

“Mutual recognition is not just about easing the administrative burden,” Eleanor asserts. “It’s about fostering a safer and more inclusive industry.”

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

For clients, this means access to a pool of over 84,000 competent suppliers, each certified through an SSIP member scheme, making their certifications verifiable through the SSIP Portal. If a buyer has a preferred safety scheme but a supplier is certified under a different one, the supplier can request a ‘Deem to Satisfy’ certification. This special certification enables the supplier’s existing certification to be recognised by other member schemes, thus avoiding the need for additional certifications.

For suppliers, the benefits of mutual recognition are tangible. A single certification can meet the health and safety requirements of multiple clients, eliminating the need for repetitive assessments and significantly reducing the costs associated with obtaining and maintaining various certifications.

“In 2023 alone, suppliers and clients saved £10 million through mutual recognition savings. Since 2016, the cumulative savings have reached an astonishing £68 million,” Eleanor highlights.

The equality of assessment schemes

One common misconception about mutual recognition is the idea of a hierarchy among safety assessment schemes. Eleanor quickly dispels such myths: “All SSIP member schemes assess against the same core criteria. This ensures an equivalent level of health and safety competence across the board.”

These core criteria define what it means for a business to comply with basic health and safety legislation, approved by the Health and Safety Executive (HSE), the UK’s national regulator for workplace health and safety.

The choice of a specific scheme should be guided by the individual needs of a business, not by a belief in the superiority of one scheme over another. Factors like the industry sector, company size, and the nature of the project should influence this decision.

“Selecting the right scheme is about aligning with your business’s operational goals and the expectations of your clients, not about choosing the most popular or well-known certification,” Eleanor advises.

The right scheme for your business Navigating the available schemes can seem daunting, but SSIP’s framework of mutual recognition means that suppliers can focus on which scheme best fits their individual business needs. “While the additional services and features offered by some schemes can be beneficial, it’s crucial for businesses to assess these extras in line with their specific requirements and operational goals. Selecting a scheme should be a strategic decision, one that reflects your business’s commitment to safety, efficiency and sustainability,” Eleanor adds.

A call to action

The evidence is clear: Mutual recognition isn’t just a principle; it’s a practice that yields tangible benefits for safety, efficiency and cost savings across the board. With over £68 million saved since 2016, the question is no longer why businesses should embrace mutual recognition through SSIP, but why any would choose not to.

Educating business owners and managers about the benefits of mutual recognition is key to enhancing the adoption of the ‘Deem to Satisfy’ approach. By making clients aware that a supplier’s existing certificate can be recognized across schemes, and informing suppliers that they need not undergo reassessment for each client’s preferred scheme, SSIP paves the way for even greater savings in the future.

“Selecting the right scheme is about aligning with your business’s operational goals and the expectations of your clients

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Rising to prominence through dedicated and considerate effort

Anthony Atkinson has already established a sound reputation as one of the FM sector’s most promising young talents and is continuing to develop his early potential

There are numerous examples of how talented individuals within the FM industry enjoy rapid career development and this looks highly likely to be the case for CBRE contract manager Anthony Atkinson.

Speaking exclusively to FM Director, he shares his thoughts on his personal journey to date and the many benefits of engagement with industry support and networking groups, including the Emerging Workplace Leaders (EWL) organisation.

Mr Atkinson additionally attended the most recent Tomorrow Meets Today mentoring and support event and seems likely to be another attendee who will quickly transition to becoming a senior mentor in the years ahead. Having graduated from university with degrees in science and real estate management, his first full-time job was with Lambert Smith Hampton (LSH) as a graduate surveyor. “I’d love to say my career to date has been as seamless as it seems on my LinkedIn profile, with no lumps and bumps, but when you factor in all the things happening in my personal life, things become rather complicated,” he explains.

“When I started with LSH, I was one of three property managers on the Mayfair Capital account. They were a brilliant client to have, with properties around the UK in almost every asset class. It formed an incredible foundation to launch my career from.” Sadly, after his first year of work, Mr Atkinson received a call from his mother that she had been diagnosed with cancer

Having experienced the loss of his father to the same disease six months prior to starting work, he made the decision to spend more time with his mother, which understandably required placing his career ambitions on hold. “Looking at my CV, it looks as though I simply left LSH and joined CBRE, but doesn’t include the year or so I spent on the Isle of Wight, figuring out how to build a new life, and spending more time with Mum.”

He began renovating properties, including one that would go on to be described by Savills estate agent James Eastaway as “the best renovation of a historically sensitive property”.

“I enjoyed property renovations, but as my mother’s health improved, I realised I missed working in London and as part of a team - having worked with LSH and seen the dynamic environment of the property and facilities management industry, it really stoked a fire,” he continues.

“I was on track to become a chartered surveyor, but having already tried and loved the facilities sector, I was far more interested in embedding myself in everything FM. I started to look at my options, and at the same time, CBRE relaunched its Future Leaders program. In September 2021, I was lucky enough to join an amazing group of people on the scheme,” he continues.

The two-year rotational program was grounded in one client relationship, and for He, this was Dell Technologies, the international technology products, and services provider. He gained experience in all disciplines of FM, including QHSE, procurement, finance and more.

Mr Atkinson also led VR development on the CBRE HH Elevated project, a virtual reality space mirroring the company’s central London head office Henrietta House. “It’s an incredibly engaging and interactive space, stripping away the boundaries of physical real estate to create an immersive digital environment filled with functionality and opportunity.”

The industry has a significant skills gap on the horizon and if we don’t close it, we and our clients are going to suffer the consequences

The concept was launched last year and is continuing to be used by CBRE to explore how its VR platform can assist clients in creating highly realistic digital twins of their facilities or present their products and services in a new format. In addition to providing further evidence of his grasp of the essential role played by technology in the management of facilities, this also confirms his ability to look at the wider picture of managing properties, particularly with a view to the future.

“I was in my first few months as a graduate when I started working on HH Elevated, I arrived in the business with a technology skillset I didn’t expect to be able to use and it was recognized and fostered by some brilliant minds, including Mike Gedye [CBRE head of technology, media and telecoms].”

Having completed 12 months of his two-year scheme, Mr Atkinson was approached in September 2022 and offered the chance to work as the FM at Dell Technologies’ London headquarters. “It was an amazing opportunity and I jumped at the chance.”

He explains how he felt his career to be moving forward and was excited about the challenges ahead, but this was ultimately short-lived when he received the devastating news that his mother’s cancer had worsened to the point she had been given a terminal diagnosis.

Having shared this with his manager he further states the “overwhelming support” by CBRE that allowed him to be with his mother before she passed away by his side in November 2022.

He returned to London with his teenage sister Cecily, for whom he is now the guardian, and resumed his position with Dell Technologies.

He continued in this role, gradually moving away from the extra projects he had fostered, taking a keen focus on his core responsibilities at work and at home, which now also includes caring for his younger sister. In March 2023, he climbed to the Mount Everest Base Camp in aid of CBRE and Dell charities –Macmillan Cancer Support and Action for Children – raising over £5,000.

New role

During his interview with FM Director , he announced his move to a new role with the CBRE AtkinsRéalis account team as regional contract manager.

The client is an international design, project management, engineering, and consultancy business, and one which Mr Atkinson describe them as “fascinating, bringing some of the most incredible global infrastructure projects to fruition – a real titan of engineering”.

Speaking about their UK facilities division, he says: “We’d crossed paths without realising in the past when I was fortunate enough to receive the IWFM Newcomer of the Year award in 2022, OneWorkplace, the joint venture between CBRE and AtkinsRéalis also won an award for creating a world-class workplace experience.”

While keenly anticipating the new challenges that this will undoubtedly provide, he also states that he “owes it to the brilliant team” to hit the ground running, supporting his colleagues in continuing to improve on the well-established bond with the client.

TMT support at the Workplace Event

Mr Atkinson plans to be on the Tomorrow Meets Today stand at The Workplace Event, which will be held at the NEC, Birmingham from 30 April to 2 May. His states that his presence there as a volunteer emphasises his commitment to the FM and real estate sector, and he urges anyone attending the exhibition to “stop by for a chat about anything”.

This will provide another opportunity for him to share his belief that the industry needs to change its pitch to young people and present a more appealing image of the dynamic and ambitious nature of the sector.

He cites the success and opportunity to learn from his new manager Jordan Chaston: “He’s built something wonderful, a team focused on one goal, delivering best-in-class customer experience.”

Discussing the highly popular topic of artificial intelligence (AI), Mr Atkinson says: “I’m a self-confessed geek when it comes to emerging technologies, so AI is one of the most fascinating developments in recent years. I’ve actively avoided using it at work; the risks of presenting misinformation don’t appeal to me, but I’ve used it personally to help in the creation of a new project.

“I’ve always been of the opinion that if we can take a techprogressive attitude we’re all better off for it. That being said, I’ve never seen something similar to AI that’s taken off and been accepted by the global population so quickly.”

Mr Atkinson also believes that technology should be used as a major draw to attract more young people to the FM industry. He states the importance of “filling the gap” faced by the industry in replacing those preparing to retire.

“Imagine the effect of going into a school, college, or university with a VR headset and saying to the next generation: ‘This is what I, as a graduate, worked on’.

“You wouldn’t go to a wedding wearing what you wear day to day, so why would you go to a school filled with ambition, and showcase business as usual – show them the stuff you’d want to know when you were their age.

“Bring the VR headset, talk about AI, tell them about the awesome businesses you work with,” he exclaims.

I’ve never seen something similar to AI that’s taken off and been accepted by the global population so quickly

In FM, where we have a duty of care for so many other businesses, our own staff and our supply chain, we can’t afford to start from a position of not looking after them

“The industry has a significant skills gap on the horizon and if we don’t close it, we and our clients are going to suffer the consequences. I truly believe we have all the tools we need; it’s just a case of getting the pitch right, but of course, that’s easier said than done. If I go to a school one day and say ‘what do you want to do when you grow up?’ and one child puts their hand up and says facilities manager, you’ll never be able to wipe the smile off my face.”

His view is that FM can easily improve its appeal to younger generations by presenting itself in an attractive and contemporary light. Mr Atkinson has also come to appreciate the benefits of reverse mentoring. “It’s one of the things you don’t realise the value of until you experience it or launch a scheme yourselves, and everything I’ve heard so far is absolutely brilliant.”

He states how younger generations are passionate and rightfully demanding about diversity, equality and inclusion (DE&I) and ESG objectives, which can provide valuable support and more understanding of how company culture and policies can be adjusted to satisfy the beliefs and requirements of staff.

“The best people to educate senior leaders on what the younger generation is looking for is the generation themselves – that’s reverse mentoring,” he says.

Mr Atkinson also refers to the many personal benefits provided by his CBRE mentors, including Noreen Mehmood and Will Metcalfe, and external mentor Debra Ward. “They’ve taught me a lot, but most resoundingly the appreciation of candour and honesty, which are essential components in creating the best relationships. Don’t be rude when you share or dismiss opinions, but be candid and you will see a very good team established very quickly,” he says.

Maintaining trust and integrity should also be a main point of focus for all managers and team leaders, he states, while also continuing this when other factors emerge or things do not go as planned.

“Being able to trust your team or having them trust you is imperative to the success of any business.”

The conversation moves on to discuss the need for staff members receiving promotions to more senior roles to be trained to manage and care for people. “In FM, where we have a duty of care for so many other businesses, our own staff and our supply chain, we can’t afford to start from a position of not looking after them,” he states.

Using his personal experience of the level of support received from his CBRE colleagues on a number of levels, Mr Atkinson states this has emphasised the need for all team members and managers to act responsibly toward those around them. Despite the fact his employer has over 100,000 employees, he finds its method of establishing small teams results in providing the necessary support to all colleagues, which is one of the reasons he wishes to remain with the business for the foreseeable future.

“The world is an enormous place and FM is developing on so many different tangents, that I’m almost hesitant to talk too much about what the future will bring. Who could have predicted AI adoption, for instance? It’s very exciting watching all the new developments, but through my experience, the most we can do to ensure a successful future is to be kind and honest with one another,” Mr Atkinson concludes.

Urgent need to drive the carbon reduction agenda forward

Complacency towards achieving net zero carbon emissions is proving to be the enemy of achieving the legally-binding target by 2050

Although progress continues to be achieved in achieving net zero carbon emissions by 2050, these are typically in isolated pockets and the scope and breadth of projects needs to be rapidly escalated to assist the UK in achieving its legally binding target.

Projects such as those initiated by Action with Communities in Rural England (ACRE) have the potential to achieve much wider success,

particularly through its latest guidance for improving the energy efficiency of England’s 10,000+ rural community halls. It represents the focal point of the charity’s Village Halls Week campaign.

Village Halls Week is an annual campaign that aims to raise the profile and celebrate the contribution these facilities make to rural community life. This year’s theme is ‘go green!’ and examines the contribution that village halls can play in the transition to net zero carbon emissions.

“Getting to net zero means no building being left behind,” said Knauf Insulation regional sustainability director Vanessa Rae.

“We’re proud to support this campaign, which should help secure a sustainable future for these vital community hubs – reducing running costs as well as their carbon footprint.”

Village and Community Halls: A Net Zero Design Guide is authored by stagg architects director Ben Stagg, who approached ACRE last year with an offer of help, conscious that many community venues were struggling with increasing energy bills.

Mr Stagg says: “I hope that the guidance published today will inspire and give confidence to many more village hall groups that it’s possible to make their building a warm and welcoming space, reduce energy bills and contribute to net zero.”

Village & Community Halls: A Net Zero Design Guide is available for free by clicking here: acre.org.uk/village-halls-net-zero-guide

One of the factors preventing more nationwide efforts to reduce carbon emissions is the lack of government support, which is seen as particularly strange by industry commentators after the UK administration signed the net zero agreement in 2019.

The Climate Change Committee (CCC) has previously advised the UK government that more action is required to support the UK in achieving its 2050 target and has most recently published its assessment of the government’s latest plans to protect the country from worsening climate impacts such as flooding, extreme heat and water scarcity is damning.

Government approach is ‘not working’

Within its report, the CCC called out the government’s approach to adjusting its Third National Adaptation Programme (NAP3), as “not working”, “inadequately funded” and lacking “the frameworks needed to track adaptation and climate risk effectively”. The CCC’s conclusion is stark: “If the current programme is not developed and strengthened, the UK will be exposed to higher levels of damaging risks from climate change that have the potential to fundamentally compromise aspects of our society.”

Ashden UK policy lead Will Walker said: “Make no mistake the government’s inadequate and ill-prepared plans to build climate resilience will cost more lives and livelihoods if not urgently addressed.

“In the 2022 heatwave, 60,000 Europeans died with heat-related causes, and these temperatures are expected to become the norm by 2050.

“Without accelerating emissions reductions and putting adaptation front and centre in the next Parliament, as the CCC recommends, we’ll all pay the price but those least well off, with fewer options to cope will suffer the most.”

Mr Walker points to various projects where adaptation measures are up and running that the government should learn from and do more to support. “The good news is that we know what works and, when delivered at the local level, measures to increase resilience are often more cost-effective and deliver multiple co-benefits such as more comfortable buildings, cleaner air, and green and blue spaces that increase physical and mental well-being.

“Ashden works with communities, local authorities and SMEs across the country that are pioneering climate solutions. For example, Ashden Award winner Enfield Council in partnership with charity Thames 21 have greatly reduced flood risk in their community through local nature-based solutions such as tree planting, sustainable urban drainage solutions and river restoration. But initiatives like these need bolder government leadership, a supportive policy framework, and greater investment to be scaled up and rolled out everywhere.”

Further comment on this highly important topic is provided by Cleanology co-founder and chief executive officer Dominic Ponniah: “Moving towards net-zero emissions represents the pinnacle of sustainability ambition. This ambitious goal signifies a profound transformation of our energy systems, industries, and lifestyles. Achieving net-zero emissions is now viewed as a moral imperative and a critical strategy to avert catastrophic climate change.”

He further states that, in summary, recycling, emissions reductions and the journey to a net-zero future occupy a prominent place on the sustainability agenda, reflecting their fundamental roles in addressing environmental crises and fostering a more sustainable and resilient world.

“Cleanology continuously pioneers innovative and sustainable practices while acknowledging that sustainability is an ongoing journey. We maintain a stringent process of review, evaluation, and enhancement, aligning with our ISO:14001 accreditation’s requirement for continuous improvement,” Mr Ponniah continues.

“Our focus centres on high-impact areas, fostering industry standards through pioneering solutions. Examples include industryfirsts such as our recycled uniforms and portion-controlled cleaning solutions. We lead in sustainability by maintaining an all-hybrid and electric fleet, a rarity in our sector, reducing substantial travel emissions.”

Energy efficiency is a standard during site surveys, he says, leading to a “remarkable” 15% reduction in electricity usage across the company’s client portfolio in the past two years. We employ an online waste management portal for site-wide waste and recycling statistics, promoting responsible resource management.

“Our commitment extends to chemical-free cleaning and minimising wastage through portion-controlled, biological cleaning sachets. These sachets, with plastic-free and recyclable packaging, save substantial cleaning solution, bottles, and water annually,” he says.

Additional efforts made by the company include the introduction of uniforms made from recycled plastic bottles, saving thousands from landfills yearly. The company is continuing to transition to 100% electric van fleets reduces emissions, fuel costs, and supports CO 2 reduction efforts.

These are further complemented by its use of tubeless toilet paper in washroom services, which reduces waste and storage requirements, demonstrating its dedication to environmental impact reduction. These initiatives not only benefit the environment but also enhance the company’s reputation as industry leaders that prioritise best practices.

“There is a growing demand for sustainability and ESG (Environmental, Social, and Governance) expertise in the tendering process. More and more businesses are recognising that sustainability isn’t just a nice-to-have but a necessity. They understand that to remain competitive and future-proof their operations, they must consider the broader environmental and social impacts of their products and systems,” Mr Ponniah concludes.

Another positive development in the drive to reduce carbon emissions is the recognition of this and the efforts of FM clients, who are including these requirements in contractual agreements with service providers. This has led to more companies recognising the importance of the topic from the dual perspective of reducing climate change while also generating more revenue for their businesses.

Cadaema Consulting Services founding director David Parrett says: “In many ways, FM contracts hold the first and final keys to developing – and then delivering – net zero strategies. Recognition of this is developing, but it is only successful where there is unambiguous understanding of the specific objectives, and where all stakeholders are incentivised to work towards them.”

The inter-dependencies between FM and net zero is creating an interesting new dynamic in the relationship between customer and FM contractor within four key areas, he continues, listing the four factors as follows:

Require data and intelligence. Increasingly, there is a reliance on FMs to effectively manage data and turn it into useful intelligence – and a navigable and understandable narrative about the performance of assets and buildings across the estate. This results in accurate predictions about lifecycle and replacement programmes along with credible sustainability and net zero focused solutions.

Proactivity. For their part, FM companies are beginning to understand their role in this equation and be much more proactive about how they collect and analyse that data and, critically, how they reference performance statistics against their wider contract portfolios on behalf of each client.

Collaboration. Collaborative contracting models are becoming more popular, and they rely on a fundamental understanding of client and contractor objectives, pressures, and risk. Net zero journeys will rely on this new form of relationship – whether it has been formalised or not – as many of the decisions that will need to be taken could be seen to be impacting on one side more than the other.

Risk. There is a marked change to the risk profile included in procurement exercises – for many reasons. We have seen a clear shift for client organisations to review risk before going to procurement to make sure that their partner is actually in the best operational and commercial place to take on the risk that they’ve been asked to.

His comments are further supported by the news from companies such as NetZero Collective, which recently announced that it has been awarded two new contracts with Sanctuary and Welsh landlord Hafod. The two deals are designed to deliver progress to decarbonise more than 5,600 homes across England and Wales.

Below: Dried up Rhine riverbanks with the river at historically low level due to heat and lack of precipitation (Cologne, Germany August 2022)

Welsh housing association Hafod has enlisted the business to support its decarbonisation journey and an ambitious future upgrade of 5,000 homes across Wales.

It provides high-quality affordable homes, and housing to help people live independently, plus care services across nine local authorities in Wales.

NetZero Collective confirmed it has been awarded the £200,000 consultancy contract as part of Hafod’s wider decarbonisation plan, which aims to ensure that all its homes, including existing properties, achieve at least an EPC Rating of C by the government target date of 2029.

This contract cements the existing partnership between the company and Hafod, following NetZero Collective’s support for the landlord’s grant applications.

The second contract awarded to the company covers the Northwest of England, where Sanctuary has awarded NetZero Collective a one-year contract for retrofit surveys, assessments, and installation of measures for over 500 homes.

This work is to part-deliver Sanctuary’s aim of improving more than 2,000 homes to EPC Band C under the Social Housing Decarbonisation Fund Wave 2.1, for which it has received £12.5m in grant funding.

NetZero Collective secured both contracts via direct award from the Greener Futures Partnership (GFP) Decarbonisation Delivery framework, managed by Pretium Frameworks. The framework, launched last year, provides retrofit and professional consultancy services to support the delivery of decarbonisation works.

It was developed with the GFP, a collective of five like-minded housing associations – Abri, Anchor, Home Group, Hyde Group and Sanctuary – which was set up in 2021, as its members believed that a joint effort would be more effective in helping the social housing sector seriously address the green agenda.

NetZero Collective director Neil Waite said: “We are delighted to have started two new contracts that will help drive forward Hafod and Sanctuary’s decarbonisation ambitions. We’re looking forward to bringing in NetZero Collective’s skills and expertise to support these organisations’ retrofit plans.

“It’s great to see both Hafod and Sanctuary prioritising sustainability but also the health, happiness, and wellbeing of everyone who lives in their homes. Along with being better for the environment, these upgrades will ultimately increase the warmth of people’s homes and reduce their energy bills.”

Hafod head of assets Sarah Hancock says: “At Hafod, we’re committed to achieving net-zero by 2036, and decarbonising our existing homes is a critical aspect of this journey.

The drive to achieve net zero is particularly pronounced in commercial real estate due to the sector’s signifi cant contribution of 40% to global carbon emissions

“We recognise that achieving net zero carbon is a huge undertaking and we’re delighted to be able to partner with NetZero Collective to help us achieve this.

“As a socially responsible business focused on making lives better for our customers, this decarbonisation work will extend beyond carbon reduction, but will also make our customers’ homes warmer, dryer and more energy efficient, to combat fuel poverty and promote better physical and mental health.

“We look forward to working alongside the NetZero Collective team and learning from their expertise.”

Sanctuary director of sustainability and climate change Rebecca Craig says: “We are delighted to be working with NetZero Collective in the Northwest to deliver improved homes for our customers, and we are looking forward to getting started with this phase of our Social Housing Decarbonisation Fund Wave 2.1 programme. This phase will see us improving over 500 homes up to EPC Band C.

“Sustainability is one of our core values here at Sanctuary – our culture involves working together as one team to support our social purpose and putting our customers at the heart of everything we do. This new phase of work will help drive forward Sanctuary’s retrofit plans and ultimately increase the warmth and energy efficiency of our customers’ homes,” says Ms Craig.

Our final comment is provided by Demand Logic business development manager Richard Britcliffe, who says: “The drive to achieve net zero is particularly pronounced in commercial real estate due to the sector’s significant contribution of 40% to global carbon emissions.

In many ways, FM contracts hold the first and final keys to developing – and then delivering – net zero strategies

“FM contracts are now placing a greater emphasis on incorporating sustainability measures into their service agreements to mitigate the environmental impact of facilities, with a growing trend towards prioritising energy efficiency, asset monitoring, and condition-based maintenance.”

With increasing understanding of the need for urgent and wideranging action to achieve the net zero carbon emissions target by 2050, it appears that its achievement will only be made possible by the collective and collaborative efforts of organisations. Should further support become available from the government in future, FM industry professionals are advised to comply with legislation as effectively as possible, while treating any grants, funding or schemes with caution to avoid the issues experienced with previous efforts that range from the Feed-in Tariff and Green Deal programmes, etc.

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Army career provides high level FM value

Alistair Scott provides an excellent example of the many and varied plaudits extolling the virtues of employing ex-service veterans within the FM industry

Education and training has been a central theme of this magazine since it was founded in September 2022 and any readers requiring further evidence of the beneficial impacts will receive this from the exclusive FM Director interview with IEM founding director Alistair Scott.

“I left school thinking I was done with education, but then joined the army at 16 and carried out a two-year apprenticeship to qualify as an aircraft engineer, but this was only the beginning of additional studying for further qualifications within the army. I operated as an aircraft engineer within the corps of the Royal Electrical and Mechanical Engineers (REME) for nine years across various theatres of operation with the Lynx, Gazelle and Apache aircraft, before returning to Army aviation a further five years post commissioning,” he begins.

Another regular theme within this magazine is the focus on the mutual benefits derived when ex-service veterans join the FM industry, and Mr Scott provides yet more proof of this. His rise through the military ranks over the nine years to sergeant operating with both the army and the Royal Navy led to him being selected to become an officer, which required attendance at the Royal Military Academy Sandhurst (RAMS) for a year of officer and leadership training, ultimately seeing him commissioning back into the REME as an engineering officer.

This led to the opportunity to attend Reading University, sponsored by the army, to study for an electronic and electrical engineering degree, having already achieved his mechanical qualifications earlier in his career, all part of the continual development in his technical career, over 14 years his military career took Captain Scott around the world and, in addition to involvement within many of the headline conflicts during the kinetic operations of the time, he also had the opportunity to experience tours in many scenic locations: “my time in the military gave me an amazing grounding and opportunity in leading people,” he says.

I hung up my uniform on the Friday and started at Gatwick on the Monday, which was fairly brutal, but I was impetuous and keen to make the transition

Being a married man with three children in 2008, he became aware of the need to spend more time with his family and began to look for employment closer to home. His first non-service role was with British Airport Authority (BAA) at Gatwick Airport, West Sussex, and was particularly relevant to his previous career and qualifications.

“I hung up my uniform on the Friday and started at Gatwick on the Monday [in January 2008], which was fairly brutal, but I was impetuous and keen to make the transition,” he continues. Twelve months into his tenure the Competitions and Marketing Authority informed BAA it had to reduce its portfolio and the sale of Gatwick Airport is credited with helping Mr Scott to fully appreciate the value of FM.

“During the sale process, when we started speaking to potential buyers for the airport it quickly became apparent that they weren’t interested in the branding or marketing, it was the asset value and equipment they were buying.

“This really opened my eyes to the potential for FM and played a big part in setting the scene for the future of IEM,” he says.

His work at Gatwick Airport also resulted in him gaining an appreciation that “no two days are ever the same”, another aspect of FM found to be highly attractive by many client-side FMs. This was further enhanced with roles at Liquid Capital Group as its global FM and Akzo Nobel, where he rose to the position of UK and Ireland facilities director, over the next 10 years.

“I found my military training particularly useful when working in an international environment and finding out how to get things done, for example in Hong Kong you could get things organised more or less straightaway, while in Paris you would have to wait for certain things to fall into place to make things happen, but it was really good to have the skills to work around the barriers or keep you on the rails and get things completed,” says Mr Scott.

His work for AkzoNobel initially saw him based in Slough and enjoying being close to his family again, with the initial project delivered transforming the original ICI headquarters in Slough into a facility completely refitted and fit for modern-day operations. “We delivered the same level of refit and reorganisation of the buildings, but with an 80% saving on what their costs was initially estimated to be.

“One element of this included the design and installation of an ammonia plant to heat and cool the building with zero F-Gas, no carbon emissions and 98% savings on utility costs that won many awards. That also led to me getting picked up to run all of the UK and Ireland facilities and that then quickly led to an EMEA focus,” he continues.

His international military and FM experience again proved highly supportive in solving many of the company’s aspirations by partnering, designing and implementing a global FM service provider, saving considerable outlay while maintaining and improving services in many areas. This led to him appreciating his preference for problem-solving, another highly valued trait within military veterans.

After leaving Akzo Nobel and entering into the consultancy side of FM, post delivering a full review of train operating company (TOC) Chiltern Rail’s FM delivery, where he identified and delivered over £1.4m in savings against the hard and soft FM delivery in just one year. Mr Scott was then introduced to Cloudfm: “I learned a lot about the service delivery side of the FM industry from working for them and spending the first three months as part of their induction, learning all aspects of the business delivery across all departments, helped with gaining an appreciation for the service delivery model.

“I really enjoyed working on the consultancy and projects side of the business and learnt a lot in what was a real industry-leading team, but when Covid hit around a year after I joined I found the world dried up, as many of the clients’ premises were shut. I’d love to say I founded Integrated Estates Management (IEM) with a great aspirational plan for the greater good or changing the industry, but the reality was it was all about survival and necessity and putting food on the table,” he states with typical candour.

In addition to continuing discussions and relationships established within his consultancy roles, Mr Scott also recruited former colleagues Joe Benitez as business director (now managing director of IEM) and Christy Smith as operations manager and Ian Fieldwick to support with the finances of the new business. The first six months of IEM’s existence was spent working with clients to solve their most pressing issues, which led the team to identify why each business is different, and lead to its engagement with the StoryBrand framework to establish the company’s identity.

“Having worked on the client side and attended numerous company awards, it was always the sales and marketing teams up there winning everything and the FM and estates managers were sat at the back and largely ignored (or being asked to help with the AV or turn up the heating). My aspiration is to see the property, FM and estates managers up there winning the awards and that’s what StoryBrand helped us identify, the position that we are there to simplify FM” he explains.

The application of the simplify framework led to establishing a five-point plan, using analogies from maintaining a fleet of vehicles to explain them and help clients to improve the running of their facilities and estates:

1. Know your assets (linked to knowing what type of vehicle you have before you can maintain it).

2. Understand the condition (state of engine, tyres, windscreen, exhaust, etc)

3. Control your Compliance (MOT, insurance, V5)

4. Package your Priorities (What do you spend the money on first: tyres and brakes verus paintwork)

5. Manage your delivery (IEM is QuickFit).

Mr Scott says a number of clients have engaged fully in the fivepoint plan, but the majority jump in to “control compliance and delivery, typically using points 3 and 5.

I found my military training particularly useful when working in an international environment and finding out how to get things done

One of the barriers is the perception that ‘knowing your asset’ just costs money before anyone has turned a spanner, but if you don’t know what you have how can you maintain it, let alone cost the maintenance?” he asks.

PPM programme

One of the solutions to this is to amalgamate the asset collection with the first planned maintenance visit and from there establish the true asset numbers and conditions, building an effective planned and preventative maintenance (PPM) programme. When engineers visit to complete tasks and improve compliance, they will additionally record the details and condition of assets to establish long-term strategic plans.

“It takes a lot of trust and engagement from all sides but it’s also getting me back to what I love to do, in taking companies who are not in a good position to being in a great one.

“That helps our customers to focus on their core business and be better at what they do through a safe and efficient estate, we’ve also learned a lot about ourselves over the last few years and have continually learnt and grown into the position we are today, primarily to help clients. That isn’t to say we are perfect; we are always learning.”

Working with a core of 20+ customers, these range from automotive companies to the NHS, along with the Royal Institute of International Affairs’ Chatham House facility. IEM has also been working with high end residential facilities and the Bulgari Hotel in Knightsbridge, London.

“We’re also supporting a major UK and Ireland chain of pubs and a major vet care company, too. We support them with everything from reactive, planned, remedial, quoted works and projects, working as an extension of our clients’ property departments,” he continues.

One of the many ways IEM has helped clients is through consolidating FM services and supporting their back of house processes and financial support, which can save substantial sums of money and bring the clients estates into a controlled position.

Community engagement

IEM is continuing to support the Care After Combat charity and a number of additional FM & Veteran causes.

These include:

Mentoring of veterans to assist them in adjusting to life after their military service

Mr Scott is the co-chair of the IWFM Veterans Networking LinkedIn group, of which IEM is the founding sponsor

He is also a race driver for Mission Motorsport

IEM continues to offer job opportunities – particularly project management roles –to veterans

Mr Scott provides the example of a client with over 1,000 facilities receiving services from a range of suppliers and requiring it to process more than 10,000 individual invoices a year.

“As one example when every invoice costs £140 to process, it’s easy to appreciate the savings from using our company and having to pay a single, monthly and consolidated invoice that removes all the underlying cost,” he says “whilst also correctly categorising and allocating capital expenditure at source further supports the financial element of the property/facilities departments.

In addition to the high level of care provided to clients, the company is also highly supportive of its staff, with this being a key objective of the business.

This ranges from Living Wage accreditation, healthcare packages and profit-sharing schemes, leading to further strives to become B Corporation accredited, which is the target by the end of 2024.

Pay as you go

IEM delivers using a pay as you go model, with no management fees or mobilisation charges, and an agreed percentage fee for all works. It additionally manages warranty fees and can work on a contractual basis, if the client prefers.

“The no contract model can scare the life out of a procurement department initially, but it’s designed to provide flexibility and peace of mind to the client that if we don’t deliver as expected they can walk away. That’s only happened to us once, but we never sit back on our laurels and always make sure we consistently deliver,” he says.

“All services are delivered by our 2,000-plus supply chain of companies located throughout the UK and Ireland. We’re really pleased that many of these are regionalised SMEs, which means we can give them the opportunity to grow and develop without them having to understand or invest in all the complexities of marketing their services, etc.

“The client gets the reassurance that everyone is fully SSIP accredited with all the insurances in place, along with the competencies and rates schedules.

“If there is ever a discrepancy with a task delivery, we’ll also manage that and get it resolved – but the best thing is the depth of service this provides.

“Regardless of what the customer needs, we just call in the necessary levels of support from our supply chain partners and it’s really easy to scale up to the level needed,” says Mr Scott.

IEM is continuing to consider how it can further increase its supply chain support, with considerations including sustainability, net zero carbon emissions and payment terms of between 10 and 14 days.

He credits the early adoption of the core ISO accreditations with providing essential evidence of his company’s capabilities: “We made sure we had all the processes and policies in place before we started.

Regardless of what the customer needs, we just call in the necessary levels of support from our supply chain partners

“We are currently relocating into our new office in Colchester with 24 people, which is a big step when you consider how we used to meet up in coffee shops and hotels for team meetings. We’re growing very quickly and found we were outgrowing our managed service offices every six months”.

“We want to be a trusted partner with clients that understand our support and how we can add benefit to their businesses and wish to be seen as business enablers, to support this it is key to increase our network of supply chain partners that want to do a great job and of course be remunerated accordingly,” Mr Scott concludes.

FALLS WEEK

13-17 May 2024

Are you passionate about work at height safety?

Do you believe in preventing accidents before they happen?

Why NO FALLS WEEK matters

Falls from heights are consistently the leading cause of workplace fatalities in the U.K. The latest figures from the HSE show that 40 people lost their lives due to a fall from height in 2022-2023. Falls from height were responsible for 30% of all workplace deaths.

40PEOPLE

LOST THEIR

LIVES

due to a fall from height in 2022-2023 30%

WERE DUE TO FALLS FROM HEIGHT

No Falls Week’s mission is simple yet crucial: to raise awareness about the importance of safe working at height. Whether you work in construction, manufacturing, agriculture or any other sector, our campaign aims to equip you with the knowledge, tools, and inspiration to prevent falls and ensure everyone that works at height comes down safely.

Growth of EV market sparks more interest in charging infrastructure for PTSG

The company is anticipating a rapid rise in demand for its services following increasing sales figures for electrical vehicles

Guardian Electrical Compliance Ltd (Guardian) is one of the UK’s leading providers of electrical safety services, specifically the inspection of testing of fixed installations. The company is part of Premier Technical Services Group Ltd (PTSG).

Guardian exists to keep its clients’ buildings safe for their users and compliant with the law, backed up by the industry’s only truly interactive web-based reporting system. This ensures electrical testing records are always current accurate, consolidated and documented.

With electric vehicles (EVs) a common sight on all roads around the UK and Europe, there is an urgent need to improve the electrical infrastructure to ensure they are supported with sufficient numbers of charging equipment.

Although sales of EVs are continuing to increase, the lack of charging infrastructure is one of the most common reasons cited by potential buyers who reverse their initial decisions and choose petrol or diesel alternatives when looking for their next car, van or even lorries. Although the government has mandated that EV charging units are included with all new domestic homes, this does not alleviate the issues with public charging points.

Included in a Guardian Electrical Compliance Mains Analysis Report: The spare capacity within an installation

Size of the transformer, and current rating of the main switch

Detailed 7-day load analysis, giving an accurate reading of power consumption at any given time or date

Balancing of Phases

Harmonic Distortion

Power Factor

Help is at hand, however, with Guardian offering a range of solutions to meet the growing demand and ease the problems of owners and drivers of EVs. The various options begin with the company’s mains power analysis, which will monitor the electrical system in question to ensure it has the capacity to include EV charging, in line with regulation 132.16 of BS7671.

“These tests are vital when designing or adding to an existing electrical installation. More recently, Guardian has undertaken mains power analysis for various blue-chip clients. The current trend across businesses is to install Electrical Vehicle Supply Equipment (EVSE) and in consequence, there is the need to understand the impact on electrical systems given EV charging equipment consumes vast amounts of power – hence the uptick in mains power analysis,” says Guardian’s managing director Ian Carnall.

Testing the capacity, harmonics and balancing of phases is essential when adding more load to any electrical system. This will help to avoid waste and reduce costs and allow the EV to deliver the efficiencies expected.

“An electrical system that isn’t running or performing efficiently will not only result in more power consumed than necessary but with less output. It’s worth noting that depending on the contract you have in place, exceeding the maximum supply may result in high out-of-contract prices from your energy supplier and steep penalty notices,” Mr Carnall continues.

As the demand for electric vehicles soars, the requirement for charging equipment will follow concurrently. By 2030 80% of new cars and 70% of new vans sold in Great Britain are set to be zero emission, it is estimated there will be over 2m electric vehicles on UK roads.

An electrical system that isn’t running or performing effi ciently will not only result in more power consumed than necessary but with less output

The EVSE installation industry is still establishing itself in the UK market, particularly within the commercial sector and as we know with any innovative product or service, specific regulatory guidelines tend to follow at a later date. It is essential for all facilities and estates managers to appreciate it is the dutyholder’s responsibility, not the installers, to undertake power mains analysis before changes are made to an existing electrical system, which is very likely to see Guardian Electrical Compliance become an essential partner for FMs and their service provider partners in the years ahead.

Mr Carnall provides more explanation of why it is essential to carry out an electrical vehicle supply equipment (EVSE) analysis before installing EV chargers: “A standard 7kW EVSE (fast charger) requires around 32amps to charge at full capacity. If a dutyholder on site wants 10 vehicle chargers installed for its fleet of electric vehicles, it will need to pull over 320amps from the current installation to fast-charge. The use of a mains analysis report before installation will provide the dutyholder with all the requisite data before an EVSE installation project is started.”

Capacity

The completion of an accurate analysis of the electrical system will additionally help to ensure that the chargers work at full capacity and avoid the issue of load shedding, which will occur when an installation does not meet the requirements for which the charging units are installed.

This will result in load shedding and means that the equipment will not be able to work at full capacity.

Mr Carnall provides further explanation of the issue: “For example, if a 7kW charger is pulling a reduced capacity of 1kW from the mains supply as it’s at capacity, then charging time is increased. A standard electric vehicle will take eight hours to fully charge on a 7kW unit, but if the unit is only pulling 1kW, it could take over 40 hours to reach a 100% charge. Load shedding results in minimal charging power across charging units and increased charging times, rendering the concept impractical.”

It is highly unlikely that EV owners will be able to leave their vehicles to charge overnight for more than eight hours and will then require them to seek additional options, especially if they have to travel for work the next day. This will then require increased cost and further erode the efficiency of their investment.

While FMs and estate managers will find the Guardian EVSE analysis essential to ensure that their EV charging infrastructure will work to full capacity and deliver the efficiencies required, the company’s other services will be of considerable interest. These include inspection and testing of a variety of electrical equipment, including thermographic surveys, emergency lighting, electrical equipment testing, panel risk assessment and remedial services.

In addition to these wide-ranging services, Guardian also delivers electrical safety seminars on a regular basis around the UK. These can be delivered to the needs of the client and company in question, including Guardian’s own specialists or external speakers.

Those wishing to find out more about the depth and breadth of the many options provided by Guardian Electrical Services are invited to log on to its website: www.guardianelectrical.co.uk

Health centre operational success celebrated

Wood Wharf Health Centre is assisting the NHS to not only maintain high standards in patient care but also achieve its net zero carbon emissions amibitions

One of the essential services required by any area experiencing growth and development is that of relevant facilities to provide healthcare to the expanding number of people moving in and London’s Canary Wharf is proving to be one of the UK’s most dynamic examples of this concept.

The level of construction and development within the area includes ongoing work around Wood Wharf within the Isle of Dogs region, which is now in Phase Three of the programme that will include completion of several large apartment blocks. With the local population numbers set to be considerably expanded as several thousand people move into the apartments, health care will become a major requirement.

Responsibility for the construction and maintenance of such primary health care facilities within the NHS fell to the NHS Property Services (NHSPS) operation, which took over the shell of the two-storey Wood Wharf building from its landlord, Canary Wharf Group. At this point it became the responsibility of NHSPS’ construction and facilities management team.

“We were handed the empty shell of the building in 2019 and then Covid hit soon after, which was challenging to say the least,” explains construction manager Martin Meltzer.

However, after recruiting the project team, the task of designing the fit out of the new facility began and they adopted the attitude of “carrying on, regardless” and began forming the plans, including the design of the interior. Due to the pandemic and its restrictions, the majority of meetings took place online.

One of the main requirements of the design of the facility was that of sustainability. The high level was set to BREEAM Excellent, whilst also complying with the relevant legislation in line with the latest guidelines and best practice standards.

We were handed the empty shell of the building in 2019 and then Covid hit soon after, which was challenging to say the least

These included the Health Technical Memorandum (HTM) and Health Building Notes (HBN), guiding design, installation and the operation of specialised building and engineering technology used in the delivery of healthcare.

Having engaged the design services of AECOM, the additional task of achieving recognition for BREEAM further ensured that the facility’s focus on sustainability became even sharper. The success of the team’s extensive efforts has been proven by achieving the BREEAM Excellent rating that will continue to deliver benefits in the years ahead.

“We’re very proud of the building’s Excellent rating within BREEAM, which also included an energy performance certificate (EPC) rating of B,” Mr Meltzer continues. “Our BREEAM efforts saw the project team working closely with AECOM’s BREEAM consultant to ensure that all the materials and technologies installed met with all the requirements and supported our efforts.”

Possibly one of the most relevant examples of these efforts included the sourcing of ceiling tiles made from phase change materials. Installed throughout the building, these now provide cooling qualities that reduces the demand on the facility’s cooling systems and provides thermal comfort for the users during hotter weather.

Internal air quality (IAQ) is another important consideration for all facilities and especially so for those in the health care sector, which influenced the sourcing of products with low volatile organic compounds (VOCs) and formaldehyde free products during the construction stage.

Floor coverings, paint and ceilings tiles were all chosen for their low levels, along with other materials, to meet the expected high levels of air quality.

During the design phase considerable emphasis was placed on the selection of neutral and calming colours, many of which are made from natural materials. The four main governing factors of the project are identified as including wellbeing and sustainability, connectivity, efficiency, and flexibility.

Among the many notable topics emerging from the FM Director tour of the facility is the attention to detail and the focus on the sourcing of quality components, rather than simply choosing the cheapest options in all cases. While this requires high levels of thought and effort to ensure that the project was delivered in line with its budget, the long-term benefits will be far in excess of any savings achieved through the placing of too much emphasis on price.

Although the Wood Wharf facility is designed for the sole purpose of providing health care assessments and treatment, there are several areas within it that FMs and service providers will recognise as similar to those in commercial office buildings. Beginning with the main entrance that includes reception desk, communal seating and smaller, self-service healthcare pods – which appear similar to meeting rooms in commercial offices – the building additionally incorporates other areas on its upper and lower floors that are found in workplace settings around the UK.

The 15 main consultation and treatment rooms have been designed to follow the standards well established throughout the NHS.

“There’s no gas onsite, so we just needed to install all the remaining mechanical, electrical and ventilation infrastructure with electric cabling and fittings and water supply initially,” Mr Meltzer explains.

The building’s lighting is controlled by motion sensors throughout, providing further similarities with modern commercial settings, further complemented with the fitting of mixer taps that link with the lighting system. “That’s also saving water and additional costs, in effect, because if anyone leaves a tap running for a prolonged period it will also turn off together with the lights.”

The design of the building also reflects the needs of those using the facility, which is expected to result in more staff members cycling to work in line with Canary Wharf aims of reducing its carbon emissions throughout the estate.

“There’s no on-site dedicated car park for the health centre, so throughout the estate we are seeing lower numbers of people arriving by car, but the area around Canary Wharf is very cycle-friendly, so more people are arriving on their bikes. We’ve installed a staff changing room with a shower on the ground floor providing staff members with an opportunity to refresh before they start work.”

It follows through from the project teams’ expertise in healthcare design, working to high standards while ensuring that all partners were supported and encouraged to achieve the best outcomes. Among the delivery of high levels of best construction practices, the main contractor Borras Construction also achieved exemplar scores within the Considerate Constructors’ Scheme (CCS).

That is only rarely seen in larger fit-out projects and is very difficult to achieve on relatively small sites.

It is further explained that the considerable efforts of the team involved in the design and delivery of the fit-out project has included a whole lifecycle embodied carbon assessment and cost analysis.

“Having mapped out the details of our carbon footprint and costs for the building, this helps us to monitor and manage it in the best way to make sure these aims become a reality. That includes our passive design analysis which has been created to identify ways of further implementing innovations and adjustments of our plant, equipment and technology on site.”

With the NHS aiming to achieve net zero carbon emissions by 2040, the Wood Wharf facility provides a highly relevant example of its considerable efforts to attain this.

It is benefiting from the Canary Wharf district heating system, while the strategies described above are adding further value. “We are thrilled that the site at Wood Wharf has now been completed, and that our NHS colleagues, patients and the local community will feel the immediate benefit from this fantastic facility, enabling people to access healthcare in a modern, welcoming environment,” Mr Meltzer concludes.

Although the Wood Wharf building is considered a relatively small site within the extensive NHS estate, it is providing the opportunity for all stakeholders to learn valuable lessons in the running of facilities that deliver high specifications for its users while achieving exemplary outcomes in the drive to improve efficiency while reducing carbon emissions.

These experiences will be vital to support outcomes throughout the estate, as NHSPS continues to refine its practices in the years ahead.

Having mapped out the details of our carbon footprint and costs for the building, this helps us to monitor and manage it in the best way to make sure these aims become a reality

Racing ahead with long-term partnership values

Mira Tech Park and Pareto FM have established an award-winning collaboration that is continuing to increase in value for all stakeholders

Having been launched to showcase the many instances of excellence existing and emerging within the extensive UK FM industry, FM Director magazine’s visit to the Mira Tech Park 850 acre estate near Nuneaton, Warwickshire – and formerly used as an airfield – provides one of the best examples of the sector’s potential to raise standards, achieve objectives and reduce cost.

The visit begins with a guided tour of the estate conducted by Mira Tech Park facilities and maintenance manager Mark Rogers and Pareto FM account manager Daniel Wright, quickly providing an understanding of the sprawling nature of the site and inclusion of a wide range of facilities. In addition to the various automotive testing facilities on site, the estate includes a comprehensive proving ground (with the appearance of a full-size racetrack), numerous offices, laboratories and premises – some of which are leased to external businesses – and the wide range of facilities to support the long list of activities carried out.

One of the first impressions gained during the course of the visit is that of the genuine friendship between client and service provider that has grown over the last four years, through their many highly successful collaborative exercises. It is also reflective of the overall partnership between the two companies that began when Mira Tech Park made the decision to outsource its FM services.

“We initially invited the large FM service providers to tender, but we were blown away by the presentation from Pareto FM CEO Andrew Hulbert [now vice chair], who provided us with a vision of the future that’s been far exceeded in reality,” Mr Rogers explains.

“Everyone at Pareto has been very flexible and approachable, and very easy to work with.”

Additional evidence for the close bond established between Messrs Roger and Wright can be seen by their joint efforts in studying alongside each other for their degrees in Facilities and Built Asset Management.

The conversation leads Mr Wright to recall his first day on site as the contract manager: “I remember turning up on day one of the contract and knowing no one. It was obviously a big step for Horiba Mirra to outsource their services for the first time,” he says.

Everyone at Pareto has been very flexible and approachable, and very easy to work with

His decision to take a measured approach to the implementation process paid dividends and create a “sensible mobilisation” to allow everyone to adjust. This additionally allowed Mr Wright to gain a full understanding of the long list of activities taking place on site, which then resulted in discussions to implement more actions and further increase the number of beneficial outcomes.

“We listed all the service operations on site and used a traffic light system of identification, with all the Pareto services in the green section of this,” Mr Rogers continues. “The initial plan was for Pareto to take over 35 of these, but that number has been extended to around 65 and shows the level of confidence we have in them and the strength of the relationship.”

Although the relationship has been highly successful and continues to deliver benefits and savings, both partners are keen to stress that the highly detailed and complicated transition process has not always been seamless and required considerable effort from both sides. Mr Rogers explains that a small number of his colleagues were initially unsupportive of the company’s decision to outsource its FM services and Mr Wright recalls how it required time and effort to win them over.

“With the agreement of Mark we began to work with the on-site supply chain and began to see the improvements over a three-month period,” Mr Wright continues. “Some of the people working on site at the time are still here, but are now far easier to work with and have responded really positively to the training we’ve provided.”

Strong relationships

Mr Rogers states his appreciation for the open and honest relationship and how this now provides transparency throughout all operations. “You still have to have the difficult conversations when things go wrong – and we know that these happen for everyone –but we’ve found that we can be completely honest with everyone, find the best solution and we know that there are no hard feelings when we walk away.

“We should also state that we don’t have to micro manage service delivery through KPIs, etc, but we’re all happy to be honest with each other – sometimes brutally honest – but that’s all part of establishing really positive professional relationships.”

Having made a measured and positive start on site in 2020, Mr Wright began to recruit team members to assist with the management of the initial services provided by Pareto FM. As his team and understanding of the site continued to develop, this led to more discussion with Mr Rogers about the potential to increase the involvement of Pareto with a view to delivering additional benefits to Mira Tech Park.

“If we take the example of the on-site waste management, we could see that there were various areas where we could improve this. We started segregating the metal waste, for instance, which made it much easier to recycle and that’s now generating revenue and allowing Mira Tech Park to fund other projects without affecting Mark’s budget,” says Mr Wright.

Further benefits to have emerged over the last four years include the recycling of cardboard, which is also generating more revenue, purchase of bailing equipment and ensuring that the on-site café and restaurant are plastic-free. Another important benefit has been increased focus on the site’s net zero carbon emissions journey.

“I simply didn’t have the time to make many of those considerations before Pareto FM started working on site,” says Mr Rogers. “And examples such as improving our waste management and seeing us enjoy the benefits of the circular economy have been expanded to include meeting our environmental and social governance (ESG) objectives.

“But we all know that none of us and life in general is never perfect, so having that open and honest relationship allows us to sit down and recognise if something isn’t working. The really great thing about that is that we also usually find a solution to make sure that it does work,” he says.

We started segregating the metal waste, for instance, which made it much easier to recycle and that’s now generating revenue

Further discussion reveals how the flourishing partnership led to the establishment of wildflower meadows around the site that have not only improved the Mira Tech Park sustainability credentials but have additionally raised the appreciation levels of Mr Rogers’ colleagues and saved grounds maintenance costs through reduced mowing of grass.

On-site achievements recorded to date

Cost savings/spend avoidance of over £500,000

Waste hierarchy improvements on all waste streams

Recycling facility implemented on-site

Waste rebates

PFM Awards 2023 finalist

Innovation

Contract growth

Partnership

On-site beehives

Improved compliance

Service delivery improvement

Wildflower meadows

Health and safety improvements

“Dan has also helped us to set up beehives on site, following a survey to make sure they’re in the best place and partnering with local beekeepers so the bees are looked after properly, and we’re now also a corporate member of the Wildlife Trust,” he states.

Completion of a survey identified a former RAF firing range as the best location for the beehives, allowing them to be located in a sheltered environment that is unlikely to be affected by the many and varied activities that take place in other areas of the site.

Further evidence of the high level of trust between the two companies and staff members is provided by the fact that Mr Wright is the only member of the Mira Tech Park environmental steering group not employed by the business.

As the meeting progresses, it becomes very clear how the positive relationship has led to Pareo nearly doubling the number of services it was initially expected to manage.

Along with the improvements delivered on site has been increased levels of interaction with the local community, leading to visits from local scout groups and schools and the installation of ‘bug hotels’ and bird boxes.

There is also the potential to explain the world-leading developments that take place on the estate and encourage more young people to consider careers with both Mira Tech Park and Pareto FM through these and other activities.

Excellent service

While the achievements enjoyed by all stakeholders to date show the many positive elements that can be introduced by excellent FM service delivery levels, there is yet more potential to further extend these in the future.

In addition to the opportunities that continue to emerge on the existing 850-acre estate, Mira Tech Park has recently had plans approved to expand the site across the A5 road, increasing by another 145 acres and further extending the number of third party businesses on site.

This is highly likely to see the relationship between Mira Tech Park and Pareto FM progress to a new level.

Last year saw Pareto FM take responsibility for the client’s helpdesk, which has resulted in a further saving of £65,000 per year.

While this is an impressive total, it is relatively small in comparison to the £200,000 annual saving delivered since the company began working on site, all of which has been returned to the client.

When compared to the less positive approach to the outsourcing of services that is frequently described as creating “a race to the bottom” by only accepting the cheapest quotes, the mature and considerate relationship established by Mira Tech Park and Pareto FM clearly illustrates that this will continue to deliver sustainable outcomes that will be enjoyed by the company and its staff, its service provider and the local community for many years to come.

Breakthrough development for carbon capture leads to commercial venture

Amir Shiner explains his company’s CCS product and its potential to solve the longstanding issue of removing carbon from the atmosphere

Following references to the perceived difficulties in removing carbon from the atmosphere – or capturing it at the point of emission – the latest achievements of the RepAir organisation are likely to receive an enthusiastic response from organisations keen to progress their net zero carbon emissions strategies and all associated sustainability policies and projects.

The company has reported significant progress in the creation of energy-efficient CCS technology that it is now trialling before rolling out to the general market. Chief executive officer Amir Shiner says that after these initial trials are complete, the company will then aim to scale up to the stage of removing mega tonnes of carbon from the atmosphere and then plans to continue to the giga tonne phase.

Speaking exclusively to FM Director , Mr Shiner says: “While the previous efforts of people around the world has shown that it is possible to remove carbon from the atmosphere, there have been questions about creating an economically viable option that works at scale. So we’ve taken a different approach.”

One of the issues with previous methods of CCS technology was that it required large amounts of energy. This issue has been addressed by RepAir through the use of electro-chemical technology that has helped the company to overcome this and several other challenges.

“Our product has three important advantages, the first being that it only needs a fraction of the energy needed by other methods,” Mr Shiner continues. “We have a continuous process that only uses electricity and does not need or generate heat and that contributes further to our energy efficiency.”

He describes the second advantage as low cost that is further assisted by its reduced power consumption, but mainly by the modular design of its CCS product. It has no moving parts or liquids or solvents, which means that it is a simple process to add more modules and scale up.

The absence of other materials is a further advantage, he states, as this means there are no efforts required to recycle these or ensure they are disposed of responsibly, saving more time and effort.

This is proven technology and means we don’t have to reinvent the wheel, so to speak, and means we can rely on existing know-how, experience and production infrastructure

“We are really pleased with the results that show our product works at the lowest cost and can easily be scaled up to the mass production level quickly, as well. “I think we have a unique solution for this space,” Mr Shiner continues.

The RepAir CCS solution consists of on an electro chemical cell comprised of two, nickel-based electrodes, the latter of which is described as particularly important. “This is proven technology and means we don’t have to reinvent the wheel, so to speak, and means we can rely on existing know-how, experience and production infrastructure and that means we can easily continue to ramp up production,” he states.

The fact that nickel cadmium batteries have been in existence for decades further supports his comments and means that the company has a number of potential manufacturing partners already in existence. Discussions were ongoing at the time of the conversation with FM Director, with the confirmation of the results of these expected in the near future.

“Each module consists of what we describe as a ‘building block’, and we then connect those blocks. We just then need electricity but nothing else, which makes it easy to install, deploy and use at scale.”

He describes the third advantage as the economic viability of the product, assisted by the two previous points, which will continue to contribute to the ease of ramping up to the point of mass production.

Mr Shiner further states that the CCS product is the most efficient on the market, with the cheapest cost and its power consumption of 660kW/h is also the lowest of any other option.

Following encouraging results from initial tests, the company is now engaging in developing its technology further. Describing the company as emerging from its start-up position, Mr Shiner states that the next objective is increasing production to the level of 1,000 to 1,500 units per year.

This is due to be further extended to the level of 10,000 units and further complemented by live trials with partners, mainly in the US. This will include the removal of mega tonnes of carbon from the atmosphere, with the company already considering how to increase this to the level of removing giga tonnes of carbon in the future.

Reducing emissions

All these positive developments are combined with considerations for storage sites around the world, with Mr Shiner explaining how the siting of projects in the areas where these already exist will allow it to minimise shipping costs and continue to keep emissions as low as possible.

“And since our energy consumption is very low, we can start by connecting through the grid and still be economically viable. As the grid becomes more carbon neutral in the future, this will help us to improve the atmosphere even more,” says Mr Shiner.

He follows this with the statement that the company plans to continue its efforts to deliver further efficiencies through examining all areas of its operations, with the intention of reducing costs and increasing the advantages provided. The benefits achieved to date have been the result of introducing new applications for existing technology, he says.

“Speaking to potential clients over the last year, we’ve heard how keen they are but also frustrated that they haven’t been able to find the best CCS solution, so we’ve had a lot of very positive feedback and a great response.

“They’ve said that this is particularly true for capturing lower carbon emission rates at source, where traditional methods of carbon capture are just not economically viable,” says Mr Shiner.

Pilot schemes are currently being discussed and implemented, with the aim of proving the RepAir claims of providing the lowest priced and efficient option for capturing carbon emissions. These will also assist the company in its aims to further enhance the longevity and robustness of the product.

There is understandably considerable interest in the success of RepAir and its rapid progress to date, which is expected to continue to gain further momentum in the provision of effective technology to remove carbon at local and national sites around the world.

There are high levels of confidence in the business that everything has been put in place to ensure its continued development, with the aim of providing a wide range of customers around the world with the solution to their CCS requirements.

The Hybrid Hustle: How FM can make the office a magnet for employees

By Lynne English, operations director in Q3’s

IFM division, who shares her thoughts on how we have collaborated with clients to help their staff re-engage with the workplace, in the hybrid working era

The rise of hybrid working has fundamentally changed the way we use office space, so longgone are the 9am to 5pm days of dedicated desks and predictable occupancy.

The change created by Covid has been seismic, and many organisations are still struggling to resolve the question of the future “purpose” of the office in this new era. A few high-profile organisations have even tried to mandate a full, or partial return to traditional, office-based, without truly addressing that whole issue of purpose.

Sadly, I doubt many of these return-to-work edicts have been based upon facts and science. More likely they are based simply on a gut feel that it is the right thing to do.

It’s probably fair to say that many board members see home working as “out of sight and out of mind” and a recipe for slacking. Perhaps they also see their half-empty buildings and feel the need to realise the ROI on their huge corporate real estate investments?

From the workers’ perspective, there has been a fair amount of resistance to going back. After all, it’s difficult to promote such a policy when a Covid-enforced, remote-working model proved that people could be equally productive, and perhaps even more so, when working remotely.

Unsurprisingly, employees have totally embraced the flexibility provided by home-working and the positive benefits it offers for a healthy work-life balance. Maybe people have grown to love hybrid a little too much, if the battle employers are experiencing to get them back is any measure!

But consider for a moment the downsides of the dispersed working model. If you started your working life during the Covid lockdown, you would have been robbed of many of the benefits of officebased learning and induction, at a key time when the corporate culture would normally be embedded in your psyche.

It’s probably fair to say that many board members see home working as “out of sight and out of mind” and a recipe for slacking

New employees have subsequently returned to the office in a cultural void, not knowing peers and colleagues, or even the basics of where things are, and how things work. Ironically, more people have got to know the name of the cleaner than the name of the person sitting next to them. It’s not difficult to believe that on one of our contracts, we even introduced name badges to overcome this problem.

It’s easy to belittle the office, but there are benefits to office-based work. In one client’s operations, the contact centre team was reconfigured to home working during Covid, to ensure business continuity. The system worked and their customers’ needs were met, but an unexpected thing happened – the Net Promoter Score (NPS) dropped significantly. Coincidentally, when lockdown ended and the team returned to the office, the NPS suddenly improved again. Coincidence? Or was the collaborative, community environment and team interaction, responsible for stimulating better results?

So how should corporate leaders address my earlier comment on defining the new purpose of the office? My view is that we should frame the purpose of the office around outcomes in relation to culture, community, commercial return, and customer experience.

And if we accept this premise, the next logical question is, what do we need to change about our FM approach to maximise the benefits of a workplace-based workforce?

FM can be an important part of that change process through its ability to transform workplaces into dynamic, welcoming, and compelling places where employees want to spend their time. We can help people appreciate that the office is a destination where they can achieve corporate and personal goals, not just a place to sit down in front of a screen, while ignoring the people either side of them.

Certainly, it reinforces the belief we at Q3 have held for some time, that FM must prioritise the needs of the building occupants, ahead of simply looking after the buildings.

Offices should prioritise collaboration spaces, to maximise the opportunities for face-to-face

Here are a few ways we have helped some of our clients to define a new purpose for the workplace, by creating a culture that thrives in the hybrid era:

Designing workplaces for collaboration, not just concentration

Offices should prioritise collaboration spaces, to maximise the opportunities for face-to-face interaction. Invest in flexible spaces and furniture arrangements that can adapt to brainstorming sessions, team huddles, and client meetings. Consider designated “collaboration zones” equipped with whiteboards, high-quality screens, comfortable seating and good, accessible catering, that also allow easy socialising.

Make technology work to ensure seamless integration

“Bridge the gap between remote and in-office teams with top-notch video conferencing technology. Make sure the tech is easy and trouble-free, and that technical support is readily to hand. Ensure all meeting rooms are equipped for seamless virtual participation and invest in room booking technology and desk reservation systems, to avoid scheduling conflicts and optimise space utilisation.

Put wellbeing first and create a destination experience

Employees are easily repelled by a sterile office environment. To counter that feeling and make it more attractive, do the obvious things like investing in ergonomic furniture, good lighting, clean workspaces and temperature control systems designed for people not BMS engineers. Get the FM team walking the floor and engaging with people, so they are accessible, provide assistance and resolve minor problems on the spot, without staff having to resort to calling the helpdesk.

The key to a successful balance between remote and office working is understanding employee needs

And if you want the workplace to be truly welcoming, why not start by doing just that! It’s as simple as coaching your reception and front-of-house teams to physically ‘welcome’ people by name, as they arrive. It’s very powerful and means that folk always start the day with a smile on their face.

Put the emphasis on wellness and wellbeing – set aside dedicated wellness spaces like meditation rooms, on-site fitness centres and quiet spaces. And think about creating spaces that aren’t just about enabling work, by creating breakout areas with comfortable seating, games, a well-stocked coffee area and somewhere to eat and drink– anything that will foster social interaction that is not necessarily work-related.

Generating a positive ‘experience’ is where Q3 has really played a significant role in helping achieve change on our client sites. At our monthly client meetings we focus on the calendar, around which we design engagement events that provide a social focus and a good reason for everyone to be in the office. Proper relationships are forged at events and recently, we have had Easter egg hunts, pancake day competitions, charity fund raisers and even yoga sessions.

Organising that last event provided me with the challenge of writing one of the more difficult risk assessments of my career.

On days when the directors are in for a board meeting, we also invite staff to a meet and greet session, when they can have a coffee and a chat with people from the senior team.

Good communication is key to making these events work, so we get involved with all the internal comms, including email, intranet announcements and posters. Then on the day, it’s all about seamless logistics, such as laying on the bacon butties, pancake mix, pastries or yoga mats.

Gather employee feedback and adapt

The key to a successful balance between remote and office working is understanding employee needs, so it’s important to conduct regular surveys and focus groups to understand what employees need to achieve their work objectives.

This is an area led by the client but supported by feedback and data provided by the FM company. Then it’s a case of translating those needs into new layouts, amenities, and even cleaning schedules to optimise the office experience.

Recently, this has prompted initiatives such as locker storage and showers to facilitate cycle-to-work schemes, as well as the installation of transport charging points for the growing number of staff travelling to work by electric vehicle.

Our contribution to creating compelling workplaces is working, because staff are voting with their feet and showing a real commitment to coming back to the office through choice. If you feel that some of these ideas may work in your organisation, give it plenty of thought before simply replicating our approach.

Remember, one size doesn’t fit all and researching and understanding the needs of the workplace occupiers must be the first part of any strategy for creating a compelling workplace.

Partnership working key to delivering company growth

Mark Savage describes the process of establishing a reliable operation for the renovation of facilities that includes all the major disciplines required

One of the conundrums facing client-side FMs and managers of estate is that of finding the best service provider partners for the long list of tasks required to ensure they continue to be operated at optimum levels.

While many FMs prefer to use more locally-based, independent SME businesses – due to the fact that they are deemed to be more responsive and contactable than the larger FM companies – they report the issues experienced in finding the best of these. Having appreciated the difficulties faced by clients, the Gaysha principal contractor business has been established with the aim of providing high levels of quality service delivery in the refurbishment and fit out of facilities of all ages and condition.

Speaking exclusively to FM Director , Gaysha managing director Mark Savage describes the considerable efforts devoted to establishing the company and its wide-ranging supply chain. Its set up reflects his experiences over the last four decades of working within construction and civil engineering.

“People have been very much working in their own silos and having worked in various roles I ended up picking up a wide range of skills that have proved to be very transferable. Then a few years ago I was given the opportunity to work with Gaysha CEO Ian Elsey to establish an operation with an extensive and reliable supply chain,” he continues.

The intention was to create an operation that focused on high quality service delivery and providing clients with guaranteed outcomes that meet their objectives in all areas. The company identified that the majority of works required included mechanical and electrical (M&E), joinery, plumbing, flooring, decorating and general finishing.

“We’d already established the company as a provider of painting and decorating, refurbishment and general building works, so started to add more disciplines to Gaysha.

We’re finding that the business has grown but it’s also more responsive and flexible, which is also encouraging more clients to partner with us

“The first example of this was partnering with GS Contracts, which is principally a shopfitting businesses working mainly in the hospitality sector with its own joinery shop,” says Mr Savage.

He further explains how working with GS Contracts has delivered numerous advantages by adding its complementary services to the overall Gaysha offering. “It’s also great to be involved in a business that’s manufacturing something, which is something of a rarity these days and we’re quite proud to be associated with that.”

The synergy enjoyed by the two companies has seen them involved in larger refurbishment and refit projects around the UK, which has encouraged Gaysha to further extend its supply chain.

“The bespoke nature of GS Contracts combined really well with the construction services provided by Gaysha, so we started having discussions about adding more to the business and found an electrical company that we’ve since acquired,” he says.

“That means we’re now able to offer design and build capabilities for commercial premises, along with maintenance services, so that’s another box ticked. We’re also looking for a mechanical businesses to add to the mix, which will hopefully include plumbing services, as that’s another main area of work.”

New rules

The various updates and changes to the Building Safety Act have seen fire safety become another important consideration for FMs and project managers and Mr Savage explains how this is an area of activity within Gaysha that is seeing increased interest from clients. “We’re seeing a lot of demand for bespoke fire safety doors, so that’s another major activity for our joinery operation.

“A lot of surveys and fire safety reports are highlighting the need for existing doors to be upgraded, so we’ve included these in the day-to-day joinery works we’re completing, in addition to the more traditional operations of the making of sash windows, etc,” he continues. “We’re finding that the business has grown but it’s also more responsive and flexible, which is also encouraging more clients to partner with us.”

His emphasis on the partnership aspect is entirely intentional, as this was the aim of the company and the way it has expanded its service offering. Having established a high quality, reliable and collaborative operation, the company is now increasing its efforts to work with the clients that are most suited to its modus operandii.

“There has always been two types of client, with the first consisting of those that understand the value of the service, partnership and collaboration, with the second type of client being those who will always be price-driven. We understand that our self-delivery model will be difficult for some to accept, despite the fact that it will often provide the best value,” he says.

Bearing the above in mind, Gaysha is seeking to further increase the number of clients it partners with, while avoiding those who will base all contract awards on the service providers offering the cheapest price. Mr Savage also states that the company is mostly involved in working with the private sector, at present, although it deals with local councils for electrical works in some areas.

“We’re getting a lot of work with hotels, at the moment, and we find that’s through people and companies buying and refurbishing them, then running them for two or three years and then reselling them.

You’re either a contractual or collaborative animal, and I think maintenance can only be delivered on a collaborative basis

We’re also seeing that the new company tax laws are changing how companies work, as well, and that these are making it harder for them to fund projects.

“So rather than a full refurbishment, this is resulting in the owners of large, commercial premises just touching up their offices so they look acceptable. The cost of living crisis is also seeing more challenges to service charges, as well, so that’s going to continue having an effect,” he says.

“There are still a fair amount of projects on the market, but we’re also seeing the new regulations having an impact on how these progress. A lot of people are going through the process of getting everything in place and signed off before work stats on site, and there does appear to be a bit of a void coming in the wider industry,” he says.

Mr Savage states that complying with the new Building Safety Act and having everything in place before projects start can only be a good thing for those delivering the projects in question. He also believes the new regulations will see an end to many of the various negative issues caused by ‘value engineering’.

“This was basically due to people wanting what they can’t afford and expecting their contractors to subsidise their wishes. But it’s a difficult area and a lot of value engineering stems from the client’s aims to de-risk the project.”

Mr Savage states that he is very much in favour of the requirements of the Building Safety Act, which will provide much-improved clarity of the details of each project. This will allow all contractors to understand exactly what is required and make their work easier in future.

“This should avoid having those conversations at the end of a project about why a heating or plumbing system isn’t working,” he continues. “I’ve seen clients asking for these systems to be upgraded, but then forget that the supply pipes will also need to be larger because their new system requires higher volumes of water, for example.”

Plans for the future included increasing the number of specialist service providers within the Gaysha supply chain to allow it to achieve its ambitions for more growth. This will include a firm focus on its previously explained intentions and strong business culture.

“I think each company has to decide what type of animal it is. You’re either a contractual or collaborative animal, and I think maintenance can only be delivered on a collaborative basis. And any project that includes multiple stakeholders is rarely collaborative and is often just an argument.

“So we believe that our future lies in engaging with more projects that make the best use of our established supply chain. That will need more relationships to be established with clients who appreciate us as much as we appreciate them.”

These collaborative associations will need to be based on trust and fairness as the two main central elements, he continues. This will include prompt response to any issues to ensure they are resolved as quickly as possible and allow clients to continue to focus on their core business operations.

“We’ve made a good start on our journey but there’s still a long way to go and we’re enjoying the fact that our previous success is providing us with more scope to grow in the future,” Mr Savage concludes.

Latest appointments of senior FM professionals

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

Construction supplies provider Okarno, formerly known as Artex, announced that Samantha Rankin has been appointed as customer experience and solutions manager.

She joined the company’s new Value Chain team, which is dedicated to enhancing customer journey.

With 20 years’ experience in customer and membership relations, Ms Rankin will be responsible for ensuring a positive and seamless experience throughout the customer’s interactions with the business, from initial contact to aftersales support.

Workplace and school catering services provider Palmer & Howells has announced it appointed Sharon Linney to the role of national director of operations.

After studying hotel and catering management, she started her career as a graduate trainee, working for the Inner London Education Authority in the education catering department. As Ms Linney’s career progressed, she gained valuable experience in operations, catering development, and training.

More recently, Ms Linney worked for CH&CO, firstly as an operations director in its London Vacherin business, being part of the team when this business enjoyed significant growth; and latterly as director of operations, UK, leading its independent schools business. She was voted amongst the Top 50 women in UK foodservice in 2022 by The Association of Catering Excellence (ACE).

Global real estate advisor CBRE has appointed Julie Ennis as head of UK occupier (see FM Director October 2023).

In her new role, she will be responsible for leading CBRE’s occupier strategies to drive continued growth across all aspects of its occupier business in the UK, maintaining the firm’s market-leading position and expanding its occupier insights to its investor clients.

She joins from Sodexo, serving as CEO of its €700m Corporate Services and Energy and Resources divisions since 2019. During this time, Ms Ennis led multiple business initiatives including the successful launch of its workplace value proposition to clients across the life sciences, tech, media and telecoms, and financial and professional services sectors.

Three new heads of division have been appointed at the Fisher German property consultancy after it made a raft of promotions across the business.

The company named Liberty Stones as divisional managing partner for its Advisory Services division, Guy Hemus as divisional managing partner for its Property Management & Consultancy division and Matthew Hodgetts as department head for infrastructure consultancy, focusing on delivery and operations.

All three colleagues will play a key role in high-level decision-making for the partnership, which recently opened a major new office in Birmingham as it looks to grow its influence across key cities, as well as in rural areas.

Commercial property agency Lambert Smith Hampton (LSH) appointed senior planner Katie Gregory and associate director Chantelle Evans to strengthen its Birmingham office.

Ms Gregory, a seasoned senior planner and chartered member of the Royal Town Planning Institute, joins with over four years of extensive experience in the planning industry. With a proven track record of collaborating with commercial developers, land promoters, and housebuilders, she brings invaluable expertise in policy

Cresearch, planning statements, statements of community involvement and the facilitation of planning applications.

Ms Evans will strengthen the company’s commercial property management team in Birmingham. Having worked at Fisher German previously, she brings a wealth of knowledge and experience.

She has experience in managing multi-let industrial estates, serviced offices, retail parades, and single-let properties for a diverse range of clients, including private investors, trusts, SIPP providers, and property companies.

ommercial real estate management company Savills head of diversity and inclusion Chanelle Gray was presented with the Head of Diversity & Inclusion of the Year Award at the British Diversity Awards, held at London’s Grosvenor House Hotel last month.

The awards are designed to celebrate leading diversity and inclusion champions, recognising achievements over the past year across ethnicity, age, disability, sexual orientation, gender identity and religious beliefs.

Ms Gray won the award against a shortlist of 11 nominees from firms including Clifford Chance, Capita, National Grid and the RICS.

Savills Ethnicity group was also shortlisted for the Outstanding Ethnicity Network of the Year award.

How have this year’s economic developments affected sustainable FM business practices?

By Dominic Ponniah, CEO and co-founder of Cleanology

“Despite the tough economic conditions many businesses face, sustainability remains the number one priority for many of them – and that’s a positive thing.

“Yes, there is a cost attached to being sustainable. But unlike in previous years, companies cannot afford not to act responsibly, and in the interests of people and planet.

“Rather than being driven by a few individuals in a company, sustainability is now a non-negotiable, board agenda item.

“It’s part of how people do business, and investors increasingly want to see that too.

“Rather than row back on their sustainability agenda, companies are finding other ways to save money, whether that’s by cutting cleaning hours or reducing the scope of cleaning contracts.

They might be reducing their overall budgets, but that is not having an impact on sustainability efforts.

“In London, where we pay a Real Living Wage to our people, there is a realisation that paying fairly for cleaning is the only way to get good service.”

“Our company continues to take our sustainability impacts seriously. We have advocated for chemical-free cleaning for the past decade and we’re now almost chemical-free across our entire portfolio.

To tackle the issue of over-use of cleaning solutions, we developed our own portioncontrolled sachets of biological cleaning solution – a move that is saving more than 16,000 litres of water each year, and has drastically cut the use of plastic bottles, from 21,600 to just 600 PET bottles.

“Embracing energy-efficient technologies, such as LED lighting, electric vehicles and low-energy equipment, has substantially reduced our carbon footprint, and lowered costs. For example, our decision to switch our fleet of vehicles to fully electric is saving more than £3,000 a year per vehicle.

“Sustainability is also about fostering a new culture internally. As well as being a Real Living Wage employer in an industry known for low pay, we provide free English classes and mental health support. These benefits show staff that they are valued, and that doing the right thing lies at the heart of our business.

“Our ISO 9001 and 14001 certifications call for continuous improvement, efficient record-keeping and robust monitoring, with 10 consecutive years of outstanding accreditation.

Monitoring and measuring our activities at head office and across all our sites has provided a useful tool to show us whether we are setting realistic goals, meeting those goals, and planning ahead in the right areas. We are also looking forward to securing BCorp accreditation to take us to the next level.

“Our environmental policy also extends through to our supply chain, where our suppliers are rigorously scrutinized before approval to ensure they uphold our environmental objectives, and that those standards are maintained through our annual supplier audit.

“We don’t see any value in partnering with companies unless they are likeminded and similarly ambitious on sustainability.

“We make every effort to show a commitment to sustainability in every part of Cleanology.

“For example, our focus has now shifted to deal with the enormous plastic waste created by mop heads with plastic sockets. Given we use over 135,000 mop heads a year, we are now using mop heads where you only change the strings, not the plastic.

“Furthermore, following a successful trial and positive staff and client feedback, we became the first cleaning company in the UK to introduce uniforms made from recycled plastic bottles. This saves 7,000 bottles from landfill each year, whilst also saving on resources and energy to manufacture new clothing.

“To combat paper waste we had already seen the benefit of switching to digital with e-payslips for staff and e-billing for clients, resulting in a total saving of over 100,000 sheets of paper a year.

“Last year we went further with all quotes and staff inductions being issued electronically, saving a further 130,000 sheets of paper a year, not to mention the printer ink involved.

“Our recycling systems are designed for maximum participation. As well as our own site audits, we use an online portal which enables us to share real-time recycling data with our clients. We also host “lunch and learn” sessions to increase engagement.

“Staff receive in-depth training during induction, and also annual refresher courses. On site effectiveness depends on staff buy-in, so we hold regular “toolbox talks” and aim to inspire them to improve environmental performance.

“We regularly survey employees to assess their level of environmental awareness, which improved from 69% in 2019 to 81% last year. We aim to reach over 90% next year, and plan to implement the employee survey on a more regular basis, to keep better track of environmental awareness among employees.

“We now make clients aware of the environmental impact of the consumables they choose by providing carbon footprint measurement, country of origin and a sustainability star rating.

We host quarterly roundtable events engaging with clients, suppliers and industry stakeholders on key sustainability issues.”

“Embracing energy-efficient technologies, such as LED lighting, electric vehicles and low-energy equipment, has substantially reduced our carbon footprint, and lowered costs

Navigating the Future of UK FM: pricing, market dynamics, and emerging trends

By Baskar Sundaram, strategic growth entrepreneur leader

As businesses focus on cost optimization, efficiency, and sustainability, the demand for top-notch facilities and engineering services is on the rise. In this article, we’ll dive into the pricing outlook, market dynamics, and emerging trends shaping the future of FM.

Pricing outlook:

Brace yourself for some fierce competition in the pricing landscape for FM services. According to a recent survey, 70% of facilities managers are prioritising cost reduction. This means service providers are getting creative with pricing models like performance-based contracts and value-based pricing. McKinsey says companies using value-based pricing can boost profits by up to 12%, so keep an eye on those SLAs and KPIs when crafting your pricing strategy.

Market dynamics:

The FM market is fragmented, with big players and smaller firms battling it out. But the trend towards consolidation is picking up steam, with companies using mergers and acquisitions to expand their offerings and reach. In 2023, the top ten FM companies in the UK claimed 34% of the market share. Baachu Growth Analysis found 70+ acquisitions in engineering and cleaning services in 2023 alone. Keep an eye on these trends and consider strategic partnerships to stay ahead of the game.

Market attractiveness:

The global FM market is expected to hit $1.5 trillion by 2027, with the Middle East and Asia-Pacific regions leading the charge. Rapid urbanisation, smart building tech, and a focus on sustainability are driving this growth. The UK remains a powerhouse in the European FM market, with a projected value of $52.50 billion by 2027.

Evolving buyer expectations:

Buyers are looking for specialised partners who can deliver technical solutions from start to finish. While integrated facility management (IFM) is still in demand, our analysis shows a shift towards specialised “bundled services.” Sustainability is also a key factor, with 70% of buyers prioritising vendors with strong ESG practices.

Emerging trends:

1. IoT and AI predictive maintenance: IoT sensors, AI, and data analytics are revolutionising FM, allowing for predictive maintenance and huge cost savings. Baachu estimates $630 billion in annual savings across industries by 2027.

Service providers need to develop capabilities in IoT, data analytics, and AI to stand out and provide real time maintenance to the buyers.

2. Smart buildings:

The smart building market is expected to reach $120 billion by 2027. Companies should assess their abilities to deliver smart building solutions and consider partnering with tech providers.

3. Sustainability and energy Eeficiency:

Green building practices and renewable energy solutions are gaining traction as companies focus on reducing their carbon footprint. The global green building materials market is projected to reach $573 billion by 2027. Service providers should develop expertise in green building certifications and offer energy management services.

4. Workforce Ttansformation:

The FM sector is facing a skills gap, with an estimated 2.4 million unfilled positions by 2028. Employee churn rates have increased from 7.4% in 2022 to 10.6% in 2023, with toxic culture and poor leadership being the primary drivers. FM companies must prioritise workforce transformation initiatives, including training, upskilling, fostering a positive work culture, and implementing flexible work arrangements.

5. Retention challenges:

Baachu’s research reveals a 6% drop in UK FM supplier retention rates, analysing £2.1 billion in agreements. This signals growing frustration over stagnant innovation and deteriorating clientprovider relationships. An estimated 40% of UK FM contracts worth £6 billion face supplier turnover in 2024.

Conclusion:

The FM sector is undergoing a transformative phase, driven by evolving buyer expectations, technological advancements, workforce challenges, and a push for sustainability. To stay competitive, service providers must adapt their offerings, pricing models, and workforce strategies. By staying on top of emerging trends and investing in innovation, FM companies can position themselves for success in the years to come.

Want to learn more? Join our webinar on 26th March at 3pm (UK time) to dive deeper into the evolving buyer and workforce expectations in the FM industry.

Register now at https://baachurain.com/facilities-andengineering-services-in-2024-the-market-outlook-andcommercial-trends/ and receive the recording even if you can’t attend live.

In 2023, the top ten FM companies in the UK claimed 34% of the market share

Accessibility, inclusivity, and diversity in facilities management: Challenges, best practices, and solutions

By Konnor Baskaran, FM lead at mpro5

Accessibility, inclusivity and diversity have all become equally hot topics of conversation in various contexts, including the workplace and more broadly society. Although there are plenty of overlapping concepts in this terminology, there are key differences and independent challenges that need to be addressed.

As described by Verna Myers, diversity is being invited to the party: inclusion is being asked to dance. More specifically, diversity refers to empowering individuals by accepting, respecting and appreciating their differences. Workplace inclusion is equally important to consider, involving the implementation of standardised organisational practices that ensure employees of all backgrounds feel confident, accepted and valued. With 70% to 80% of disabilities invisible to the naked eye, ensuring everyone can easily enter, use, reach or obtain products, services and infrastructure is essential. Facilities management upholds a responsibility to actively acknowledge the multifaceted nature of accessibility and address the associated challenges faced.

Barriers to workplace accessibility, inclusivity and diversity

Unconscious bias is hardwired into humans, spanning various preferences in gender, race and culture. Management must employ strategies to ensure employees are educated and have access to relevant training courses and objectively evaluate important executive decisions such as promotions. More often than not, inaccessibility is unintentional, stemming from a lack of awareness or understanding. A common misconception is that limitations to accessibility are always related to physical barriers, however this extends beyond the provision of ramps and elevators. Whilst 44% of accessibility issues reference narrow stairs, doors or corridors, a staggering 90% of websites have been reported inaccessible to people with disabilities who rely on assistive technology.

The design of physical environments should always be suitable for individuals with diverse abilities, and virtual environments must cater to everyone’s needs.

Best practices

Navigating through the complex landscape of accessibility standards requires facilities managers to stay informed about the latest legislation and guidelines. Failure to comply poses legal risks and hinders the success of creating a truly accessible workplace. In promoting accessibility and inclusivity, facilities managers must adhere to best practices outlined in official guidance and take a proactive approach when checking new guidelines. This involves remaining current on the latest rules and regulations and ensuring compliance with standards like the Inclusive Mobility Guide.

Appropriate education and training are also essential, not only for staff in direct contact with the general public, but also for those involved in designing, planning, managing and maintaining facilities. Good training will ensure team members are consistently empathetic and have a comprehensive understanding of the diverse needs of others. These may include identifying areas for extra support such as personalised evacuation plans and safety protocol.

Regular inspections also ensure that workplaces remain compliant with industry standards and that the correct accessibility measures are in place. By systematically reviewing the physical infrastructure, technology integrations and awareness programs, managers can identify areas that require improvement. Those representing facilities management should aspire to create an environment that is universally accessible and positive, irrespective of the organisation’s services or products.

Embracing digital transformation

Facilities management has long surpassed digitisation and is now experiencing digital transformation.

Assistive technologies, digital communication tools and smart building systems can all be used to improve accessibility and contribute to a more inclusive workplace. Despite their expansive offerings, a survey conducted by Mitie reported that almost half of facilities managers are missing out on the benefits of digital transformation, and only 7% are implementing new technology. By leveraging software, managers can streamline operations to be more efficient, effective, profitable and compliant.

The pursuit of enhanced accessibility in facilities management goes beyond compliance and has become a moral imperative in curating an inclusive environment. From the physical layout of the workspace to the training programs provided to employees, every aspect contributes to the overall accessibility of an environment. By addressing challenges, adhering to best practices and implementing technological solutions, the facilities management sector will succeed in delivering the highest standards for customers and employees alike.

300 North is a team of Facilities Management (FM) recruitment experts who source permanent, temporary and fixed term contract solutions for the UK Facilities Management, Mechanical & Electrical and Construction sectors. Marketing@300nr.co.uk https://www.300northrecruit.co.uk 0113 336 5161

360 Sport Finance and Mentoring is dedicated to helping professional and semi-professional sporting clubs and venues with sustainable financial growth, including non-event day business. help@360accountants.co.uk www.360accountants.co.uk 01482 427360

A service provider for the future, Advance Facilities Solutions Ltd delivers complete building solutions to customers in the industrial, commercial, and domestic sectors. helpdesk@advance.fm www.advance.fm 01622 720 888

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AURA is a technology enabled security response network that enables anyone to access the closest vetted private security officer to their location, anywhere, anytime. ukteam@aura.services

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We create, maintain, and monitor healthy spaces –using pioneering online and apps-based technology. This includes working with suppliers and products in the marketplace to deliver long lasting and scientifically tested air and surface protection. info@envelo.solutions https://envelo.solutions 020 7096 1941

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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

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When it comes to pest control in London, Dyno-Pest understands how to handle your problems. We offer a simple solution, using the latest methods to deal with pests effectively and responsibly. info@dynopest.co.uk www.dynopest.co.uk 0800 802 1246

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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

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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

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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

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

Established over 70 years ago, KCS has rapidly grown from its roots as a respected local window cleaning business, to a nationwide commercial cleaning company. info@kingstoncleaningservices.co.uk www.kingstoncleaningservices.co.uk 01482 648 737

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Launched in 2008 following the merger of two 50-year-old companies, Magicccote provides a range of expert commercial cleaning solutions to customers across the UK. info@magiccoteuk.com www.magiccoteuk.co.uk 01482 211033

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Pace Security is a London-based privately owned company managed by some of the UK security industries’ most experienced and respected security industry professionals. Lindsay@pacesecurity.co.uk https://pacesecurity.co.uk/ 0208 529 3888

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Mobilityways is on a mission to make zero carbon commuting a reality. Our ground-breaking climate tech helps large employers to measure, reduce and report commuter emissions. team@mobilityways.com

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PPSPower (PPS) is one of the industry’s largest and most respected providers of generator and UPS (uninterruptible power supplies) installation, maintenance and repair solutions. sales@ppspower.com https://www.ppspower.com/ 0345 200 9888

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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

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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

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Working with globally recognised organisations, we are specialists in creating Online Induction Systems, Turnkey and Bespoke Software Solutions, Websites, Mobile Apps and a lot more. hello@res.digital https://res.digital 01724 376002

With over a decade of experience in safety solutions for working at height, we are the ideal partner for solving your roof safety problems, and we pride ourselves on having the highest level of commitment to ensuring safety at work. info@roofsafetysupplies.co.uk https://www.roofsafetysupplies.co.uk 07889 572315

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

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Safe Electric is an NICEIC-approved Electrical Contractor, serving Peterborough, Milton Keynes, and Cambridge. With 48 years of industry experience, our electricians and compliance experts can undertake any project. sales@safe-electric.com https://www.safe-electric.com/ 01487 813 600

At Safety Inspection Solutions Ltd (SIS Ltd) we’ve been helping companies to stay legal for over ten years. Our qualified engineers provide fair, efficient, and flexible onsite inspection services, working closely with clients to understand their needs. enquiries@sis-ltd.org.uk https://sis-ltd.org.uk/ 0800 6696 018

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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

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