FM Director October 2023 by FMBD Media

October 2023

EXCLUSIVELY FOR FM INDUSTRY LEADERS October 2023

Mark Tyson Transforming the LGIM real estate with FM best practice Sabri Marsaoui The journey from security guard to director of real estate assets Ian Pugh Championing the global SHORE Accreditation programme Ahmed Malik Benefits of accreditation by the Living Wage Foundation

JULIE ENNIS

fmbusinessdaily.com

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WELCOME

Raising the proﬁle of the FM industry

ne of the many regular topics of conversation with FM professionals has focused on the best means to raise the profile of our industry, with the overall aim of avoiding the mistakes of the past, including the ‘race to the bottom’ practice of awarding contracts to the cheapest bidders with no appreciation for value and/or sustainable practices. Amid the various recommendations to deliver this has been the creation of an FM government minister role, ensuring FM representation on the company board of clients and real estate owners, more formal professional qualifications and encouraging true partnership working between clients and service providers. While all of the above are essential elements, they also serve to emphasise the fact that there is no single solution or ‘silver bullet’ that will raise the profile of FM to the level required, it needs sustained effort from every one of us. The good news within this is that there are already many service providers, consultants, clients and individuals already working to the high standards required and showing the true value of the FM industry and the many advantages it delivers on a constant basis. Those wishing to see more evidence of this need only to browse through any issue of FM Director to appreciate the excellent examples of partnership working, strategic thinking and high levels of support for the community and charitable causes that have become a cornerstone of how our industry conducts itself. All these superb efforts should be appreciated for the way they assist so many good causes, also including the significant benefits and advantages they provide for their companies and the industry in general. As an industry, we need to move away from short-term thinking and low-value actions, including the ‘cheapest bid wins’ approach, to the more value-added method of contract delivery that includes high levels of sustainability for all partners. This takes courage and conviction but there are multiple examples of companies that have delivered this and enjoyed the increased benefits it brings to their business, its clients and industry partners and, in the best examples, society as a whole, while additionally including the raising of the profile of the FM sector. FM Director will continue to support the industry and celebrate its many achievements through the publicising of interviews, case study articles and reports on the many events organised on the basis described above and including all the excellent support for ESG, CSR and wellbeing policies that are placing people at the heart of all FM operations.

DENNIS FLOWER MANAGING EDITOR

As an industry, we need to move away from shortterm thinking and low-value actions

All the best

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4 Contents

CONTENTS

6 Meeting the expectations of businesses, employees and communities

Julie Ennis shares her thoughts on Sodexo’s considerable efforts to understand the current, post-Covid climate and the provision of potential solutions

12 The importance of data control in system operation

Discussing the question of whether it is best for clients or their service providers to own and operate their CAFM system

16 Fulfilling potential and justifying the faith of mentors

Sabri Marsaoui describes his progress from security guard to director of asset management and the importance of creating customer-centric work processes

20 Moving towards a technology-led future

The issue of recruitment has proved a vital one for many cleaning service providers, with sufficient numbers of new staff members becoming more difficult to find

24 Unlocking a safer tomorrow: How SSIP membership can simplify occupational health & safety Eleanor Eaton, SSIP Chair, discusses how the SSIP scheme provides assurance to clients that their suppliers have been fully assessed and certificated by an SSIP Forum Member, and how suppliers can demonstrate their occupational health & safety credentials with one simple, universal certification

26 Cornering the market in facility certification

Ian Pugh explains how his company has become the sole UK partner for the global SHORE Accreditation programme

30 Net zero partnership progresses through enlightened attitude Currys has partnered with Whitecroft Lighting to reduce energy usage and embodied carbon, resulting in the potential for consideration additional reductions in future

35 Triton Hydrogen supplement

How an innovative UK coatings company has unlocked the secret to using clean, green hydrogen as a central heating fuel source

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CONTENTS

44 Working at a higher level

PTSG is the UK’s leading provider of specialist services to the construction and FM sectors. Its five business divisions deliver a comprehensive set of services to its 20,000 customers, protecting their properties, places and people and ensuring their buildings remain compliant

EXCLUSIVELY FOR FM INDUSTRY LEADERS October 2023

Mark Tyson Transforming the LGIM real estate with FM best practice Sabri Marsaoui The journey from security guard to director of real estate assets

46 Changing FM service delivery through trust, honesty and culture

Mark Tyson shares his thoughts on the FM industry and the significant changes he has made to the Legal and General operation for the benefit of colleagues, clients, their customers and service providers

Ian Pugh Championing the global SHORE Accreditation programme Ahmed Malik Benefits of accreditation by the Living Wage Foundation

JULIE ENNIS Award-winning corporate CEO and ED&I champion

50 Increasing understanding of the impact of the menopause

In the drive to create healthier and more equal workplaces, SuperWellness is educating businesses on the need to understand the impact of the menopause on the lives of all colleagues

54 Third year of Hygiene Bank support sees £30,000 level exceeded Cleanology has increased its support for The Hygiene Bank charity following the staging of its largest and most successful fund-raising event

58 2023 CSA Awards event confirms winning entries

Having returned to its live event version of the CSA Awards, the association celebrated the success of its members at an evening of celebration earlier this month

Sponsored by Saving clients and suppliers £millions each year

0800 046 7320 fmdirector@fmbusinessdaily.com Managing Editor Dennis Flower dennis@fmbusinessdaily.com Designer/Production Manager Chris Cassidy Production Editor James Jackaman Head of Sales Andy Shields Managing Director Cheryl Ellerington Published by FMBD Bridgehead Business Park, Meadow Rd, Hessle HU13 0GD Printed by The Manson Group

60 Automation provides solutions to lack of staff and skills

62 Multi-academy trusts lead schools’ charge to zero carbon

For subscription enquiries and to make sure you get your copy of FM Director please ring 0800 046 7320 or email subscriptions@rbdpublications.com

Michel Spruijt explains how his company is providing positive solutions to many of the main issues affecting the FM sector

Alex Green, head of the Let’s Go Zero campaign, says trusts are showing their ambition to be zero carbon by 2030

64 Movers and Shakers 66 TMT announces this year’s diverse cohort of young professionals

Tomorrow Meets Today founders Sajna Rahman and Andrew Hulbert have announced the continuation of the initiative and its support for young members

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.

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Main c

INTERVIEW

Julie Ennis shares her thoughts on Sodexo’s considerable efforts to understand the current, post-Covid climate and the provision of potential solutions

Meeting the expectations of businesses, employees and communities October 2023

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INTERVIEW

ne of the many positive aspects of the FM sector is the eloquence of its senior personnel and their ability to communicate clearly and concisely. Evidence of this can be clearly seen in every issue of FM Director and its long list of exclusive interviews with industry leaders, the latest of which is with Sodexo UK and Ireland Corporate Services chief executive officer (CEO) Julie Ennis. Having initially worked in the financial sector in Ireland, she has transitioned seamlessly into the FM industry and is continuing to fulfil her potential in her additional role of Sodexo country president of Ireland. This includes applying her intelligence, energy and enthusiasm to all aspects of her work, as she explains one of the many exemplary efforts of Sodexo to support its clients, including its Work Experience Tracker (see more information below) research, carried out in association with YouGov, the results of which were published earlier this year. “Our research covered six countries, one of which was the UK to discover consumer attitudes to wellness, cost of living, inflation, return to the office and use of workspaces,” she explains. “We had more than 3,000 responses in the UK and they ranged from offices to factories and included a number of industries, and the survey was mainly based on primary information, with some secondary research results included, to show what employers are offering and what employees want,“ Ms Ennis continues. “It’s very clear that employers are looking for the perfect solution to solve the issues of attracting more

people to work at their office, but it’s equally clear that it’s not possible to apply a one-size-fits-all workplace strategy.” She explains that this is not possible due to the widely varying needs and expectations of individuals, combined with the type of business they work for and its culture. Having analysed the results in detail, the company has segregated the responses into the three areas of people, space and sustainability. “From the people side, 30% are saying that they feel disengaged with their employer and want to quit,” Ms Ennis continues. “And over 40% of employees are quiet quitters who are dissatisfied and looking for other opportunities and they are probably the people that employers need to engage with most. “Our results reveal that this is a risk for employers as these workers could move to other jobs, so we need to look at why this group is being overlooked. The question we need to ask ourselves is what piece of the puzzle are we missing?” Discussing solutions to disengagement, she states that improving benefits is often a positive starting point, with consideration for more financial support to be included in this, particularly in the light of the cost-of-living crisis. “These can be combined with the more typical types of wellness benefits, including gym membership and yoga classes, etc, and it’s important to include mental wellbeing in these, too,” she says. “The cost of commuting is another big issue, with 92% of people stating a preference for working from home citing this. We’re seeing more employers consider subsidised travel benefits for their workers, along with free or subsidised food.

Our research covered six countries, one of which was the UK to discover consumer attitudes to wellness

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INTERVIEW

They are the two big ticket items that can help with the cost of living, as well as wellness by helping colleagues with their financial resilience,” Ms Ennis continues. The company’s focus on use of space has led to many conversations with employers on the issue of encouraging more staff to return to their office to socialise and collaborate with their colleagues and others, she says. Comfort and suitability of the workplace to enable employees to complete their tasks is another important factor. “Although the design of the office is important, we need to look at how we can create more team and social events to encourage higher levels of collaboration, interaction and innovation. This will strike a balance between those who prefer to work from home and the needs of employers to see more people use their corporate real estate,” she says. Moving on to sustainability, this is particularly important to generation Z and millennial employees, Ms Ennis explains, with 90% of employees waiting for more clarification of their employers’ sustainability objectives. She states that the vast majority of businesses are keen to promote this aspect of their business, which indicates that more effective communication is required to ensure that employees feel fully informed and engaged. “But it shows that sustainability and ESG is hugely important for everyone, with the top three topics being energy, waste and plastics. And positive impact on their communities and environment is something that everyone is looking for,” says Ms Ennis. While the findings are “not rocket science”, the report is proving essential in assisting companies to consider what they need to change or do better. “It’s important that all actions are based on quality data, such as attendance levels and facts about the office environment to help you make the right changes in the workplace. It’s not just about the data, of course, but the insight that the data gives you into specific areas so that the correct decisions are made.”

A shift in nature She references the contributions of her employer’s Vital Spaces initiative to assist clients in improving the effectiveness of their facilities as workplaces continue to adjust to their post Covid19 requirements: “Before the pandemic, we were already witnessing a shift in the nature of workplaces and the need to be future ready. To help businesses adapt, we developed Vital Spaces - a strategic approach to transforming workplaces and preparing for changing futures. “Using Vital Spaces we redefined our London head office during the pandemic,” she continues. “Early surveys hinted at a new trend for the office to become a social hub, a place for health and wellbeing and a crucible for culture. Using data sensors from the office we are seeing this trend come to life with people gravitating towards the collaborative areas rather than the traditional workspaces.” Building further on the value of the Sodexo survey results, Ms Ennis has hosted roundtable discussions with client representatives. “I think we’re ideally placed as an organisation to bring all those people

together and share ideas on best practice on the points that are clearly important to employees and organisations and make things a little bit easier for our clients.” This additionally allows Sodexo to share the details of how it is managing its net zero, food waste reduction and CSR challenges. “It’s not just about sharing the results of the survey, it’s really helpful to bring clients into a forum that they don’t have, where they can also learn from each other. We do them quarterly and we’re going to continue because they’re so popular and valuable for our clients. “Not only do they help us to explore the main topics in more depth, but we’re also discussing additional areas that will help organisations, because no one has all the answers and some are finding it really difficult in some areas, while others are doing that really well. So bringing everyone together is an excellent way to help organisations improve their strategies wherever needed,” Ms Ennis continues.

We need to look at how we can create more team and social events to encourage higher levels of collaboration, interaction and innovation

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INTERVIEW

“All the things we’re hearing and learning from our clients will then be included in our next round of research and that will help to make that even more powerful.” Ms Ennis explored the results of the survey within a recent summit that featured special guest and renowned futurist Anne Lise Kjaer. The initiative allowed them to discuss the results of the research and what factors business leaders need to consider to future-proof their workplaces. Ms Kjaer is CEO and founder of Kjaer Global, which has been providing businesses and governmental institutions with insights to drive new models for innovation for the last 30 years. During the summit, she shared her predictions to simplify the complex trends of future, business and innovation, along with her thoughts on tomorrow’s futureproof organisations and how realising that

the future is now allows them to adopt an approach which factors in people, planet, purpose alongside profit. “This latest research and the insights discussed at our recent virtual summit with Anne Lise lay clear that a future-proofed workplace centres on a human-centric approach with the interplay of people, space, and sustainability at the core. The future of work is about adapting to these pillars and proactively evolving with them,” Ms Ennis concludes. Her award-winning efforts and multiple talents seem set to continue to be applied to assisting Sodexo and its long list of clients to meet the challenges of the future, combined with her determination to work to the highest standards in all instances. Readers wishing to view the full results of the Sodexo Work Experience Tracker can do so here: https://sodexouki.info/WorkplaceExp2023

All the things we’re hearing and learning from our clients will then be included in our next round of research

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INTERVIEW

Julie Ennis career details In addition to her responsibility for leading the Corporate Services business across the UK & Ireland, Ms Ennis also has corporate governance and directorial responsibility for the Sodexo activities that operate across Ireland. With over 8,000 colleagues in the Sodexo’s Corporate Services segment, it provides clients with an integrated offering, including workplace strategy and design, food services, cleaning, concierge, asset management, security, laboratory and grounds maintenance services - enabling clients to focus on their core business. Ms Ennis was the recipient of the CEO of the Year Award at the Image PwC 2022 Businesswoman of the Year Awards for her role in leading Sodexo’s UK and Ireland corporate services business through a fast, dynamic transformation which was accelerated due to the Covid-19 pandemic. An MBA graduate of the Michael Smurfit Graduate Business School, she previously held

numerous senior management roles with Bank of Ireland in sales, proposition development, strategy and operations for various divisions of the group. Ms Ennis is a strong advocate of diversity and inclusion, and takes a leading role on Sodexo’s global gender balance network. Julie Ennis board and committee involvement Board member of Sodexo global advisory board on gender diversity (SoTogether) Board member of Sodexo Ireland Board member of Sodexo Finance DAC Committee member, leaders group on sustainability, BITCI Committee member, The Institute of Banking National Advisory Council member, The Executive Institute

While the ﬁndings are “not rocket science”, the report is proving essential in assisting companies to consider what they need to change or do better

October 2023

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22/06/2023 11:29

CAFM

Discussing the question of whether it is best for clients or their service providers to own and operate their CAFM system

The importance of data control in system operation

here appears to be three approaches to dealing with issues within the FM sector, ranging from tackling them as soon as they emerge, waiting for further developments or ignoring them completely. Adding more complexity to these is the approach adopted by everyone involved, which can range from confrontational to reasonable or proportionate, to passive or even passive aggressive. Resolving issues is frequently the test of any professional relationship, displaying the level of trust between all partners and showing where improvements need to be made or proving the strength of the bond. This has been clearly illustrated when raising the topic of whether CAFM systems should be owned by the service provider or the client and

quickly illustrates the type and/or strength of the partnership in question. While some clients maintain the ‘parent and child’ approach to their supply chain, others take a more open stance and work in a more ‘we are all in this together’ and inclusive way. Opinions are frequently influenced by the position of the business and whether it is a client or a supply chain service provider and industry experts either advise against this or suggest seeking more independent views. All of the above apply to discussions over the ownership of CAFM systems but, it should be emphasised, do not indicate a particular preference. While some clients state they are happy for their service provider to own and operate the system, others will state the opposite.

The varying approaches seem to differ from one instance to another, almost regardless of the type of relationship between client and service provider, frequently down to the opinion of the individuals involved. These are almost always the result of past experience, both good and bad, with the topic of data often proving to be the one common factor. FM Director raised the question of whether clients or service providers should own the CAFM system in question with Smart Spaces chief executive officer Dan Drogman, who responds: “If you’re a commercial real estate (CRE) owner or asset manager with a portfolio of buildings, then no doubt you’ll employ a specialist FM services business to oversee your estate, schedule maintenance, manage orders and suppliers, and deal with all the invoice administration.

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CAFM

“If the FM firm uses its own CAFM platform to do this, then they control all the data and detailed knowledge about your buildings such that – if you want to exit a contract for say poor performance – you could be held to ransom given they have all the granular information about your operation. That’s the danger of this approach and may result in you staying with a non-performing firm,” he continues. Having succinctly explained the central discussion over the control of data, Mr Drogman explains an alternative approach: “The other way of managing things is to sign your own agreement with a CAFM software supplier and give your FM partner access to your system. In this context, you own the data and the relationship with the software vendor such that transferring a contract from FM business 1 to FM business 2 – as and when you like – is that much easier. “The flip side to this, however, is that good FM service providers live and breathe using their own customized software and generate commercial value and real success from it. Forcing another system on them, therefore, may actually be counterproductive,” he continues.

Data possession The issue of ownership of the CAFM system can be seen to be much more than a case of ‘either/or’ and is obviously deserving of detailed consideration. Perhaps the well known idiom “Act in haste, repent at leisure” can be applied to this conundrum to show that it is frequently best to take all options and factors into account before making the final decision of whether to purchase a system or use that of the service provider. “At the end of the day, what’s crucially important is that the CRE landlord or asset manager should have access – and possession – of their own data,” Mr Drogman continues. “This is the way to solve the system ownership dilemma, and actually means who does so becomes largely irrelevant. The key thing is that any CAFM deployment is about ensuring widespread adoption and making sure that any system is used properly. “To summarise my advice is that, first, the best route is probably to allow the FM firm to choose their own software as it just makes their job easier. Second, lean on their expertise as much as you can but ensure the data is yours and is easily exchangeable. This is the route to success. Third, recognize that data about a specific building increases in value over time, meaning that it has started to become part of valuations when properties are sold,” he says.

There is far greater understanding of the importance of creating focused data and this can be seen to be one of the driving factors in the CAFM ownership discussion. Further emphasis on this is provided by Mr Drogman’s closing comment: “Today, you don’t just sell the physical building on its own, you sell its digital assets, too. Owning your own data is of fundamental commercial importance as a result if you want to get the optimum price,” he says.

Ensuring trust When discussing the issues outlined above, service providers and their FM and real estate clients have the additional option of including their software providers in these conversations, with the aim of providing clarity on the situation and potential solutions. Within all these actions, one of the most important aspects to ensure is present is that of trust. Without ensuring this has been established between industry partners, there will always be doubts over whether comments and opinions are being expressed with the sole intention of improving the lot of the individual or their company. In many ways, this takes us back to the opening sentences of this article and can even assist in formulating or improving the FM strategy of any business. The main aim of any company is to operate on a profitable and sustainable basis and this is frequently seen to be much easier when truth, honesty and trust are at the core of all relations with industry partners.

The best route is probably to allow the FM firm to choose their own software

Focussed information Mr Drogman raises highly relevant points about the running facilities in general and the growth in appreciation of quality data and its role in raising the level of management being delivered. The emphasis has notably changed in recent years from the need to produce large amounts of data to that of generating focused information that can be analysed and further applied on a continual basis and create the optimal outcome of constant improvement.

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CAFM

Whilst profit is important, basing all decisions on financial value can often indicate the presence of short-term thinking and adoption of making money as the sole reason for a company’s existence. Setting out to discuss whether FM clients or their service provider partners should own the CAFM system, this topic has taken us to consider even more far ranging issues, including the continually adjusting attitudes of FM businesses. Perhaps this is another reflection of how and why the FM sector is continuing to change and flex in a number of ways to meet expectations and adapt to the current focus on sustainable practices, including those of CSR, ESG and the expectations of society. Another potential topic of consideration within this is how companies operating in the most responsible manner are continuing to increase the gap between them and their competitors and particularly those with more cynical approaches to their operations. The focus on honesty, truth and trust is frequently tempered with the need of businesses to make profit but there are ways to address this and avoid the descent into self-destructive thinking. The search for quality data through best practice use of CAFM systems can – and should – influence

appreciation of adopting a top quality approach to service delivery in all areas of the FM and real estate sectors. Without this it is highly likely that leaseholders will move on more quickly and make the task of retaining customers much harder to deliver.

Delivering success It is almost inevitable that achieving these aims will require more input and effort from FM teams, regardless of whether they work for the client or within the supply chain, but the success of delivering these will justify any added workload. Before we digress into even further wide-ranging discussion on the FM sector and its increasingly close working with commercial real estate businesses, we should aim to answer the question posed at the start of this feature. When considering whether it is best for the client or service provider to own the CAFM system, it is essential that all relevant members of the supply chain are consulted to provide a clear picture of the current situation and working practices involved. After considering and analysing the results of all conversations, this will allow more informed decisions to be made with the aim of delivering the best possible outcomes.

Today, you don’t just sell the physical building on its own, you sell its digital assets, too

October 2023

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INTERVIEW

Sabri Marsaoui describes his progress from security guard to director of asset management and the importance of creating customer-centric work processes

Fulfilling potential and justifying the faith of mentors

hen considering the common themes emerging within FM Director magazine over the first year of its existence, one of the most encouraging is that of the ever closer links between the real estate and FM industries and the long list of benefits this includes. Very few had even heard of the real estate or FM industries before they came to work in them, but

everyone spoken to over the last year has quickly come to appreciate the levels of opportunity and support they continue to provide. The majority of individuals also state they would have no hesitation in recommending them as a career option and many of these additionally say they would like to see more information on the industries shared with students, with the aim of attracting more young people to add strength and longevity to both sectors.

Our latest example of the above is provided by Rivington Hark director of asset management Sabri Marsaoui, who speaks to FM Director on an exclusive basis after joining the real estate company in early August. “I’ve only been with the company for a few weeks but I’m really happy with my new role and I can tell this was a good choice that will provide a lot of excellent experience and more opportunities,” he states.

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“I’m working with some very talented people and I can already see lots of areas where I can hopefully contribute very effectively and several others that will help me to continue to grow and develop.” His meeting with FM Director takes place 20 years after he began his first FM role, working as a security guard at a Cambridge leisure centre. “I had no thoughts about a career in real estate and fell into it entirely by chance, but have absolutely no regrets. I’ve had a great time in every place I’ve worked over the years and have benefited from the advice and guidance of some brilliant mentors,” he says. Mr Marsaoui was 24 years of age when he first began his security officer role and credits the centre manager, Michael Wiseman, with setting him on his career path: “Michael was in his early 60s at the time but was very generous in his support and the time he gave to help me progress. He made sure I was included in meetings where we discussed developments within the entire Cambridge area, not just in the leisure centre, and I learned a lot from Michael and all the senior people I began to meet.” One of the most important messages emerging from these early experiences was the need to place the customer at the centre of everything, he continues, including the application of best practice processes and theories. “One of the things I’ve learned is that you need to have the right facility, mindset and focus, looking at everything from the customer’s perception, taking into account the requirements of the ages and types of people that will use it to provide them with the best experience,” he continues.

Following his early positive experiences, Mr Marsaoui enjoyed rapid career progress following his initial promotion to security manager, leading to him progressing to health and safety and operations manager roles within three years. “I found I was one of the youngest managers but still had no thoughts about where my career was going or what I’d like to achieve, despite the fact I became a shopping centre manager in the West End of London. “But I’ve always tried to make a difference in every position I’ve worked in, with the overall aim of making the asset as attractive and successful as possible,” he says.

You need to have the right facility, mindset and focus, looking at everything from the customer’s perception

Responsibility and accountability His career continued in three-year cycles and after his third year at the shopping centre, he began looking for a position with more responsibility and accountability, resulting in him joining Praxis Real Estate as regional general manager. This met all his aspirations at the time and is credited with broadening his horizons and meeting his expectations. “I was in charge of four schemes and seven shopping centres, which was a massive increase in responsibility and required me to acquire a great deal of understanding about all aspects of the role and the portfolio of assets. “There were a lot of very different challenges than I’d seen in my previous roles and I really came out of my shell,” he says.

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INTERVIEW

Among the new skills he began to develop were those of people management and negotiation, which proved essential in communicating with colleagues, clients and facilities users and attributed with helping him to support everyone to work at their best level. He additionally explains the importance of looking for people with potential and supporting younger generations, following the example provided by Mr Wellman in his first role. “I’m always looking for colleagues who have that spark and enthusiasm that shows they have the potential to achieve much more than their current role allows,” he continues. “I will always remember how generous and supportive Michael was for me and it’s really rewarding when you’re able to help other people to progress.” In addition to supporting colleagues, Mr Marsaoui finds the customer centric approach to be the best strategy and the only way to ensure that the expectations of all stakeholders are met. One of the best examples of this is provided from his time as the shopping centre for Enfield in the Edmonton Green area of Greater London. “We had 174 tenants when I was there in 2018 and my main priority was the building of meaningful relationships with all of these. They really appreciated this approach and the end result of these efforts was that we exceeded all the financial aims of our business plan. “It was a case of getting to know the tenants and listening to them, which is one of the most important things to do, and that helped us to support them in the best way. I became known as the unofficial Mayor of Edmonton Green but it helped me to understand all the key areas that they needed us to support them in,” he says. The overall aim of the customer-centric approach is to ensure that everyone wins, Mr Marsaoui explains. Providing support for tenants and investing in the centre made it more attractive to visitors, which in turn resulted in an increase in attendance numbers.

Retail tenants within the shopping centre were then able to increase their sales figures, which then resulted in higher numbers renewing their leases, while also reducing the numbers of empty premises. With more customers remaining on site, one of the obvious benefits included rising financial returns and achieving the stated aim of making everyone winners. “It’s really important to realise that the outdated, old school philosophy of running shopping centres is no longer relevant. It’s harder to find retail tenants now and they often want shorter leases and much more support than we used to see 10 years or so ago,” he states. “That’s why I make sure that meaningful relationships are created wherever possible, which then allows us to help them succeed. If you can achieve that, then everyone’s a winner,” says Mr Marsaoui. He further explains how he found it very difficult to leave his previous employer, having enjoyed his time there and working with his former colleagues, but has found his new role with Rivington Hark is already exceeding his expectations. “It’s an excellent business, with around £1bn of assets and we’re working with local authorities and private clients, so there are lots of opportunities for more growth and I’m very excited to see how much more we can achieve,” he says. “They don’t just look at buying an asset and expecting it to continue to make money for them, they look at how to add value and make it better, to increase and improve its performance. There’s a much more diverse mix of tenants and it’s very important that we avoid some of the more negative issues in real estate to work with everyone as closely as possible. “There are so many opportunities within the redevelopment of assets and our consultancy work with local authorities is excellent. They tend to own all their town centre real estate, which means we can help them to transform their city centres and avoid some of the issues you see around the country.

I became known as the unofficial Mayor of Edmonton Green

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INTERVIEW

“The best part of this is that most projects are long term and there are no knee jerk decisions, and it’s all about doing what’s right to attract visitors and keep people on board. There’s a different mindset in managing assets now and it’s much more about providing a positive experience and make sure you keep up with all their future needs and developments, and that will help the asset to remain relevant,” he says.

A focused approach Close working with all stakeholders is now essential, he continues, and this includes all service providers and supply chain members, in addition to colleagues, customers and users of facilities. “Of course, you have to do all the day-to-day things to manage assets but you need to drill down into all the granular detail as well, to make sure that each one is being run in the best way. You have to live and breathe the asset to make sure it continues to work well for everyone and, wherever possible, increases in value.” Increased effort and inclusion of all the elements this requires will result in some elements that appear to be competing against each other included in the mix, he continues. This does not mean they should be excluded, however, and Mr Marsaoui stresses the importance of their inclusion to achieve the desired end result. “That means you have to be open and honest with everyone so there’s complete understanding about how much it costs to maintain the asset and keep it clean. We have to share all this information and make sure we avoid the cloak and dagger approaches you see from some real estate managers, and that includes breaking down any barriers between real estate and FM, for example,” he says. The success of his approach can be seen in the fact that Mr Marsaoui was directly involved in the submission of 14 award-winning applications in just three years in his previous role.

In addition to the IWFM Impact Awards, he has enjoyed winning recognition with RIGA and other major initiatives covering sustainability, social impact and marketing. “I’m really passionate about what I do and I’m always looking to learn from other people, so it’s really important to listen to them in meetings, as well as making meaningful contributions and sharing all your knowledge and expertise. That’s how we can help all our colleagues to grow. I don’t agree with people that always look to recruit others less clever than themselves, because that doesn’t help you to achieve the best results. I’d much rather employ people cleverer than me and never regard them as a threat because you need to allow the team to become more knowledgeable and skillful.”

You have to live and breathe the asset to make sure it continues to work well for everyone

Hard work His message for those beginning or aiming to progress their careers is straightforward: “Don’t be afraid of hard work and making that commitment, the world is your oyster and there are so many excellent opportunities for people with the right approach and attitude. “It’s important not to be discouraged if you don’t succeed immediately, as some things need time and effort to achieve. You need to be who you want to be at work and it’s essential that you make sure you’re always learning, particularly from your mistakes and the things that don’t go so well, so you can make sure that they’re better the next time,” he says. Practising what he preaches, Mr Marsoui has engaged on a two-year, bachelor degree course in real estate with Manchester University at his own expense, as he believes this will be an important aspects of achieving his future aspirations. “I’m taking the long-term view and this will provide me with another stepping stone in the future. I won’t stop trying to achieve more and I also believe that the more I achieve, the more I can help all those around me,” he concludes.

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CLEANING

The issue of recruitment has proved a vital one for many cleaning service providers, with sufficient numbers of new staff members becoming more difficult to find

Moving towards a technology-led future October 2023

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CLEANING

ne of the more negative aspects of the FM sector has been the attitude that cleaning is a low paid job, with this view further supported by contracts that are based on price and include little scope for added value. Thankfully the Covid pandemic has helped to change the mindset of many in this regard, with more people regarding cleaning staff as essential workers and expressing increased recognition for the work they do. The move to more socially-responsible business practices has also contributed to this, providing additional impetus to improving the lives and pay structures of members of the cleaning sector. More evidence of these advances can be seen in the success of a growing number of clients and service providers in becoming accredited as Living Wage employers. The advantages they receive as a result are proving helpful in attracting other businesses to aim for this, as well.

Living wage One of the recent announcements regarding Living Wage accreditation has been provided by the Enlight Group. It was formed as a cleaning service provider but has since branched into other areas as the company expands. The company is the latest of a growing number of cleaning service providers to sign up to payment of the National Living Wage and enjoy the benefits this provides. In addition to meeting many of the CSR and/ or ESG ambitions of each company and its clients, adopting a more responsible attitude to payment of staff is also delivering numerous other benefits. Enlight Group chief executive officer Ahmed Malik is the latest business leader to appreciate the results of working within the requirements of the National Living Wage. This is accredited with improving staff retention rates, raising levels of employee wellbeing and endorsing positive relationships with clients, among various other beneficial outcomes. Speaking exclusively to FM Director, Mr Malik said: “Enlight Group is thrilled to announce its accreditation by the Living Wage Foundation. This achievement is a significant milestone for us, reflecting the dedicated efforts we have put into attaining this goal. “We would like to express our gratitude to our hardworking team who have played an integral role in our success. Rewarding their commitment is of utmost importance to us, as we recognize that Enlight would not have reached its current position without their invaluable contributions.” Another area of improvement is that of encouraging more people to consider a career within the cleaning sector, another essential factor in addressing the issues faced by the majority of UK businesses over the last two years. With businesses continuing to report on how the lack of staff is affecting their day to day operations, including preventing expansion and the inability to take on new contracts, solving the recruitment issue is increasingly seen as one of the most pressing needs. There are numerous options available to cash-rich businesses to address the issue, although this will not apply to every company. Another of the current

The Daleks in Doctor Who were never able to cope with stairs or corners Robots The popularity of robots and automation in general and that’s also is that they do not require holidays or work to set timescales and are unlikely to require sick leave. true for cleaning How the increased use of robots will affect contracts has yet to be fully determined, but this is another machines topic deserving of additional coverage in the future.

popular discussions within society in general is that of the growing impact of artificial intelligence (AI) and its potential to replace workers with robots. Many have described how AI and its role in the automation of repetitive tasks is particularly suited to the cleaning sector. The use of automatic cleaning machines continues to grow in a number of settings, driven by the application of AI.

Those adopting a more realistic approach are liable to point out that robotic cleaners will need to be recharged or refuelled at regular intervals, as well as requiring servicing, maintenance and repairs. Several of these tasks will need to be completed by humans, of course. With the topic of AI creating a conundrum that needs to be addressed sooner rather than later, pressure is continuing to grow to solve the divisions that are appearing between those calling for increased use of AI and others that are demanding stricter control and limitations. Fears of allowing a society to be created that falls into the areas described in George Orwell’s 1984 novel are contrasting with those who are urging everyone to embrace AI and enjoy the results.

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CLEANING

The more negative responses frequently refer to the way AI will replace people, which has been a common reaction to all types of technology in the past. Using FM Director as an example, producing the magazine in the 1970s and 1980s would have required significant numbers of people to complete the writing, production, printing and distributions tasks involved. Fast forward to today’s world and we can see that the use of modern technology and automation requires a fraction of the numbers of staff that were formerly involved, yet the UK has posted some of its highest employment levels for decades in recent years. While the printing and publishing industry has seen many jobs replaced by technology, the opportunities created elsewhere are more than sufficient to make amends for these and this will no doubt be the result of the increased use of AI.

Zero tolerances Further support for the theory that any reductions in job numbers due to the uptake or input of AI will not have the devastating effect predicted by many comes from industry experts engaged in the application of software for robotic cleaning machines. They have reported that it remains impossible for automated cleaners to operate to zero tolerances, which is what will be required to ensure 100% coverage of floor cleaning, for example. Others have adopted a more humorous approach by explaining that automated cleaning machines suffer from the same issues experienced by TV entertainment shows: “The Daleks in Doctor Who were never able to cope with stairs or corners and that’s also true for cleaning machines,” is one of the more typical explanations heard in recent years. This means that human input is likely to be required for some time to come and further examples of the interaction of cleaning staff in all areas of FM can be shared to provide more depth to the understanding of how the industry approaches its tasks. FMs in a variety of settings have reported how they have worked with

all their service provider teams to ensure that the needs of their customers or facilities users are placed at the centre of all operations. If an area is sufficiently clean and the team is on site, for example, those willing to support their client and fellow supply chain members have been known to engage in other tasks and assist their client and industry partners. While some have undertaken cleaning duties in areas of the facility they would not normally visit, others have completed extra curricular tasks including the painting of car park spaces, the tidying or rearranging of furniture and accessories and a number of other duties. Another factor deserving of more consideration is the value of human interaction provided by all staff members and particularly those within FM service providers or the teams of client-side FMs. They are frequently seen as being the main point or contact with clients or those using facilities and seen as an extension of front of house services in many instances. The presence of cleaning staff was seen as vital throughout the pandemic, for example, and provided high levels of reassurance for the employees of clients and those using facilities at a time of considerable uncertainty, due to the emergence of the Coronavirus. Being able to see other people present on site and cleaning surfaces and touch points has been cited as the deciding factor in the decision to return to the workplace following the end of lockdown conditions. Another line of reasoning emerging is that in the circumstance when robot cleaners result in staff having less pressure to complete their tasks can lead to increased interaction with clients and other team members to enhance the positive response that has resulted from heightened levels of personal communication. More thought needs to be devoted to this, of course, as all interactions need to be completed on a professional basis, which may require training or careful selection of employees to ensure that those with the ability and desire to engage in these areas have the necessary level of understanding and support.

Fast forward to today’s world and we can see that the use of modern technology and automation requires a fraction of the numbers of staff that were formerly involved

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CLEANING

Remaining competitive It is unlikely to be the case that any of the scenarios proposed above become an overriding factor in everyday business duties and are included to raise awareness of the potential impact that increased use of AI and automation may have and allow industry leaders to prepare accordingly. The need for businesses to remain competitive and steal a march on other companies is likely to be one of the main driving factors that decide how quickly these aspects of new technology are adopted. Another potential area of discussion is whether the cleaning sector is sufficiently prepared for the

increased use of AI and the impacts that this may have in the future. Those wishing to address the perception that it is low paid, ultra-competitive and including limited career prospects can use the application of new technology to do this. Whether the cleaning sector emerges as the forerunner of greater levels of automation throughout the FM sector remains to be seen, but the potential is undoubtedly there. It seems unlikely that the FM industry will be replaced by robotic alternatives on a wholesale basis and this provides both hope and encouragement for continued development of best practice and professional delivery of customer services.

To attract and retain talent it takes an unconventional recruitment approach

How has the cleaning sector coped with recruitment issues? Biovate Hygienics founder Nick Winstone shares his thoughts on how his business addresses recruitment challenges: “New recruits to the company – known as ‘Biovaters’ – find themselves working in A-rated energy efficient offices in an idyllic former manor house in Northamptonshire countryside near Towcester, powered by sustainable energy. Ten percent of the company’s profits are shared with employees and staff have access to a gym at the office, as well as a counsellor, paid for by the company.” The company, which has been named as this year’s Start-up Business of the Year at the European Cleaning and Hygiene Awards, encourages staff to take a break from their hectic routine away from the office by meeting at local hospitality establishments for a team lunch to boost morale. This is part of a clear commitment to make the company a fun place to work and assist employees in preserving a successful work/ life balance.

“Biovate’s recruitment strategy has been based on developing a ‘talent pipeline’. To attract and retain talent it takes an unconventional recruitment approach, by looking externally and internally at the industry to secure the right people to support growth,” he continues. “To ensure it continues to support growth, it looks at the people, their skill sets and how they will fit into the team’s culture, first and foremost. Also vitally important to Biovate’s journey is tapping into former colleagues with relevant industry experience who have bought into the start-up’s vision and want to be on board. They are part of Biovate’s ‘Talent Pipeline’ of continuing conversations,” says Mr Winstone. Amid plans for a new expansion drive, the company will be recruiting for roles including catering engineers, technical sales managers, hybrid engineer/sales roles and account managers, who will be responsible for managing relationships with its distribution partners.

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ADVERTORIAL

Eleanor Eaton, SSIP Chair, discusses how the SSIP scheme provides assurance to clients that their suppliers have been fully assessed and certiﬁcated by an SSIP Forum Member, and how suppliers can demonstrate their occupational health & safety credentials with one simple, universal certiﬁcation

Unlocking a safer tomorrow: How SSIP membership can simplify occupational health & safety

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Why choose SSIP? Now, you might ask, “What sets SSIP apart? Why should my business become a member?” So let me share the numerous advantages SSIP can offer: Legal compliance: SSIP’s assessment ensures your business’s legal compliance with UK Health and Safety legislation. We take the guesswork out of regulatory adherence, leaving you with the peace of mind to focus on your operations. A universal, recognised standard: SSIP is the only recognised standard for Health and Safety. It’s not just us saying it; it’s the industry, clients, and even the Health & Safety Executive vouching for our credibility.

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Become part of SSIP: unlock your gateway to safety and success For clients, being part of the SSIP scheme provides the confidence that the suppliers they use meet the threshold of initial competence needed to fulfil their duties, allowing them to focus on Stage 2 of the procurement process. For suppliers, becoming SSIP certified is a commitment to excellence. It’s a promise to your employees, clients, and partners that safety is not just a priority; it’s a way of life for your business. I invite you to explore the SSIP website to learn more about how it can support your organisation. Visit our portal and understand how SSIP can transform your approach to Health and Safety. Working together, we can create a safer tomorrow. For more information, please visit ssip.org.uk

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Saving Clients and Suppliers £Millions Each Year. Mutual Recognition. One Universal Standard.

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INTERVIEW

Ian Pugh explains how his company has become the sole UK partner for the global SHORE Accreditation programme

Cornering the market in facility certification

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INTERVIEW

mid the drive to raise levels of professionalism throughout the FM sector is the call for improved compliancy and accreditation in all areas, with the overall aim being to raise the industry’s profile and levels of recognition. This does not mean that the FM industry is unprofessional, of course, just that it is considered to suffer from a lack of recognition. The benefits of raising its profile include attracting more people to choose FM as a career path and gaining higher levels of investment. Complying with globally-recognised standards is regarded as a highly effective means to achieve the above, resulting in increased UK interest in schemes such as SHORE Accreditation. Created by the Safe Asset group, the acronym standards for safe hospitality, retail and exhibition assets (SHORE).

UK agent Although the initiative has attained recognition around the world, it was not until last month that it was confirmed that a UK accreditation partner had been appointed. PAL Protect is now its official agent in the UK and director Ian Pugh spoke exclusive to FM Director to explain the details of the initiative and its aims for the UK. His impressive career began by joining the army after leaving school, after which he joined the security sector in 1985. “I started as a security officer for a large, man guarding company, working at various corporate retail locations,” he explains. “Having worked my way up through various management positions, I finished my term with the company as a contract manager of a large, national account.”

In 2006 he became the national head of security for the Europa business. The FM service provider was expanding rapidly at that point and had recently included security services in its offering. “This was also the time when the Security Industry Authority (SIA) were bringing out the Private Security Registration Act that followed the legislation in 2001, which saw the beginning of the Approved Contractors Scheme,” Mr Pugh continues. Having begun working for Europa through the Anchor recruitment service provider, he further states that he is continuing to work with the latter to this day. “When I first started with Europa they only employed around 50 to 60 security officers, but had just been awarded Chapelfield Shopping Centre in Norwich, which was the Capital Shopping Centres contract.” In addition to supporting this contract, Mr Pugh was tasked with increasing the company’s security business and this was greatly assisted by the award of five more contracts with Capital Shopping Centres. Europa’s expansion ambitions were further supported by investment from another large FM provider and as its staff numbers increased, he began working with Geoff Grateley (see FM Director April) for the first time, with the company becoming one of the largest providers of security services to shopping centres by 2011. “We worked in a joint venture with what was to become intu when Capital Shopping Centres rebranded. intu wanted to self-deliver services and Geoff Grately was the account director responsible for the Capital Shopping Centres, who was tasked with creating an in-house model for FM services for all their facilities,” he continues.

If the facility is well looked after, secure and safe, then we think that’s a big asset, both for managers and owners and their clients

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INTERVIEW

“My job was to create the in-house security division of intu and all this worked well, with the result that in 2015 I became intu group head of security. At its peak, I was responsible for 15 UK shopping centres, including joint ventures with three major centres, and then we acquired three centres in Spain,” says Mr Pugh. He was responsible for the security strategy of 21 shopping centres in total, with more than 700 security officers directly employed. His career success included joining the Security & Safety Committee of the Revo organisation (formerly known as the British Council of Shopping Centres). “I was also the deputy chair of the Counter-Terrorism Information Exchange, working with the National Counter-Terrorism Security Office, where owners of large, publicly-accessible locations would gather to discuss protection best practice,” he continues.

A new start When the Covid pandemic closed shopping centres around the UK in 2020, Mr Pugh was made redundant when this resulted in the demise of the intu business. After considering his options, he made the choice to establish his own consultancy business and was contacted by the Anchor chief executive Andrew Harper with a request for his services. “We started the PAL Protect Consultancy division within Anchor, and in addition to providing consultancy services to all their cleaning, security, parking and other FM services, we also provide advice and guidance to the wider industry and have completed a number of key projects over the last two years,” he says. “Then around two years ago I was contacted by Erik Engstrandt, the CEO of the SAFE Asset Group, who I’d met previously during my work on the Security Committee of the European Council of Shopping Places. He had been invited to speak about the importance of resilience and risk management,” Mr Pugh continues. Mr Engstrandt’s company had created the SHORE Accreditation which is active within more than 30 countries around the world, working with major owners and FMs of real estate to deliver independent assessments to prove the preparedness and optimum performance levels of their facilities. Having successfully completed detailed assessments, this is used to reassure leaseholders,

clients and facilities users of the high levels of safety of each asset. “Erik knew about my work and wanted to get SHORE Accreditation better established in the UK, so we entered into a contract to deliver this about a month ago as the UK partner. “That means we’re the only company in the UK that can assess and certify organisations for their management processes and preparedness to show that they are managing their assets safely,” he says. Mr Pugh feels that the timing of this complements a number of developments within the UK, including the Terrorism (Protection of Premises) Bill currently making its way through Parliament that will require companies to prove that they have sufficient plans in place to deter and minimise terrorist attacks in publicly accessibly premises. He supports the act and was part of the initial consultation with the Home Office.

We’re the only company in the UK that can assess and certify organisations for their management processes and preparedness to show that they are managing their assets safely

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INTERVIEW

We saw from the Manchester Arena attack that organisations weren’t necessarily prepared and we recognise the need for legislation around terrorism

“But SHORE is not about terrorism, it covers all areas of a management of an asset and shows that your team can react to deal with any development,” he explains. “it’s a long-standing certification scheme and people around the globe can see the benefits of it. “We saw from the Manchester Arena attack that organisations weren’t necessarily prepared and we recognise the need for legislation around terrorism. But we also recognise the importance of evidencing that your whole process of managing a facility is safe and secure,” says Mr Pugh. “PAL Protect can now come in and risk assess and support companies and assist those who don’t have the best procedures in place to establish these. Then at the end they can show everyone they have a safe place.”

Positive aspects He lists a number of benefits, including improved brand reputation, improved insurance premiums, proof of the governance aspect within ESG policies, as well as proving the effectiveness of environmental and sustainability policies. Messrs Pugh and Grateley are already speaking to major real estate owners and receiving positive feedback, with many more in the pipeline. “It’s exciting times and we’re speaking to all types of organisations and saying ‘we believe we can help you’. “It’s a partnership and if we find everything is great, we’re always very happy, but if an organisation would like more assistance, we’re more than happy to help anyone to adopt what is already an internationally-accepted global solution for resilience and risk management in publiclyaccessible locations,” says Mr Pugh.

He further explains that the accreditation can include the management of entire facilities and estates, or individual tenants within these, to show they are being managed safely. Those seeking to lease commercial premises frequently have a number of options to consider, he continues, and the facilities that can prove they are managed correctly and safely will have more chance of attracting the best tenants. “If the facility is well looked after, secure and safe, then we think that’s a big asset, both for managers and owners and their clients,” he states.

Level of achievement The various steps to gain SHORE Accreditation include initial contact to discuss the level of certification required. This can be standard, gold or platinum and require a short discussion with the owner or manager that includes completing a selfassessment form and answering initial questions. “We’ll be able to determine from that what level they can achieve. For the gold or platinum levels, this often requires two days on site to go through all the processes and procedures. Within that conversation we can also advise on adding or improving any area. “It’s not a long procedure but it’s very detailed and it’s all about have a conversation to help organisations realise where they are and assist them to gain accreditation. This lasts for three years and will be recertified every 12 months, with PAL Protection always available to offer any additional advice needed.” Although the PAL Protection and SHORE Accreditation partnership is still in its early stages, Mr Pugh is very enthusiastic about the levels of positive response from those contacted so far, with many more opportunities available for the rest of this year and throughout 2024.

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CASE STUDY

Currys has partnered with Whitecroft Lighting to reduce energy usage and embodied carbon, resulting in the potential for consideration additional reductions in future

Net zero partnership progresses through enlightened attitude

igh Street retailer Currys reports that it is fully committed to achieving net zero emissions by 2040 by reducing the impact of the energy and resources used within its own operations and also those of its extensive supply chain. Its reduction target accordingly includes a detailed plan to address Scopes 1, 2 and 3 emissions measured against a 2019/20 baseline. Currys presented its detailed proposals to the Science Based Targets initiative (SBTi) and has received official approval for these. It further reports that its targets covering greenhouse gas

(GHG) emissions from Scope 1 and 2 operations are consistent with reductions required to keep global warming to 1.5°C, the most ambitious goal of the Paris Agreement. The company’s target for the emissions from its supply chain (Scope 3) meet the SBTi’s criteria for ambitious value chain goals, meaning they are in line with current best practice. It states that its commitment to net zero meets a significant number of the requirements of the SBTi Corporate Net-Zero Standard. Currys further explains that its emissions reporting is based on the GHG protocol and its Scope 1 and 2 emissions have been assured against the ISAE 3410

and ISAE (UK) 3000 standards by KPMG, using a range of KPIs to measure progress and identify further metrics to manage energy cost increases, including the percentage of vehicles converted to EVs or alternative fuels. The company also reports its Scope 3 emissions, the recyclability of product packaging and the weight of e-waste it collects for recycling and reuse. These metrics will be further refined for improved monitoring and it is continuing to address wider climate-related risks, while reporting on the key data it uses to monitor progress, including the move towards circular business models.

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CASE STUDY

One of the ongoing initiatives throughout the company is the rollout of LED lighting, in partnership with Whitecroft Lighting (see Enlightened partnership approach below) and the optimisation of its building management system (BMS) control for heating, ventilation and air conditioning (HVAC) systems, further complemented by reducing the use of lighting with various trials and improved reporting of consumption and monitoring.

Wise approach The entire cost of purchase and installation of LED lighting is expected to have a payback period of less than two years, providing yet more incontrovertible evidence of the wisdom of its approach and the positive impact of its partnership with Whitecroft Lighting. The business has maintained the certification of its energy management system through ISO 50001:2018 for its UK and Ireland estate and fleet of vehicles, which is place for the next three years. Additional divisions of the company, including Elkjøp Nordic, Kotsovolos and its UK Customer Repair Centre in Newark, Nottinghamshire, are ISO 14001 certified, further complemented by the use of its environmental management system to deliver additional improvements. Extensive use of renewable energy is further supporting the company’s net zero journey, with 100% of its facilities in the UK, Ireland, Greece, Cyprus, Sweden, Norway, Finland and Denmark powered by renewable electricity. A significant factor within this is that the company includes all

sites, even those where it is not responsible for the supplier contract. The company also operates four UK sites with a combined capacity of more than 2MWp of solar PV. These sites are reducing its emissions by approximately 303 tonnes of CO2e per annum. In line with the British Retail Consortium’s Climate Action Roadmap, Currys has set a target to operate 100% LED coverage in all new buildings by 2025. Its considerable efforts to date have seen its facilities achieve a figure of 85% across its UK and Ireland portfolio using LED technology for the main source of lighting.

Energy savings In the UK & Ireland, optimisation of the company’s BMS has resulted in reduced HVAC energy usage in 187 stores, resulting in an electricity saving of more than 3.5MWh. Further improvements on data reporting of its energy use across the estate, including the use of automatic meter reading (AMR) technology, is now applied in nearly 90% of sites, with plans to review its lighting and BMS, while continuing to consider additional energy reduction initiatives. Along with many UK businesses, Currys has implemented a hybrid working structure for its staff, which has resulted in the relocation of its headquarters to a smaller facility that has further assisted its drive to reduce its carbon emissions. Another important initiative is its programme to replace gas heating with heat pumps in a number of its retail facilities.

Richard Williams Commercial Manager Whitecroft Lighting Ltd

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CASE STUDY

Intelligent use of BMS systems has seen it establish differing consumption profiles in two of the company’s stores last year, with the intention of comparing the results and benefits these have delivered. This will allow the company to make more informed decisions in the future for the management and installation of new plant and equipment. The company has also become a signatory to the Climate Group’s EV100 initiative and states that it is fully committed to transitioning 100% of its company cars and small van fleet and 50% of its medium to heavy fleet to electric or alternative fuel by 2030.

Reduction targeting Across the group, Currys states that it is continuing to target reductions through efficient routing, improved driver training, the use of telematics and its ‘in-cab’ driver alert system and implementing ISO 50001 across the UK and Ireland operations. The company is in talks with many of the major vehicle manufacturers to continue trialling car and van options, with the plan to introduce more EVs at scale, as well as develop and test other innovations. It reports that moving to electric or alternative fuelled vehicles presents a number of challenges including the lead times for the supply of vehicles, the high cost of hydrotreated vegetable oil (HVO) fuel and the fact that 7.5 tonne EV options are still limited at present, with demonstrators hard to obtain for trials. Charging infrastructure is

still relatively immature in the UK for commercial vehicles and this presents another challenge based on the current range predictions for 4.25 tonne and 7.5 tonne EVs. While recognising the challenges, the company states that it is committed to continuously exploring and implementing innovative energy reduction measures, expanding the use of BMS systems and looking into more opportunities for solar panels across the group’s facilities and operations. Its continuing commitment to reducing the environmental impact of its fleet includes: The fitting of solar panels on 110 new vans since May this year; Increasing the proportion of its fleet using electric or alternative fuels and collect data on the new 3.5 tonne EV and 7.2 tonne CNG van models operating in the UK to understand their range and compatibility with routing; Continuing to work with key partners to improve knowledge and awareness of all relevant developments with vehicle manufacturers and government policies on EV and alternative fuels. The exemplary efforts of Currys to reduce its carbon emissions has already produced impressive results. Its approach to using existing lighting infrastructure saved the cost of purchasing up to 4,000 lighting suspension kits across 77 retail facilities has resulted in 680kg of CO2e savings.

The company is in talks with many of the major vehicle manufacturers to continue trialling car and van options, with the plan to introduce more EVs

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CASE STUDY

Enlightened partnership approach Having established a relationship with Currys, Whitecroft Lighting was approached by the company’s head of energy and sustainability Ian Fairley and head of FM Tom Gardener in 2021 to discuss the upgrade of lighting in 80 of its UK stores. The shops in question were all the larger out-oftown warehouse-style facilities and the brief was to replace the existing lighting with more energy efficient LEDs. Currys’ objective was to significantly reduce its energy consumption and cut its carbon emissions and electricity bills. “Working with Whitecroft Lighting and learning about its approach to circularity has been a very positive experience. Whitecroft’s influence helped to start an internal conversation on how we could reduce our waste by reusing more materials,” Mr Gardener explains. “So, our new lighting not only improved our energy efficiency but also our approach to circularity and reusing existing infrastructure, rather than replacing existing griddles and metalwork.” Whitecroft initially surveyed a sample of six of the stores and studied Currys’ 2040 Roadmap to Net-Zero strategy. Having understood its sustainability ethos and environmental ambitions and targets, Whitecroft saw an opportunity to extend this ethos by reducing waste in its FM operations. Mr Gardener further explains that the business case for investing in energy-saving equipment has improved due the rise in energy costs, resulting in significant reductions in payback times. “Due to the sharp rise in energy costs in recent years, our business cases for lighting energy efficiency were flying through, particularly because the quickening returns on investment were suddenly very attractive. Some previous projects that had been unable to proceed have become more viable, particularly in some of the more challenging areas,” he continues. In addition to the more obvious areas, he further explains that options such as back-of-house or car park lighting are now being re-considered. The change of legislation towards fluorescent lighting has been another supporting factor. “Using the Relight approach to assessing and reusing our existing infrastructure, Whitecroft identified that we could use all our existing wiring and gripples, so we didn’t have to replace all the infrastructure that supports the lighting,” says Mr Gardener. “Replacing elements of the fitting will reduce the amount of labour we need on site to keep lighting operational, so labour costs have come down.”

Mr Gardener also says the increased reusability of aspects of Currys lighting will make it easier to save materials and reduce waste moving forward. Whitecroft reports that it has invested significantly in developing a circular approach to retrofitting and upgrading lighting, known as Vitality Relight, which seeks to use as much of the existing infrastructure and materials as possible, and then supplies lighting that promotes future reuse by incorporating replaceable modular units into its installations. This reduces waste at the first point of installation and then multiples savings over time, as modules are replaced when required (as opposed to the whole light fitting). In the Currys’ stores inspected, the lighting installations were all suspended 2m from the store ceilings by metal cords and surveys confirmed that much of the suspension infrastructure, including the cabling and gripples, could be retained. Whitecroft proposed attaching modular LED lighting units to the existing cords, dramatically reducing waste and the need for new materials. This approach would deliver significant and measurable whole life carbon benefits for Currys’ FM team. While the latest LEDs would reduce operational carbon through increasing energy efficiency, the circular approach to materials would also have a significant impact on lowering the embodied carbon. Whitecroft Lighting commercial manager Richard Williams says: “Using existing materials would also extend their life and reduce the need to source new materials. The feedback from Currys on our approach was very positive, and we were delighted to secure the contract to refit 77 stores using the Vitality Relight approach. “What really impressed myself and my team was how open Currys were to learn from the whole experience, and their willingness to adopt elements of Whitecroft’s approach into other areas of the business beyond lighting. I understand that Currys is already incorporating new questions relating to the measurement and reduction of waste into their FM tender documents – all influenced by working with Whitecroft. “This is particularly satisfying to hear, because Vitality Relight has not only reduced lighting carbon and waste, but also influenced long term carbon in FM through knowledge sharing and innovation,” Mr Williams concludes.

Our new lighting not only improved our energy efﬁciency but also our approach to circularity and reusing existing infrastructure, rather than replacing existing griddles and metalwork

October 2023

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SPECIAL EDITION

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36 Addressing hydrogen permeation and embrittlement

A new hope for facilities management

As the hydrogen industry continues to Permeation and embrittlement: the hidden threats evolve, it’s clear Hydrogen permeation is not just an issue of energy loss; it also places pressure limitations on hydrogen that collaboration gas due to exponentially higher losses at higher pressures. This limitation complicates large-scale between hydrogen storage and distribution. Moreover, the The promise and pitfalls of hydrogen energy embrittlement of steel used in pipelines, containers, technology Hydrogen, the most abundant element in the and valves is a silent menace that can result in universe, offers a tantalising prospect as a clean costly maintenance, repairs, and, in some cases, innovators and energy carrier. It produces only water vapour catastrophic failures. For the facilities management sector in the UK, facilities managers when used as a fuel, making it exceptionally where safety, reliability, and efficient energy use environmentally friendly. Additionally, hydrogen can be produced using are paramount, these challenges are of critical will be crucial various methods, including electrolysis powered by concern.

ydrogen, often heralded as a gamechanger in the quest for cleaner energy, holds enormous potential to transform various sectors, including transportation, industry, and power generation. However, despite its promise, the widespread adoption of hydrogen has been hindered by significant challenges, particularly concerning its distribution. These challenges, including hydrogen permeation and embrittlement, directly affect the future of the facilities management sector in the UK.

renewable energy sources, natural gas reforming with carbon capture and storage (CCS), and biomass gasification, offering versatility in production methods. However, the use of hydrogen has its challenges. Its small molecular size makes it susceptible to permeation, a process where hydrogen molecules can escape through materials like steel, posing

significant challenges for transportation and storage. Furthermore, this permeation process can lead to embrittlement of steel, jeopardising the structural integrity of infrastructure components.

Introducing innovative solutions In light of these challenges, companies like Triton Hydrogen have been working diligently to address the issues of hydrogen permeation and embrittlement. Triton Hydrogen has developed a coating system, Tritonex Barrier Coating System, which promises to mitigate these challenges.

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37 This coating can be applied to both new and existing infrastructure, creating an impermeable seal that helps prevent hydrogen permeation and mitigates embrittlement risks. The potential benefits are far-reaching, particularly for the facilities management sector in the UK.

Relevance to facilities management For facilities managers in the UK, grappling with the safe and efficient use of hydrogen, Tritonex offers hope. Here’s how: Enhanced Safety: By reducing the risk of hydrogen leakage and the associated embrittlement of infrastructure, Tritonex enhances the safety of hydrogen usage within facilities. This translates to lower safety hazards and reduced downtime. Cost Savings: Facilities managers can benefit from decreased maintenance costs and extended infrastructure lifespans. The mitigation of embrittlement risk means fewer replacements and repairs, resulting in significant cost savings. Efficiency: Efficient energy use is a core concern for facilities management. Minimising hydrogen losses due to permeation means more efficient energy utilisation, aligning with sustainability goals and cost-efficiency.

The way forward While hydrogen distribution and storage challenges remain, innovative solutions like Tritonex provide a glimpse of a future where hydrogen can be harnessed as a clean and efficient energy source. Facilities management in the UK, with its commitment to safety and sustainability, stands to gain significantly from advancements in hydrogen technology. The journey towards a cleaner, greener future powered by hydrogen is ongoing. Tritonex and similar technologies pave the way for a more sustainable energy landscape. While the facilities management sector faces unique challenges, it also has a unique opportunity to embrace these innovations and play a pivotal role in the hydrogen revolution. As the hydrogen industry continues to evolve, it’s clear that collaboration between technology innovators and facilities managers will be crucial in realising the full potential of hydrogen as a clean energy source. We move one step closer to a more sustainable and efficient energy future by addressing permeation and embrittlement challenges head-on. As the hydrogen industry evolves, Tritonex stands as a shining example of how innovation can surmount even the most formidable challenges, bringing us closer to a sustainable and clean energy future. For more information about Triton Hydrogen and the Tritonex Barrier Coating System, please visit: Triton Hydrogen at www.triton-hydrogen.com

The journey towards a cleaner, greener future powered by hydrogen is ongoing

It is reported that the world production of hydrogen today is

75 MILLION

metric tonnes per annum The present global existing storage and transport surface (ft2) related to storage buffering vessels, transport vessels (ships and vehicles) and pipelines carrying pressurised hydrocarbons (oil and 2 natural gas) are exposed to

13,000M FT

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38 How an innovative UK coatings company has unlocked the secret to using clean, green hydrogen as a central heating fuel source

Putting a coat on to keep warm

n an innovative move towards a sustainable future, the UK rail industry is turning to green hydrogen as the linchpin of its decarbonisation mission. This approach aims to usher in a new era of emission-free transport, poised to eclipse conventional trains that rely either on dirty fossil fuels or infrastructure-intensive overhead lines. In a decisive move toward cleaner transport, the UK government unveiled a visionary plan in 2018: the phasing out of diesel-only trains by 2040. This ambitious commitment holds great promise for

emission reduction, but its delivery is not without challenges. Currently, a staggering 29 per cent of all trains, and a massive 90 per cent of freight trains, rely on diesel propulsion. According to the Institution of Mechanical Engineers, only 42 per cent of track is electrified. Whilst increasing the electrification of the network would seem to be the obvious solution, it would be prohibitively expensive to install overhead electric lines across the entire country. The physically restrictive nature of the world’s oldest rail network and disparity in usage of different lines brings additional complexity.

The imperative now lies in identifying sustainable green alternatives to seamlessly replace these fossil fuel-dependent units without the need for expensive and complex overhead infrastructure. Hydrogen-powered trains have emerged as a leading solution and one of the best alternatives to electrification. One of the main benefits of hydrogen is the ability to replace trains with no change in service quality to passengers, the ability to meet existing timetables, and with minimum disruption to services, all while reducing emissions. Hydrogen is passed through a fuel cell, and through a chemical process, electricity is generated.

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LOSSLESS STORAGE AND TRANSPORTATION OF HYDROGEN We have developed the answer to preventing hydrogen leakage in all materials. Tritonex is the only solution in world that fully complies to the ISO 17081:2014 hydrogen permeation standard.

A MAJOR BREAKTHROUGH IN HYDROGEN CONTAINMENT We are the creators of the Tritonex barrier coating system - a global phenomenon in preventing hydrogen leakage. Tritonex is the only barrier coating product anywhere in the world that provides a scientiﬁcally tested containment solution - giving 100% isolation. triton-hydrogen.com

035-042_TRITON_FMDOCT23.indd 39

+44 800 012 6775

support@triton-hydrogen.com

19/10/2023 16:23

40 We need to change our mindset to realise we now can treat hydrogen as any other fuel, utilising buffer storage and long transport line There are no greenhouse gas emissions, and the only by-product is water. If the hydrogen is sourced from electrolysis powered by renewables, then the whole solution becomes “zero emission”. However, this solution is not without its challenges. Hydrogen trains still need refuelling and therefore hydrogen production facilities and refuelling infrastructure will be needed. The routes that are likely to be optimal for hydrogen are likely to be in more rural regions, suffer from restricted grid capacity or have other existing or physical constraints that make OHLs unviable. The major challenge with hydrogen-as-a-fuel to date has been its storage and distribution.

An important innovation Triton Hydrogen is the creator of the Tritonex barrier coating system - a global phenomenon in preventing hydrogen leakage. Tritonex is the only barrier coating product anywhere in the world that provides a scientifically tested containment solution - giving 100% surety. For more information about the business, and how the team can help you take your product to market, please visit: https://triton-hydrogen.com

Due to its small molecular size, hydrogen escapes by permeating through gaps in the molecular structure of steel tanks and pipes. This process also causes embrittlement of the steel, eventually leading to product failure. These challenges often mean that hydrogen needs to be produced close to its point of use to reduce losses in storage and transit. Now a UK-based nano-technology company has solved this problem. Their Tritonex coating uses nanotechnology to effectively seal storage tanks, pipework and valves – both on board the trains and in the supporting supply infrastructure – reducing costs and improving safety performance. The barrier coating can be applied by OEMs or retrofitted to existing products and surfaces, meaning hydrogen pipes and storage vessels can run with increased pressure without any losses, and the hydrogen can be transported over long distances, in the same way that natural gas currently is.

The innovation we need

THE ONLY PROVEN HYDROGEN CONTAINMENT BARRIER COATING

0% PERMEATION

“We need to change our mindset to realise we now can treat hydrogen as any other fuel, utilising buffer storage and long transport lines” said Triton Hydrogen CEO Henning Syversen. “Transport currently accounts for around a quarter of the UK’s greenhouse gas emissions, and hydrogen represents a major opportunity to reduce this. Tritonex overcomes the biggest hurdle of gas transport and storage, allowing for the development of cheap, safe and efficient fuels cells and ancillary refuelling infrastructure. Tritonex is the only solution in the world that fully complies to the ISO 17081:2014 hydrogen permeation standard.” Whilst investment is still needed to develop a national hydrogen rail infrastructure, this is still orders of magnitude cheaper than installing OHL equipment – and with much fewer track possessions required. And with the major challenge of hydrogen permeation overcome, hydrogen could be the way to power the UK’s green railway of the future.

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Proven Technology Tritonex is the only hydrogen barrier coating in the world with 100% leakage-proof results. Tritonex is independently tested and approved to conform to ISO 17081:2014 at 0% permeation. Tritonex is the ﬁnal and missing piece to allow storage and transport of hydrogen gas without leakage and embrittlement.

Market Impact 1,500%

H2 production over the next decade is estimated to grow at over 1,500%. Tritonex will enable the gas market to grow even faster. Tritonex can be applied to existing pipelines and storage tanks. Tritonex is environmentally friendly in all of its application phases and makes increased hydrogen production, transport and storage possible.

2.7%-5.6% CURRENT LIFE-CYCLE LOSS OF HYDROGEN from integrated transportation /storage systems

THE ONLY PROVEN HYDROGEN CONTAINMENT BARRIER COATING

0% PERMEATION

HENNING SYVERSEN Chief Executive Officer henning@triton-hydrogen.com +47 974 66 505 Norway office: Kalnesveien 5, 1712 Graalum UK office: 22 Towcaster Road, Old Stratford, MK19 6AQ, UK 035-042_TRITON_FMDOCT23.indd 41

VIEW OUR BROCHURE 19/10/2023 16:23

OUR CORPORATE SOCIAL RESPONSIBILITY COMMITMENT

OUR PEOPLE

OUR OBSESSION WITH HEALTH AND SAFETY

OUR ENVIRONMENTAL RESPONSIBILITY

OUR BUSINESS AND SOCIO-ECONOMIC IMPACT

OUR INNOVATIVE APPROACH

OUR STRATEGY

OUR VISION

KEY FACTS

• To provide a long-term solution for storage and transporting hydrogen

• To be the leading provider of innovative products in the hydrogen market

• Triton Hydrogen Ltd. is a UK based company combining the best of UK and Norwegian know how

• To make the hydrogen industry a safer place

• Triton Hydrogen Ltd. has developed an innovative coating - Tritonex that prevents Hydrogen leakage which addresses a multi $Bn market

• To deliver reliable, consistent revenue streams across multiple countries • To develop proﬁtability and sustainability through organic growth and targeted acquisitions

• To make an impact in the world through innovation

• The product we have spent years developing is unique and has been accredited to ISO1708 (Hydrogen diffusion) and is currently being tested under live conditions October 2023

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23/10/2023 12:51

FLOORBRITE.indd 1

17/10/2023 13:56

ADVERTORIAL

PTSG is the UK’s leading provider of specialist services to the construction and FM sectors. Its ﬁve business divisions deliver a comprehensive set of services to its 20,000 customers, protecting their properties, places and people and ensuring their buildings remain compliant

Working at a higher level

TSG Building Access Specialists Ltd began by offering a high-level cleaning service to customers mainly in London and the South-East. Through a combination of organic growth and strategic acquisitions, it now stands as one of the industry’s leading providers of specialist building cleaning and maintenance services throughout the nation.

Working at all levels A significant proportion of the division’s work – and the Group’s work as a whole – is still performed at height. Therefore, PTSG’s directly employed engineers are trained and qualified in all the industry’s standard access techniques. Rope access is widely regarded as the most effective means of accessing the façade of buildings. PTSG’s rope access engineers and steeplejack specialists are IRATA-trained and benefit from the organisation’s leading principles and practices. IRATA (the Industrial Rope Access Trade Association) is recognised as the world’s leading authority on industrial rope access. PTSG uses rope access, or abseiling, to undertake a range of cleaning, repairs, maintenance, decorations, structural engineering work and more. This technique enables specialists to move quickly, easily and safely from side to side and up and down to reach all areas of a building. Equipment can be set up and dismantled quickly and easily, and causes minimal disruption, saving valuable time and money. On the ground, PTSG’s specialists can use reach poles, ladders, scaffolding or mobile elevating work platforms (MEWPs) depending on the constraints of the site, to perform their work. (PTSG’s services also include the hire of cherry pickers and work platforms.)

Highly specialised cleaning High-intensity storms can cause significant damage when excess standing water doesn’t drain quickly enough. Siphonic drainage offers businesses a solution for protecting their buildings against storm damage. As a member of the Siphonic Roof Drainage Association, PTSG has the expertise to design and install bespoke systems on demand.

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ADVERTORIAL

Siphonic rainwater systems use baffle plates (fixed to the rainwater outlet) to prevent air entering the pipes during intense storms. This creates a siphonic hydraulic action that drains higher volumes of water using fewer, smaller diameter, horizontal downpipes. The benefits: The high-velocity operational flow rate of the system enables it to deal with intense rates of rainfall. Each gutter needs only one or two downpipes, which improves aesthetics and reduces the cost of large internal underground drainage networks. The location of the pipework is flexible, giving more freedom over design and maximising space within the building envelope. The reduction of underground pipework means the pipework within the building is visible, and accessible from mobile access equipment for maintenance or repair. Siphonic systems are self-cleansing and do not require access points (access is through the rainwater outlet at roof level).

Preventing repair bills Planned preventative maintenance (PPM) works are a vital part of any building manager’s strategy to avoid sizeable repair bills by heading off damage before it occurs. From gutter cleaning to roof surveys and maintenance, PTSG delivers a wealth of services to maintain the upkeep of buildings in all industry sectors. Gutters are designed to collect and distribute water. A blocked gutter can back up that distribution and add extra weight to the gutter system. A gallon of water weighs about 8 pounds. Water that spills out of failing gutters to the foundation of a building seep into the soil and into any cracks it can find. Basements are at risk of being the final collecting point for that oversaturated ground. Roofs must be monitored and maintained to ensure they are free from damage and vegetation and are properly drained. Large puddles can form on the roof surface because the drainage system is not adequate for the structure, or due to a variety of other issues with the roof design or the building infrastructure. This can lead to water ingress, which can quickly cause significant damage. In all cases, prevention is always much more cost effective than making repairs. Putting an effective PPM schedule in place keeps buildings at their best for longer. Property managers across the residential and commercial sectors can use PPM to monitor the performance of a property, keeping it safe and ensuring ongoing compliance with the latest legislations.

These buildings tend to be large and have high, difficult-to-reach roofs such as sports stadia or airport hangars. Since its introduction last year, it has won the CBRE Supplier Partner Innovations Challenge, prevailing in the Best Safety Innovation category in February 2023. PTSG devised the lateral access system using two nylon ropes and weights to test its strength and effectiveness. The nylon ropes were then upgraded to steel ropes for optimum strength for all industrial applications. PTSG is asked by an increasing number of customers to undertake specialist services such as painting, repairing or cleaning the underside of roofs for a variety of structures such as sports stadia, airport hangars, manufacturing sites and hospitals. The lateral access system is ideal to gain easy and effective access to the roofs of these buildings. Crucially, this system can be used in situations that are unsuitable for scaffolding or mobile work elevating platforms (MEWPs), thereby offering a clear advantage over other access systems. The system has been used successfully at numerous sites, notably at Celtic Park, home of Celtic Football club. Following on from a successful 2021 project on the West Stand at Celtic Park, PTSG returned during the off-season break (before the start of the 2022/23 season) to carry out the structural inspections and painting of the steel support purlins to the underside of the East stand. Using their lateral access system, PTSG’s engineers carried out the works within the timescale of the closed season to the delight of the club.

Rope access is widely regarded as the most effective means of accessing the façade of buildings

Award-winning innovation PTSG’s Lateral Access System was devised, developed and implemented to meet a genuine need within the marketplace, as evidenced by the number of requests from customers looking for an effective but affordable way of carrying out maintenance to the roofs of their buildings.

October 2023

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INTERVIEW

Mark Tyson shares his thoughts on the FM industry and the signiﬁcant changes he has made to the Legal and General operation for the beneﬁt of colleagues, clients, their customers and service providers

Changing FM service delivery through trust, honesty and culture H

aving appreciated the influential nature of the pensions sector in the management of its extensive UK real estate, FM Director returned to Legal & General Investment Management (LGIM) head of asset services, real estate Mark Tyson following our interview with him and Bellrock managing director Mike Smart (See FM Director February). Mr Tyson has made a significant difference to his employer’s FM operation that has raised service

levels, reduced payment times for its supply chain and created a highly responsible attitude that places partnership working at the core of all tasks. Although he describes his FM career as “unplanned”, he states that it did not result by him “just falling into it”. After completing his business management degree, his original plan was to manage companies. “I was fascinated by leadership and very interested in running businesses. I started to look at all the aspects of people management and the development

of strategies, policies and the skills needed,” he continues. “So my focus was less on any particular industry and more on the skills needed to run businesses and that led me initially to an IT graduate scheme, doing marketing” he says with an ironic smile. The Buncefield oil storage facility fire in late 2005 had a major impact on the company he worked for and Mr Tyson became increasingly involved with its restructure.

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INTERVIEW

“We had to rebuild that business and although I was still at a very junior level, I was there with the leadership team at the disaster recovery centre and I learned so much. It gave me so much exposure on the strategy side and to senior leadership,” he recalls. His next role was with Reliance Security as a contract manager, which he describes as “brutal” due to being constantly on call at all hours of the day and night. “That was my first introduction to FM and it helped me to learn so many new skills, especially how to motivate people to work difficult shifts when they’re not being paid very much,” he continues. Following his desire to increase his sales skills and knowledge, Mr Tyson then began working for Mitie for just over seven years, five of which were spent managing a sales team. “I discovered I was not a natural sales person,” he states with typical candour. “But they were very keen to move from a relationshipbased approach to solutions sales.”

Team building Despite his misgivings on his sales abilities, he built a young team around him that enjoyed considerable success, concentrating on combining the three main elements of relationships, price and solution. “Without those three things in place, everything falls apart and after working that out we made a lot of progress.” In addition to leadership and team management, Mr Tyson also learned a great deal about mechanical and electrical (M&E) installations, working with notable clients such as Red Bull Racing, Channel 4 and Universal Music. He describes his experiences as helping to fuel his interest in all aspects of smart buildings that continue to the present day. “My last role with them was as operations director of Mitie Energy, including responsibilities for the BMS team, energy managers and the bureau operation in Northampton, running a large team that provided a lot of learning. “My career up to that point was all about learning

new skills around marketing, strategy, operations and people management,” he continues. “I then began to look for a role where I could combine these and started to consider pension funds, as they always seemed to have lots of money and resources.” He began working for Capita at the time it was experiencing a number of challenges and found himself promoted to managing director within a few months of starting at the company. “We reduced the team by around two-thirds over the course of nine months, due to contract losses, which led to a number of challenges. “You had to appreciate how this affects people’s lives and I tried to deal with everyone as humanely as possible,” says Mr Tyson. “We’d just had our second baby, as well, and the pressure was absolutely relentless.” Having guided the business through its dramatic transition, he became aware of the Legal and General (L&G) intention to change the way it managed its real estate investment portfolios and discussed this in more detail with the company. He joined as head of property operations in autumn 2018, which led to this promotion to his current role in the spring of this year.

Positive approach Among the many lessons learned, Mr Tyson says that style of leadership has been a major consideration. He states that no one wants to see someone on a constant rollercoaster of emotions in charge, as they will never know what to expect, and firmly believes that a consistent and generally positive approach is best for any leader. “I also don’t see why you can’t be kind to people, especially when their Jobs are at risk. Everyone has a life outside work and families to care for, and while you need to be clear and honest, there’s no reason you can’t be kind and considerate towards people, too. “I’ve found that you really find out where your loyalties lie when you face difficult situations,” he continues.

I also don’t see why you can’t be kind to people, especially when their Jobs are at risk

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19/10/2023 12:08

INTERVIEW

Through the benefit of hindsight, he believes that the stressful situation in his Capita role prepared him for many of the change management tasks required for his work with L&G. “They said they wanted to be much closer aligned to their occupiers and focused on customer services and thought the solution was something to do with FM,” he says. “I loved that and told them about my thoughts and feelings about FM in the interview. “That led to my current role where I’m responsible for 770 facilities and £20bn of real estate around the UK. Although I didn’t aim for this job, all my experience on the way made me a great candidate for the work I do now,” he says. “We’ve gone through a lot of change and as hard as my stint at Capita was, I learned a lot over a very short period of time about the role of the surveyor, property management and more, that helped me to put a very clear strategy together for L&G. The result of this is to effectively make FM of equal importance to the property management function.”

Challenging roles His advice to anyone looking to progress their career is to accept roles that challenge them in a number of ways, which will require them to learn new skills to find solutions. “I’ve made some decisions that were not necessarily the right ones, but I’ve learned so much from my previous roles and they’ve given me skills that other people don’t have.” Mr Tyson has found that trust is the first aspect to establish with both colleagues and clients, to reassure everyone that they will be supported and that work will be completed on time and to the best standard. Trust is an essential element within his current role, as it is impossible for him to visit all the L&G facilities.

“You have to trust the reporting and data you receive and this means you have to trust everyone working in the assets themselves. This is all about having the right culture in place and supporting everyone to make the right decisions. “We have 30 asset managers and we make them very accountable for their assets and I spend most of my time encouraging the culture,” says Mr Tyson. “We have to accept that we’re all in this together and that means everyone is in the team, or they’re not. The only way I can do my job is if I trust what everyone is telling me about what’s happening in their assets. “I genuinely believe I have one of the best jobs in the world. I’ve effectively created it because this role never existed before L&G looked at changing the way it manages its assets.” One of the most notable innovations delivered by Mr Tyson and his team is the sophisticated Project Mercury model that featured in the February edition of FM Director. “Our average payment period to our supply chain is between 10 and 20 days, and that’s a big commitment I made at the beginning of this, and we spend around £20m a year on FM services. “I then to said to our suppliers ‘I want your best engineers, cleaners and contract managers’, because this should be a career-enhancing portfolio and we should be doing things their other customers are not doing,” he continues. Service providers are also expected to inform Mr Tyson of any reason L&G is not allowing them to deliver on their expectations and promises. Raising the level of FM service delivery is additionally expected to assist the wider industry in establishing constantly-updated best practice services.

I genuinely believe I have one of the best jobs in the world. I’ve effectively created it because this role never existed before

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INTERVIEW

“To get truly unique capability, you need buy-in from the client. A lot of companies claim to be doing things completely differently from their competitors, but they’re not, and I genuinely want the FM industry to have a higher profile and be seen as something that’s really positive.” Another aspect of L&G’s partnership with its suppliers is explained by Mr Tyson within the recent increase in inflation rates. He has discussed the issues this has caused and accepted price increases, with the proviso that these are fully explained to prove they are justified. “After reviewing resource levels, one of our security providers above-inflation pay rises for its team and improved sick pay benefits that has helped us retain a really good group of individuals who have always been trapped in service charge inflationary rises,” he continues. “Within that, we’re continuing to pay a similar price for the service that we were paying before.”

Premium service The inflation issue has proved to be a test of the L&G culture and Mr Tyson states that the vast majority of its suppliers understand how this works, with a very small number that do not and these are likely to see their contracts reduced or terminated. His open and honest approach also extends to the way charges are discussed with clients. “We can explain our service charges to our clients where applicable, including the level of security, cleaning and engineering and the benefits they get from having a premium service, and that also means our assets are performing very well. We’ve also had conversations with tenants about hidden workers and their levels of pay, with the intention of raising pay levels to National Living Wage or higher. “In some ways the level of our transparency is insane and it means that some people can’t cope with the pace of delivering this, but it is very open and everyone knows where they stand,” he says. “It’s quite hard to deal for some people because it is fast moving, but you get to know the true level of everyone’s performance levels over time, so you can see when they start to struggle and then have the conversation about whether more support is needed or if changes are required. We aim to provide a kind environment to work in, but we have high expectations for everyone, so it’s often a fine balance to achieve,” he says. One of the many advantages to the Project Mercury initiative is that the majority of the company’s supply chain partners have appreciated its benefits and support its continuation. This means that more efforts are taken within teams to make sure that everyone works accordingly, which frequently sees them becoming self-governing. “I believe there’s no need to be nasty or brutal to anyone and there are always alternative ways to approach things if something is not right,” says Mr Tyson. “Work is work at the end of the day and we can’t always help everyone, but we always try to be as supportive as possible.” Having installed renewable energy solutions on several sites, he explains how this is providing another unique development within landlord/leasholder relationship, as they can then add energy payments to their rent and service charges.

This would not be possible without trust, transparency and culture, he continues, and states that the confidence around buy-in from tenants will encourage L&G to invest in more net zero or low carbon energy installations, further assisting the UK in its drive to achieve net zero carbon emissions by 2050.

Long-term view He expects this to become reality on some of the company’s industrial sites in the first half of 2024, with more to follow once the model has been established, while further explaining that trust in the company’s supply chain is also essential to ensure that its customers receive the energy they require. “That’s why my job is so amazing, because it’s all about how we take strategy and policy, along with the technical solutions and lots of different partners to deliver something that someone will pay for. And I believe that the only way we’ll get to net zero is through having genuine and productive relationships,” he says. One of the best elements within the pensions sector is that it is able to take a long-term view of how achievements are delivered, Mr Tyson continues, and states that its input is essential in reaching the net zero target and raising the standards of FM and real estate management. He also believes the industry should be more supportive of its workers. “Companies need to be more bullish and state that they will work in the best way to support their people because that’s the right thing to do,” he says. “I’d like to see more ambition from companies to push their clients. “I’m sure some will say no, but a lot of them will support them. We need to be a lot more joined up in our thinking as an industry about how we support people, particularly in the lower-paid roles,” he concludes.

Work is work at the end of the day and we can’t always help everyone, but we always try to be as supportive as possible

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MENOPAUSE

In the drive to create healthier and more equal workplaces, SuperWellness is educating businesses on the need to understand the impact of the menopause on the lives of all colleagues

Increasing understanding of the impact of the menopause W

ith reports in the national media detailing legal action taken against employers after they failed to support employees suffering from the effects of the menopause, the importance of recognising the symptoms and supporting those experiencing these has been further emphasised. This is one of the many areas of focus within the SuperWellness organisation, recently featured in a Guest Writer contribution from corporate nutritionist Sanna Atherton (Menopause in the workplace | FM Business Daily News). The company has additionally organised online workshops to assist its clients in understanding the menopause and increasing support for colleagues. One of the most recent of these was presented by SuperWellness corporate nutritionist Francesca Liparoti, sharing details of a survey carried out in 2016 by Ipsos MORI, on behalf of the British Menopause Society (BMS). This showed that on average, women were experiencing seven different symptoms and 42% said their symptoms were worse or much worse than expected.

Half of the women surveyed said their menopause symptoms had impacted their home life, more than a third said symptoms had impacted their work life, and 36% said their menopause symptoms impacted their social life. Ms Liparoti further states that the topic of the menopause continues to be regarded as a shameful topic by some and those experiencing symptoms are thought of as emotional, hormonal, erratic and unreliable. Images of menopausal women using walking sticks were also perpetuating negative attitudes, leading to many becoming reluctant or refusing to discuss their issues due to fear of the consequences and can mean that opportunities such as promotion, etc, are missed. “I hear from a lot of women who say they feel ashamed and embarrassed to talk about [their menopause], in case they’re viewed differently,” Ms Liparoti explains. She then provides an overview of the condition, beginning with the perimenopause and the gradual transition to inactive ovarian function. This continues to the point when periods cease, marking the end of a woman’s fertility.

When oestrogen starts to decline it’s a total body system change and it needs a whole body system approach

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MENOPAUSE

“The communication between brain and ovaries has governed your menstrual cycle since you were a teenager and research suggests that the brain undergoes massive rewiring during perimenopause and the first few years being post-menopause, causing many of the symptoms and making them more pronounced during this recalibration phase. “So early menopause can be thought of as a temporary energy crisis while the brain adjusts and recalibrates,” Ms Liparoti continues. As the changes begin to occur, she further explains how it is possible to assist women to cope with the transition and reduce the impact of the side effects. These may include sleep loss, increased anxiety, irritability and emotional instability, all of which will be due to the brain coping with the changes and lack of oestrogen, a main metabolic hormone, and progesterone. “When oestrogen starts to decline it’s a total body system change and it needs a whole body system approach, including diet and lifestyle adjustments,” Ms Liparoti continues.

Potential reduced oestrogen impact Weaker bones and increased risk of osteoporosis Loss of muscle mass and strength Slower metabolism and increased insulin resistance Increased fat and inflammation Loss of skin tone and elasticity Progesterone is also important for assisting sleep and supporting an individual’s sense of wellbeing and is described as a “calming hormone” and “natural anti-depressant” that supports brain cognition, boosts metabolism and supports thyroid hormone production, while preventing water retention.

Ms Liparoti suggests that conversations with doctors about hormone replacement therapy (HRT) should include both oestrogen and progesterone to ensure a more effective treatment. Women are three times more likely to gain weight at the menopause stage, she continues, as the body shifts into storing fat and retains less muscle mass, due to the metabolic changes outlined above. Insulin resistance is another factor to consider, as this causes the body to reduce its processing of carbohydrates and sugar, which can be overcome by changing diet and lifestyle. Helpful exercises to consider are lifting weights, she states, along with increasing protein intake, while prioritising selfcare and sleep, combined with stress management. Support for the adrenal glands is essential, as they will be the main producers of oestrogen in the post-menopause stage. “The adrenal glands will also produce the stress hormones adrenaline and cortisol, so if your body is always busy with managing stress, it will reduce the amount of oestrogen produced even more,” she says. This is why it is important to improve stress management and selfcare to assist the body and brain in dealing with the changes. “Studies show that stress increases the intensity of hot flushes and night sweats, so if you’re experiencing these too often then the first thing you need to look at is your daily life load. You need to look at how busy you are with both work and social engagements, and what type of exercise you’re doing and how often,” she says. Solutions include taking walks in a natural environment and listening to relaxing music at least once a day, combined with strength training and attending classes for yoga, tai chi and meditation, which will all help to reduce the impact of the menopause, Ms Liparoti continues. “Deep breathing a few times a day can also be really good as well as avoiding things like too much cardio and intensive workouts, which can aggravate the symptoms.”

I hear from a lot of women who say they feel ashamed and embarrassed to talk about [their menopause], in case they’re viewed differently

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MENOPAUSE

Research suggests that the brain undergoes a massive rewiring during perimenopause

Attention to clothing is also advisable, including the wearing of thinner, breathable layers, reducing alcohol intake and working more flexibly, possibly combining home and office and use of desk fans in both environments. Along with reducing stress and changes to lifestyle, dietary changes can additionally include the black cohosh herb, which recent studies show reduce sleep disturbance and other menopausal symptoms, “but nothing trumps lifestyle changes”, says Ms Liparoti. “Before taking the herb, you should also check that there’s no negative reaction with any medication you’re on and the same goes for fresh sage extracts, which were shown by a study in 2011 to reduce hot flushes by 64%,” she says. The use of phytoestrogen supplements is also discussed, which some consider a replacement for HRT. There is no clear evidence that these supplements are effective and the use of processed

soy products should always be avoided, she continues, with edamame bean, organic tofu and tempeh products advised as being the best alternatives. Ms Liparoti continues to explain that one of the few permanent symptoms of the menopause is the thinning of the tissues around the vagina, vulva and urethra. This can lead to dryness, pain, atrophy, incontinence and prolapse, among other conditions. “But there is help available, starting with maintaining the health of the epithelial cells that line the vagina,” she continues. “The most prominent healthy vaginal microbiome that lives in the vagina is lactobacillus, which can be increased by taking a good quality probiotic that contains lactobacillus, and you can use creams with lactobacillus and increase your intake of protein, vitamin A, omega 3 and zinc.”

Things to avoid The use of wipes, douches and antiobiotics should be avoided, along with smoking, she says. Additional menopausal symptoms include muscle fatigue, aches and pains and it is common for women to receive diagnoses for fibromyalgia. “It’s most likely that these symptoms are due to poor sleep and the loss of anti-inflammatory effects of a reduction of progesterone and oestrogen during the perimenopause and menopause,” says Ms Liparoti. She states that some find these symptoms more disruptive than hot flushes. “Research suggests that the brain undergoes a massive rewiring during perimenopause and the first few years of the menopause, causing many of the symptoms and making them more profound during the recalibration phase. The early menopause can be a temporary energy crisis while the brain adjusts, but once that phase has finished, we should experience a new sense of wellbeing as everything settles down,” she continues.

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MENOPAUSE

Taking walks during the day, especially lunchtime, will also help to prepare for sleep in the evening. The use of lux light boxes during darker months will help to replicate the effects of daylight on the brain. When preparing for sleep, it is important to establish a “robust evening routine”, she continues, including dimming the lights, the use of blue light blocking glasses, avoiding use of phones, TVs and computers one hour before bed and engaging with restorative practices such as yin yoga, qi gong, tai chi and meditation are also recommended. Having received enquiries about the drinking of coffee from women experiencing menopause symptoms, Ms Liparoti says this can be beneficial as it contains polyphenols that can lower inflammation and improve insulin sensitivity. However, it also stimulates cortisol and this may aggravate symptoms. “Just be aware of how much coffee and tea you drink and if you’re experiencing issues when drinking two or three cups a day, I would suggest keeping to one cup per day for a little while and see how that goes,” she advises. Tea and coffee should be drunk without milk or sugar, with green tea recommended for its calming effects, as it contains the L-theanine amino acid that increases serotonin levels in the brain.

Six point plan

Just be aware of how much coffee and tea you drink and if you’re experiencing issues when drinking two or three cups a day

It is possible to assist the brain with its recalibration efforts and this can be achieved by balancing blood sugar levels and improving diet. The avoidance of snacking between meals should be observed and the eating of three wellbalanced meals – including carbohydrates, lots of vegetables and proteins – combined with the building of muscle will all help to prevent or reverse any resistance to insulin and reduce symptoms. The effects of sleep disruptance should also be appreciated and avoided where possible, as this can lead to women having feelings of fatigue. “The circadian rhythm is our body’s master clock and oestrogen plays a key role in maintaining this,” says Ms Liparoti.

Reducing stress Increased stress will disrupt the circadian rhythm and can create a “double whammy” when combined with menopause symptoms. In addition to managing stress, the use of methods to improve sleep should also be considered. “It’s all about trying to improve the habits that will help us get better,” she says. “So we should expose ourselves to daylight when we wake up, to tell the brain it’s morning and this will have a huge influence on how we sleep that night.” Establishing this routine will assist the brain in producing melatonin at the right time for sleep the following night.

As the session approaches its final stage, Ms Liparoti discusses a six-point plan, beginning with including protein with every meal, to stabilise blood sugar and support insulin sensitivity, and the inclusion of amino acids to assist the brain in creating the essential chemicals. Depending on the level of exercise undertaken – Ms Liparoti recommends three sessions per week – diets should include between 1.5 to 2g of protein per kg of body weight per day. The inclusion of slow-releasing carbohydrates are also advised to assist a slow breakdown of blood sugars into glucose, while avoiding white flour products, processed foods and excessive amounts of sugar. It is also important to avoid over-eating and ensure a balance between protein and fat, she continues. Fats should contain omega 3 and 6 and can be saturated, monounsaturated, medium chain and include dietary cholesterol, with trans fats completely avoided. Establishing a healthy, balanced diet will assist in protecting the body and brain from the degenerative diseases that can occur in later life, she states. The final stage of the six-part plan includes the nourishing and soothing of the nervous system, including improving sleep regimes and managing stress. Further recommendations include walks in a natural environment, engaging with hobbies, taking regular breaks and laughing as much as possible. Bringing the session to a close, Ms Liparoti informs attendees that they will receive all the slides from the presentation, along with further information on the types of food to consider and the qualities they provide. “I hope you’ll read through the slides in your own time and start to change some habits that will help you to deal with any symptoms now or in the future,” she concludes.

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CLEANOLOGY

Cleanology has increased its support for The Hygiene Bank charity following the staging of its largest and most successful fund-raising event

Third year of Hygiene Bank support sees £30,000 level exceeded

ollowing the impressive efforts of Cleanology – ranging from those of its chief executive officer Dominic Ponniah and many of his colleagues – The Hygiene Bank has benefited from the funds raised and additionally enjoyed the advantages that continue to emerge from the raising of its profile. The company and charity celebrated the third year of their annual fundraising event for The Hygiene Bank, which led to Cleanology announcing the fact that its latest efforts saw a record £32,000 raised on the night. Held at London’s Shakespeare Globe Theatre on the South Bank of the river Thames, the total was achieved through £22,000 raised in cash, with a further £10,000 of product donations. All funds will be used by The Hygiene Bank in its extensive efforts to alleviate the effects of hygiene

poverty. The issue has been identified as one that affects a growing number of people in the UK, particularly since the significant increases in inflation and general price rises over the last two years, more recently described as “the cost of living crisis”. Hygiene products are frequently the first to be removed from the shopping list of those suffering from the effects of reduced income, leading to rises in anxiety and fear about meeting others. Many of those experiencing hygiene poverty have stated that it has affected them to the point they have been unable to attend job interviews and are reluctant to leave their homes. Event organiser Mr Ponniah said: “We have been overwhelmed by the generosity and support of our industry this year. Now in its third year, this event has grown from strength to strength every year and this year we have been oversubscribed once again.

It’s critical that more companies and more individuals follow in Cleanology’s footsteps to join us as we work together to end hygiene poverty for good

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CLEANOLOGY

“It’s testimony to how the FM industry has rallied together for a cause as significant as hygiene poverty, and with the cost of living crisis only getting worse, there has never been a more important time to support the work of The Hygiene Bank. We are hugely grateful to everyone who got involved this year.” Mr Ponniah also referred to the YouGov Hygiene Poverty 2022 report, commissioned by The Hygiene Bank, which highlighted the extent of the issue. It stated that more than 3.1m UK adults live in hygiene poverty. It showed that products such as toothpaste, shampoo and laundry detergent are the first to be removed from shopping lists when household budgets are stretched.

A widespread problem The evening event was also attended by The Hygiene Bank chief executive officer Ruth Brock, who said: “The Hygiene Bank is deeply grateful to Dominic Ponniah and Cleanology and all the sponsors of this event for their fantastic generosity. Hygiene poverty is widespread, growing and disproportionately affects the most vulnerable. Millions of people are struggling with its impact – the stigma, embarrassment, damage to mental and physical health it brings. “It’s a hidden poverty that blights life chances and limits opportunity – so it’s critical that more companies and more individuals follow in Cleanology’s footsteps to join us as we work together to end hygiene poverty for good. Cleanology’s generosity and support will make a meaningful difference today and takes us a crucial step forward on that journey.” The evening saw competitive bidding for auction and raffle prizes, the majority of which were donated by sponsors and supporters. Donations for the auction included tea at The Ritz, a Banksy print, dinner for six at trendy eatery Dishoom, a Chanel brooch, Spurs football tickets and a Fortnum & Mason luxury hamper.

The two previous events had raised an impressive £40,000, with all funds passed to The Hygiene Bank charity. In this context, the achievement of this year’s total can be appreciated as a highly impressive achievement. Following the format of the previous two events, attendees were asked to register and pay for their tickets in advance, providing an initial contribution towards the charity’s work. Those submitting successful bids for the auction increased their support for The Hygiene Bank even further. The sale of raffle tickets on the night added yet more support, enabling the company to post its final impressive total. Further to the significant donation, raising of the profile of The Hygiene Bank is additionally expected to assist it in receiving more donations from FM companies and professionals.

Our passion stems from the injustice that people may be unable to fully participate in society due to hygiene poverty

Hygiene Poverty 2022 report In October 2022, YouGov published Hygiene Poverty 2022, commissioned by The Hygiene Bank, which was the first comprehensive, national, mixed methodology research report into the scale and impact of hygiene poverty in the UK. Findings from the survey included the fact that more than 3.1m adults in the UK are living in hygiene poverty and the research showed that hygiene products such as toothpaste, shampoo and laundry detergent are the first to be cut when budgets are tight. The study found that hygiene poverty is life-limiting and uniquely oppressive for those suffering the effects. It makes even small social interactions seem impossible and limits access to education and opportunities at work. The YouGov 2022 research found that: A third of those affected isolate themselves from friends and family. 16% of young people aged 16-24 have missed days at school. Around 12% have missed job interviews or days at work. It erodes the confidence and self-esteem of hygiene poverty sufferers, with over 60% of people saying it negatively impacts mental health. Ms Brock said: “As the need for the charity’s work grows, we need more individuals and companies who, like Cleanology, believe that everyone deserves to feel clean, to follow in their footsteps and join us, as we work together to end hygiene poverty for good.”

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CLEANOLOGY

Prior to the event, Mr Ponniah said: “Guests can look forward to an array of entertainment, including networking opportunities, refreshing drinks, delicious canapés, a lively auction, a raffle with amazing prizes, and a panoramic view of London and the River Thames from one of London’s most iconic venues.” Ms Brock also thanked the organisers and sponsors: “The Hygiene Bank is so grateful to Dominic Ponniah and Cleanology and all the sponsors of this event for their fantastic generosity. We are thrilled by their efforts to raise crucial funds for the charity’s work and it’s so important to us to have had the chance to raise awareness of hygiene poverty and how it affects the lives of millions of people across the UK.”

Looking ahead Details of the next Cleanology event in support of The Hygiene Bank will be shared with readers as soon as the details are released next year. Those wishing to support the charity in the meantime are invited to visit its website and make donations or establish communications to discuss the best way to proceed: The Hygiene Bank – The Hygiene Bank The charity states: “At The Hygiene Bank, we believe it is not right that feeling clean should be a luxury or a privilege for anyone in our society, yet many are living in poverty and cannot afford to stay clean. That is why our network of projects exists – to give people access to the basics they need.

“We are a grassroots, people-powered charity and social movement, grounded in community. Our passion stems from the injustice that people may be unable to fully participate in society due to hygiene poverty. This is why we work to inspire social change.” The Hygiene Bank has been formed to bring communities, businesses and thought leaders together to tackle hygiene poverty, by giving access to the products described below and being a voice for change.

It’s a hidden poverty that blights life chances and limits opportunity

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CSA AWARDS

Having returned to its live event version of the CSA Awards, the association celebrated the success of its members at an evening of celebration earlier this month

2023 CSA Awards event conﬁrms winning entries T

he Commissioning Specialists Association (CSA) states it was delighted to have returned to London on the evening on Thursday, 5 October for the staging of its 8th annual awards ceremony. It also states that it received a record number of submissions across the seven categories, with this year’s programme again producing some truly exceptional entries from across the entire spectrum of the commissioning arena. Its members are frequently involved as service providers to FMs and established partners within many FM sector supply chains. This year, the Leonardo Royal Hotel City, overlooking the Tower of London and the River Thames played host to the presentation dinner, during which professional endeavour, product innovation, skills development, engineering prowess and service delivery were all acknowledged and celebrated. Operated by the CSA and produced by Touchwave Media, the awards programme acknowledges the skill, effort and sheer dedication of the people and businesses serving today’s complex built environment. With sponsorship provided by a host of leading industry names, well deserved industry-wide recognition was given to those businesses and individuals that are excelling in their commissioning endeavours.

From these finalists, the individual category winners were announced, as follows:

Banyards: Children’s Day Treatment Centre at Evelina London Children’s Hospital

Finalists and winners

Project of the Year

Cleartech Group: Hilton Garden Inn - Silverstone Circuit

Finalists

CML Sustain: London Underground Bank Station Capacity Upgrade - Northern Line

Following a comprehensive judging process, which again combined the remote assessment and scoring of each entry with a virtual gathering of the judging panel, some 50 finalists across the seven award categories were determined.

Ashford Environmental Services: AstraZeneca The Discovery Centre (DISC)

Crown House Technologies: LD11x London Data Centre

Commissioning Specialists Association

End Systems: HMP Five-Wells

Established in 1990, the CSA is an association for the commissioning industry within the FM and construction industries. Its membership comprises commissioning industry companies, individual commissioning engineers and associated companies (such as equipment manufacturers, instrument suppliers, etc), who have a vested interest in ensuring that the commissioning function in today’s complex built environment is carried out to a uniformly high standard.

HDR: The Oak Cancer Centre at the Royal Marsden Sutton Winner Banyards - The Christie Patterson Cancer Research Centre

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CSA AWARDS

Product/Service Innovation of the Year Finalists Bapi: Blü-Test Test Instrument Suite CSI Technologies: Videntium Testing & Commissioning Software Frese: Optima Compact Veriflow Series PICV HDR: Nucleus Commissioning Management Software Winner Vexo - S-BMS

Commissioning Provider of the Year Finalists

Banyard Consultants Crosscount End Systems HDR Commissioning Media Control Red Engineering WP3 Winner Ashford Environmental Services

Commissioning Manager of the Year Sponsored by HDR Finalists

Andrew Sharp: Banyard Consultants John Wilson: Crown House Technologies Anthony Newton: End Systems Andrew Dobson: L&P Group David Forbes: Phoenix Commissioning Services Derek Moore: Red Engineering Keith McKendrick: Tab UK Winner Matthew Ward – Crosscount

Investment in Training Award Finalists

Student of the Year Finalists

Devantay Dimsoy: Ashford Environmental Services Jake McCully: CCM Commissioning Specialists Stuart Rankin: CCM Commissioning Specialists Ilias Seferoglou: HDR Greg Eusebi: Phoenix Commissioning Services Ryan Lundie: Phoenix Commissioning Services Philip Flynn Winner Liam Drake – End Systems

Commissioning Engineer of the Year – Sponsored by Ashford Environmental Services Finalists Sam Bruce: End Systems Keiren Paton: H & V Commissioning Services Billy Daly: Media Control

Ashford Environmental Services

Greg Eusebi: Phoenix Commissioning Services

Banyard Consultants

Firas Hanif: WP3

Clear Construction: Glenn Hawkins End Systems

Winner Adam Murray - HDR

H & V Commissioning Services Phoenix Commissioning Services Winner HDR - The Careers Plus Programme

Lifetime Contribution Award Winner Roger Carlin – Ashford Environmental Services

The CSA sent its sincere congratulations to all those who were selected as a finalist and particularly so to the eight deserving winners within the event. Newly appointed CSA vice chairman Keith Barker says: “This year’s awards programme proved to be another remarkable success and once again provided an excellent forum through which to celebrate business and professional excellence.” His colleague and CSA chairman Neil Burdess comments: ”Momentum is most certainly building for this activity, and I very much look forward to extending the success into the 2024 programme, and to providing another superb platform for promoting the excellent work being undertaken by commissioning engineers and commissioning managers across the sector. I would urge everyone engaged in the commissioning arena, to consider the promotional value that this programme can deliver and ensure that your business is suitably represented.” Mr Barker continues that the call for nominations for the 2024 CSA Awards will open early in the New Year: “So if you have not yet attended this highly respected event, or submitted an entry, please visit the website, and consider the options. Entries are sought across the seven categories, which cover the achievements of both companies and the individuals working within them. “For the awards dinner itself, individual places, or tables of 10 can be secured, with the package including reception drinks, a superb three-course meal with wine, the awards ceremony itself and excellent post awards entertainment. It really is a night not-to-be-missed, providing a wonderful opportunity to engage with your peers and celebrate the wonderful achievements of this key industry sector,” he concludes. Further information about the event can be found within the association’s website: www.csa-awards.co.uk or by contacting the awards programme producers, Touchwave Media, by phone on 07785 290034 or by email at andrew@touchwavemedia.co.uk.

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INTERVIEW

Michel Spruijt explains how his company is providing positive solutions to many of the main issues affecting the FM sector

Automation provides solutions to lack of staff and skills T

his year has seen calls for greater regulation of artificial intelligence (AI) as it continues to increase its acceptance and use in all areas of modern life, including that of the business arena. With FM described as ‘the only industry that touches all the others’, it is inevitable that it will not be impacted by the growth of AI. Rather than resisting its influence, BrainCorp chief revenue officer Michel Spruijt states that those who retain an open-minded approach are most likely to appreciate and benefit from the many positive aspects that it includes. He has worked for the company for four years and has seen significant changes during this time that have influenced his company’s development and the corporate area in general. “BrainCorp was established in 2009 by computational neuroscientist Dr Eugene Izhikevich and tech entrepreneur Dr Allen Gruber,” Mr Spruijt explains. Working with 45 PhD professors, the team was established to make the world a better place through the application of AI and automation by creating sophisticated robotic software solutions. “Following a rebrand in 2014, they began comparing sectors to identify those experiencing challenges including low levels of innovation. One of these was the cleaning machine manufacturing sector,” he continues.

New hardware The company began designing hardware, with the intention of allowing its software production to enjoy more freedom in its creation, and began to work with manufacturers in North America. One of the most notable developments occurred when a major US retailer ordered 100s of its products, after which cleaning machine manufacturers began to appreciate the value of the Brain Corp organisation and its products. “This prepared the way for more investment in the company that resulted in its team of 45 expanding to 300 in 2017,” Mr Spruijt explains. “The growth of the business in America encouraged it to look around the world and it entered the European market in 2019. “I was the first European staff member and was appointed to my chief revenue officer role last year. We’re now focusing on creating solutions to help our customers increase their levels of automation, particularly where companies have a lot of repetition in their daily activities,” he states.

With many businesses finding the Covid-19 pandemic challenging and – in some cases – disastrous, Mr Spruijt says that his company found it to be much more positive. “Everyone was talking about the importance of cleaning and its benefits, including keeping the spread of the disease to a minimum and also reassuring people by the visible presence of cleaners. “Both during and after Covid, there has been a big challenge for the cleaning industry to find sufficient numbers of workers, so the obvious solution to this is to increase the level of automation in the cleaning industry. There has been a lot of concern expressed about robots taking people’s jobs, but if there are not enough staff members to complete the work this becomes an ineffective argument,” says Mr Spruijt.

There has been a lot of concern expressed about robots taking people’s jobs

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INTERVIEW

“There’s always a choice to make and with automation you have the choice of embracing it or running away from it. It may be a case that the choices won’t suit your business model, but at least you’ve considered them and there’s always the possibility that this will help in the future,” he continues. There is often a reluctance to consider changes in any business setting, either from the perspective of fear of the unknown or reluctance to consider anything that would upset the status quo. However, businesses that adhere to the saying “We’ve always done it this way”, can frequently be seen to be the ones that are left behind by failing to move with the times. “Those that look at AI and automation realistically can see how it can help to make a difference,” Mr Spruijt continues. “The main aim is to apply it and help the business to stay ahead of the competition, but you have to make the effort to understand the possibilities.”

Rise of the machines Brain Corp has increased its activities to the point there are more than 30,000 robots using its software around the world. The hardware production side of the business ceased to operate in 2021 to allow it to concentrate on its software creation, which was always the aim of its founders. “We’re also continuing to collaborate with the best partners working in the robotics and automation field to make sure we’re providing the best solutions to our customers,” he continues. “There is also constant data analysis being performed to allow us to share insights and visibility with customers so they can observe the work being completed by their robots. “This enhanced visibility also allows us to assist clients in optimising the efficiency of their robots, further establishing a solid foundation for consistent, high-quality cleaning,” says Mr Spruijt.

He further reports that the company is continuing to extend the number of original equipment manufacturers (OEMs) and suppliers it partners with, which is helping it to increase its activities around the world. “Working with OEMs in all areas of the world is helping us to bring more robots to the market. Automation, combined with the insight that our data is providing, is key in making sure that businesses move forward and continue to enjoy even more benefits and advantages and optimise all business opportunities.”

An improved service Each robot is programmed to generate alerts to show its location and details of the operations it is performing. Mr Spruijt states that these constant reports are then studied to determine where improvements can be made. “It’s important for customers to realise that robots and automation are not able to complete 100% of the their requirements. For example, it’s not possible to program a cleaning machine to clean an area with a zero gap, so there will always be a need for human interaction, but much less than if the robot was not cleaning the rest of the floor,” he explains. “Working on a realistic basis is the best place to start and will see the customer enjoy a lot of savings and benefits. Robots are not limited to the number of hours they work and don’t take holidays or sick leave, as well, and our constant analysis means that their levels of efficiency will continue to increase, too. “Once we have identified an opportunity for improvement, it is a simple process to implement a software update, which helps all our clients’ robots, so the benefits and advantages continue to increase,” says Mr Spruijt. The fact that tens of thousands of robots are now working successfully around the world provides incontrovertible proof that Brain Corp is set for further success within the cleaning sector of FM and no doubt many other sectors, as its levels of sophistication increase and continue to expand the options available for clients.

Robots are not limited to the number of hours they work and don’t take holidays or sick leave

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INDUSTRY OPINION

Alex Green, head of the Let’s Go Zero campaign, says trusts are showing their ambition to be zero carbon by 2030

Multi-academy trusts lead schools’ charge to zero carbon A

cademy trusts are championing the education sector’s response to climate change. Their actions – which include fixing up draughty buildings, investing in on-site energy generation and tackling energy waste – help schools save money and lower their emissions. Schools from 389 multi-academy trusts have thrown their weight behind Let’s Go Zero, our UK-wide campaign helping schools become zero carbon by 2030, with the largest trust in England signing up all 100 of its schools. The pace of academies embracing the campaign is gathering speed, with 105 joining us so far this year. This totals more than 2,400 schools signed up across the UK. These school leaders are urging Government to accelerate its climate emergency response across the education sector, and are taking strides to retrofit their estates.

Sharing climate action knowledge Academies can have a huge impact on the education sector becoming zero carbon – sharing invaluable lessons learnt between the trust schools quickly, and trialling initiatives in small pockets of schools before rolling out to the rest of the trust. Multi-academy trusts benefit from shared resources and experience, and use that learning to quickly spread winning zero carbon initiatives across their school networks. They also demonstrate best practice – to students, teachers and the wider community – and boost the local economy through building contracts for installing renewable energy, and retrofitting schools to be more energy efficient. Some Let’s Go Zero schools also source equipment, food and materials locally, to lower the carbon footprint.

Climate Action Advisors offer support Excitingly, this month also sees a massive upscaling in the support Let’s Go Zero is offering to all schools, colleges and nurseries across England. The campaign has just recruited six climate action advisors in the East and West Midlands, with more to come across the England in early 2024.

The advisors provide clear, concise specialist guidance to school leaders and facilities managers on climate action measures, spanning from quick wins to more intensive changes. They link schools to the latest Department for Education advice and reporting, resources and technology advice, and show schools how to tap into a wealth of finance and grants.

Campaign spans the country

Academies can have a huge impact on the education sector becoming zero carbon

Academies joining Let’s Go Zero range from as small as a handful of schools in a trust, such as the fivestrong Learning Life Partnership, to the largest trust in England; United Learning Trust is made up of 94 schools across the country, and spans from Carlisle to the south coast. In 2019 the United Learning Trust set the ambitious target of reaching carbon neutral by 2030 and committed to investing in local communities, the national education system and the wider world. United Learning ensures its carbon neutral ambition is a high priority for headteachers by presenting its research, carbon data and strategies at headteacher face-to-face meetings.

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INDUSTRY OPINION

The United Learning Trust has taken steps to cut From strength to strength its carbon emissions The Let’s Go Zero campaign, offers schools further support from 15 Let’s Go Zero coalition and inspire students members. These include a range of NGOs working on environmental guidance for schools, including and staff to play ready-made lesson plans and project ideas, webinars and case studies. And the coalition is their part growing. Competitions to fund sustainability-

The United Learning Trust has taken steps to cut its carbon emissions and inspire students and staff to play their part. Its actions include switching all schools to a 100% renewable electricity provider, running an energy-saving week each January, and adapting the primary school curriculum to have a focus on sustainability. The trust is currently doing the same for its secondary school curriculum, as well as introducing one meat-free day a week in every school. And it is creating a green directory of preferred suppliers for staff to use. It hopes to include a sustainability clause in all new procurement contracts from 2025.

decision-making and embedding sustainability into its schools’ culture. It’s now focused on reducing emissions from its school estate and improving school grounds to support the curriculum and improve biodiversity.

Climate action saves trust £1.5m a year

focused projects, run with IKEA and OVO Foundation, mean schools can involve their students in both creating environmental projects and securing the money to bring them to life. And we won’t stop there. Long-term collaboration with key players in public and private finance is developing through our innovative finance project to boost retrofit funding opportunities, and a Zero Carbon Fund, to grow existing programmes run by school-focused organisations. Joining the Let’s Go Zero campaign is a simple, and practical way for schools to increase their impact and legacy in the fight against climate change, and we can’t wait to welcome you to the campaign. To find out how your school or trust could benefit from joining Let’s Go Zero visit: letsgozero.org or email letsgozero@ashden.org

Bellevue Academy Trust, which manages 10 schools in London and Berkshire, has partnered with eEnergy to reduce its carbon footprint and work towards net zero by 2030. It has switched to a 100% renewable electricity tariff and with support from eEnergy, and five of the trust’s schools have now replaced their old, inefficient lights with LED lighting. Nine of the trust’s 10 schools now have solar panels, saving the trust a phenomenal £1.5 million a year. The largest academy trust for primary schools, REAch2, which support 60 primary schools across England, has just started its journey on climate action and sustainability. It has created a sixpoint strategy which encompasses sustainability – this includes looking into policies, process and procurement, adding environmental impact into its

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MOVERS & SHAKERS

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

Latest appointments of senior FM professionals

FM service provider Bidvest Noonan has announced two significant appointments – Chris Cunningham as innovation manager and Nina Delia as environmental manager. These key additions reinforce the organisation’s commitment to shaping a greener and more innovative future. Mr Cunningham brings a wealth of experience as a business innovation specialist, having expertise in coaching, change management, and programme management. He will spearhead innovative solutions, identify new opportunities, and introduce cutting-edge initiatives to enhance the company’s position. Ms Delia recently joined the Bidvest Noonan’s environmental sustainability team and brings substantial expertise and experience to support the company on its path towards achieving net zero carbon emissions. She will be tasked with monitoring her employer’s carbon footprint, identifying sources of emissions and ensure the business allocates its resources where they can have the most significant impact, while assisting with the creation of service solutions to empower its customers to reach their sustainability objectives.

ISS has appointed Marcin Wilson to the position of managing director of its Key Account Network (KAN) that provides a range of FM services including cleaning, maintenance and technical services nationwide. It employs a team of 3,500 colleagues, delivering services to more than 4,000 client sites across the UK and Ireland. In his new role Mr Wilson will be tasked with delivering the KAN transformation programme, which aims to strengthen its product offering, attract new talent and build its reputation within the company and with its clients. This continues his work, after he joined the business last February to lead a review of the network and help the company meet its growth ambitions.

JLL has confirmed the appointment of Chris Yates as a director of the company, with the aim of strengthening its presence in the Bristol industrial and logistics market. He will act as head of Bristol industrial and logistics, bringing the South West team together. Based in the company’s Bristol office, Mr Yates brings a wealth of experience and industry expertise to further enhance his employer’s industrial and logistics capabilities in the region. Mr Yates joins from Cushman & Wakefield, where he began his career as a graduate in the Cardiff office in 2012. Throughout his tenure, his role expanded into the South West region, and he was appointed as a partner at the firm.

Hard FM service provider Jaguar Building Services has appointed two new account managers to its team, namely Fred Graham and Andrew Lambros. Mr Graham has 30 years of contract management experience, with a track record spanning various contracts in banking and healthcare. He said: “I am enjoying my role as Account Manager, and I look forward to building solid relationships with our clients. The team ethic at Jaguar is one of the very best I have encountered.” Mr Lambros has 19 years of technical experience, backed by certifications in ILM Level 5, Key Account Management at Cranfield University. He prides himself on providing excellent customer service through innovative solutions. He said: “Since day one, I have received a very warm welcome from everyone at Jaguar and I look forward to the opportunities that lie ahead.”

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MOVERS & SHAKERS

Service provider Wates has promoted Chey Godfrey as support services operations manager for its FM business, a new role that will increase the focus on compliance for its growing customer base. Her previous position was assurance compliance tool (ACT) manager, where she developed and oversaw the management of the company’s bespoke solution, which she built from the ground up. ACT provides a central point for customer compliance that ensures quality and efficiency across all contracts, the company explained. Joining its senior leadership FM team, Ms Godfrey will manage the customer experience, ensuring the business delivers on its contractual commitments as well as developing business systems to improve efficiency.

Architect and designer Will+Partners has appointed Clare Danahay as its director of workplace. She specialises in workplace consultancy and design, supporting organisations to help them achieve the most from their working environment through bespoke workplace strategies and detailed evidence-based design. She brings over 20 years’ worth of commercial interior design experience and has spearheaded the design and delivery of award-winning projects both domestically and internationally across sectors such as higher education, commercial offices, healthcare, and leisure. Ms Danahay is a member of the British Council of Offices (BCO) and its regional Northern Committee and National Technical Affairs Committee. This has resulted in involvement in the production of several white papers on best practice in office and workplace design, including co-author on a thought piece on post-covid and hybrid working and the up-coming update to the BCO’s Guide to Fit Out.

Security fire and power provider Bandweaver has welcomed Marinus de Heijde to its team as business development manager, who brings with him 20 years’ experience in the fire safety sector. As a key member of the team, he will be responsible for accelerating his employer’s growth by developing and executing sales strategies and building relationships with key decision-makers. He will also be working with existing customers, maintaining and developing key relationships in Europe. Mr de Heijde joins from Biosite Systems, where he was business development manager (export). In his time there, he was responsible for the sale of all fire safety products in Europe and set up exclusive distributors in The Netherlands, Belgium, Denmark and UAE whilst also selling direct and indirect in Ireland, Sweden and Germany. Mr de Heijde said: “I am very excited about expanding Bandweaver’s presence across Europe as we believe there is a massive opportunity here, especially the Nordic countries. I am also looking forward to exhibiting at VdS-FireSafety Cologne this December, where Bandweaver will be showcasing our linear heat detection solutions to the German fire safety market.”

Relocation service provider Business Moves Group (BMG) has appointed Steve Harding as its new technical services director. He joins the business with extensive experience in the logistics industry across various sectors, with excellent strategic planning skills. His previous experience includes managing a team of over 800 FTEs across 20 sites in the UK, supported by his strategic partners. Mr Harding will be responsible for the integration of new technologies and assisting on projects with large quantities of technical equipment. Furthermore, he will be focussing on new sectors to bring added value to new and existing clients, whilst also driving continuous improvement and efficiencies throughout the company’s operation.

Soft FM service provider Churchill has appointed Colin Marshall as subject matter expert for its transport division. He has spent more than 25 years working in the heavy and light rail, bus, coach, and aviation sectors. Over this time, he has supported more than £50m worth of soft services delivery to the TFL London Underground portfolio, delivered many solutions to train operating companies and provided operations support at international and regional airports across the UK. Mr Marshall will be tasked with ensuring that best-in-class operational solutions are delivered, oversee key activities during the mobilisation and maintain strategic relationships to support customer satisfaction. His strengths lie in empowering team members to excel, delivering innovative operational solutions and driving customer relationships.

Catering service provider Elior UK has announced the appointment of Matt Wood to its UK leadership team. He is managing director of the company’s corporate catering specialist Lexington Catering, which provides catering and hospitality services for organisations and independent schools to clients in the London area. Mr Wood said: “It is a privilege to be appointed to the leadership team and I look forward to sharing my experience and the successes of Lexington with my fellow directors and hope to inspire new ideas for the company. Lexington will remain my priority area of focus and, I hope to continue to grow the business with the support of my excellent team.”

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TOMORROW MEETS TODAY SPONSORED BY

Tomorrow Meets Today founders Sajna Rahman and Andrew Hulbert have announced the continuation of the initiative and its support for young members

TMT announces this year’s diverse cohort of young professionals Sajna Rahman High Performance Coach Think Transform Thrive

Andrew Hulbert Vice Chair Pareto FM

uilding on the award-winning success of the last eight years, Tomorrow Meets Today is back for 2023. TMT describes itself as FM’s only exclusive networking evening specifically focused on promoting diversity and creating unique opportunities for future leaders to meet inspirational current leadership. In total there will be 20 inspiring leaders with space for 28 future leaders to join. TMT was created by professional speaker and mentor Sajna Rahman and Pareto FM vice chair Andrew Hulbert and their successful partnership has been renewed this year. Sponsored by Pareto FM, the event will be held at the inspiring ASOS head offices in Camden, London on 9 November 2023. The evening will include a unique networking experience whereby the ‘tomorrow people’ will get exclusive access to network with the wide-ranging leadership group.

The evening will include speed networking, talks from industry leaders and discussion over drinks. The event for 2023 specifically focuses on ESG and each of the leaders have been chosen as pioneers in a certain field. From equality, diversity and inclusion (ED&I) champions to neurodiverse leadership through to those experienced in mental health to veteran representation. The senior group is uniquely placed to offer advice, like no other group seen in FM. This free programme has now selected 23 ‘tomorrow people’ to the scheme through a nomination process that saw 75 applicants. The return of TMT has been eagerly anticipated by many FM professionals, following its highly successful efforts in previous years. Launched in November 2015, the initiative enjoyed an enthusiastic reception that saw it continuing to increase its activities over the next five years. The last event took place in November 2019, with its headline aim of promoting opportunities for

people of all backgrounds, hosted by Twitter HQ at its London offices. From the very first event, TMT has celebrated diversity and emphasised the importance of employing young people of all cultures, backgrounds and ethnicities on the basis of their skills and potential. One of the central themes at the core of the initiative has been pairing the brightest young members with experienced industry leaders and providing them with the best possible start in their careers. Many of the senior personnel involved in the mentoring events have reported that they have also learned from their experiences with and support of the TMT members. The not for profit organisation has also included networking opportunities between young people and senior industry leaders, with the result that many have enjoyed increased career opportunities. Included on the page opposite is the list of this year’s cohort of young people selected for the launch event.

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TOMORROW MEETS TODAY SPONSORED BY

Jason Ajayi Jaguar Building Services Site Manager

Sarah Thornhill HMRC Regional Facilities Management Lead

Oliver Boote Mace Senior Facilities Manager

Vincent Egunlae Grant Thornton UK LLP Manager – M&A

Sophie Donald Zest Marketing Founder

Oluwatodimu Bello IWFM Risings EDI Lead

Rebecca Scahill John O’Conner Business Development Manager

Jack Rubin Purdy & Figg Co-CEO

Leanne Treloar Peloton Senior Workplace Specialist

Charleigh Churchill Amika guest services by OCS FOH Receptionist + Event Coordinator

Lewis Barker ServiceNow Director, Workplace & Real Estate

Maisie Wilson Fletchers Front of House Concierge

Fara Painter On Verve Operational Support

Sjon Barnes Freelance Photographer

Dale Line SBFM Chief Strategy Officer

Indie Love Gordon Halo Safety App Founder

Amelia McEntee Shrewsbury Sixth Form Student

Aashi Sahu Bots for that Head of UK Automation

Tommy Darling CBRE Business Development Manager

Lee Hayter Pareto Technical Account Manager

Adele Kalinauckas The Hurlingham Club Masterplan Project Coordinator

Anthony Atkinson CBRE Facilities Manager

Charlotte Rhodes Pareto Front of House Manager

Charlie Tweedie Fletchers Front of House

Lauren Bibby On Verve Operations Support

Kelsey Hargreaves BICS Technical Specialist

Nicola Powell Fletchers Front of House Concierge

Alex Head TP ICAP Facilities Assistant

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TOMORROW MEETS TODAY SPONSORED BY

Industry leaders Ali Khan CEO SHAPE Global Ltd

Andrea Donaldson Head of Soft Services The Hurlingham Club

Andrew Hulbert Vice Chair Pareto FM

Emma Lurie Director of Property & Facilities ASOS

Emma McLaughlin-Edwards Executive Director of ED&I EMCOR UK

Emma Wilson Social Impact Director Pareto FM

Howard Murray Senior Director, Workplace Experience Electronic Arts

Katey Ferguson Managing Director Ferguson Resource Group

Louisa Clarke Director One Feather Leadership Coaching

Chris Barnes Associate Director Pareto FM

Paul Sesay Founder & CEO Inclusive Top 50 UK Employers

Colin Kimber Operations Director Pareto FM

Sajna Rahman High Performance Coach Think Transform Thrive

Satvir Bungar Managing Director, Corporate Finance BDO LLP

Susan Stocker Founder The Competitive Edge Ltd

Oladele Agunpopo Inclusion Committee Chair Pareto FM

Bianca Angelico Director On Verve

Claudia Halabi Food Lifestyle Wellbeing Coach Lovegreen Health

Shalah Akhtar Founder Brown Corporate Women

Halimat Shode Operations Officer The Legal Education Foundation

For more details contact us: paretofm.com/tomorrowmeetstoday

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