Facilities Management Journal August 2022

Page 1

VOLUME 30 | 08


Official magazine



A new guide explains why more corporates than ever are requesting coworking spaces FM CLINIC: How FMs and catering suppliers are coping with soaring food and energy prices




Development of ‘unattended retail’

Look for Cradle to Cradle Certification

Steve McGregor, Group MD of DMA Group




Most people would run away, we’re not most people. Meet Paul. Paul crawled underneath patients’ beds in an infectious ward to clear a blocked stack. Without this, the ventilators would have stopped, leaving patients without life-saving equipment. Complete water in, waste out solutions. Find out more: www.metrorod.co.uk



this month...

kpm media Unit 1 Mill Place, Platt Business Estate, Maidstone Road, Sevenoaks, Kent TN15 8TB Tel: 01322 662289 Editor Sara Bean sara.bean@kpmmedia.co.uk Assistant Editor & Social Media Development Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Tel: 01322 476815 Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob: 0780 1947757 Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob: 07867 418994 Business Administrator Sami Smith sami@kpmmedia.co.uk Accounts Trish Boakes accounts@kpmmedia.co.uk Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP Charles Siddons, Head of Operations, NHS Property Services

Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate Ian Wade, Head of UK Estates, British Medical Association Lucy Hind, Senior FM Lecturer, Leeds Beckett University Marie Johnson, Head of Workplace & Wellbeing, Nominet Russell Wood, Facilities Manager at Dentsu Aegis Network

Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council Simon Francis, Principal Lead, Estates and Masterplanning, ZSL Simone Fenton-Jarvis, Workplace Consultancy Director at Relogix Stephen Bursi, Facilities Lead, BAE Systems Stephen Vagg, Head of Estates and Strategy, National Express Group PLC Vicky Thorp, Head of Facilities Management, CLSH Management

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This summer’s record-breaking heatwave has been shown to be part of a pattern in the recent State of the Climate report from the Met Office which states that the UK climate will continue to get warmer, wetter and sunnier. As we go to press there are warnings from the National Drought group, made up of senior decision makers from Environment Agency, government, water companies, Water UK, the NFU and environmental protection groups that the UK faces the prospect of a drought being declared in August. FMs have a huge role to play in managing water consumption, but as parts two and three of the series, What about Water? reveals, while reducing water for environmental reasons is the primary motivation for FMs (92 per cent), there remains a need to improve the reporting and awareness of water consumption within the built environment. Reducing the consumption of water across FM services, for example, cleaning, catering, refurb projects can help deliver, not only environmental, but commercial wins. This is why SFMI and Methven UK which co-produced the report are encouraging FMs to share their strategies and approaches in this important area of sustainability - see page 42 for more details. As Jeremy Campbell of EMCOR UK remarked in his introduction to the Net Zero Workplace conference (page 10), we are on the cusp of the greatest challenge in human history, and as a community of workplace people we can make a massive difference to the urgent imperative to address global warming. While the event delivered some very worrying statistics on the scale of the problem, this was balanced with inspiring examples of projects and policies that may help make a difference. But the most important message of the day was from Campaigner Georgia Elliott-Smith who said FMs can be activists in their own company by not just listening to the ‘green wash’ but challenging their organisations to deliver meaningful change. As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.


Find your next role with the FMJ Jobboard Visit jobs.fmj.co.uk for hundreds of roles in FM and associated industries






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As part of the changes to fire safety regulations there have been updates to the regulations regarding lifts, reports Nick Mellor, MD of LEIA and LIFTEX 2022.



This month’s summary of everything that has hit the headlines in the FM sector.


24 34



The latest news and views from CIBSE and IWFM.



The Net Zero Workplace, organised by the Workplace Trends team heard how the built environment can make a massive difference in addressing climate change.

Stuart Purton of Chubb Fire & Security explains why the new Fire Safety Act 2021 which came into force in May, offers clearer directions on meeting compliance.



Office fit-out specialist PSG Global has produced a guide to the coworking phenomenon as more corporates than ever are requesting coworking spaces.



Ian Reynolds-Young, the Editor of Planet Vending gives us the expert’s view on how the latest technologies are helping the vending sector deliver workplace foodservice.






Hugo Santos, General Manager Gophr on why FMs and caterers should consider arranging foodservice delivery services for home workers.


Giampiero Frisio, ABB Electrification’s Smart Power Division President, explains why it’s time for the modern facilities manager to ‘think circular.’


James Saunders advises on the correct specification of acoustic doors which help control the travel of sound in a building.



Jack Yarrow of waste management experts Grundon says businesses may be overlooking a vital revenue stream by neglecting the potential of materials recycling.



Faced with soaring food and energy prices and lower footfalls in many workplaces compared to pre-pandemic levels, how can FMs and their catering providers safeguard the quality and flexibility of their foodservice offerings while meeting sustainability goals?

Andrew Jackson, Business Development Director EMEA, Shaw Contract on procuring flooring products and materials that contribute to a Circular Economy approach.



Steve McGregor, Group Managing Director at DMA Group (DMA) warns that FMs may not be realising the full potential of digitalisation and automation for effective property maintenance.



In the second and third parts of this three-part series on water usage, Acclaro Advisory and SFMI presents the results of research on Reporting and Targets and Risks and Opportunities.







COMPLIANCE Anthony Robins, Technical Director at FireSealsDirect explains how changes in fire door legislation will affect FMs and their duties.




Find out who’s moving where in the facilities management profession.



CJ Green, Co-Founder of BraveGoose and Co-Creator of CleverGoose HR Advice Technology, on how FMs are the architects of workplace change.



First aiders play an important role in providing assistance to casualties, but it’s crucial that their skills are maintained beyond their initial qualification.



A brief roundup of the latest careers news in the facilities management sector.

New product and service launches and company news from the FM industry.

Next Edition With over three quarters of UK organisations seeing reduced output, profitability or growth as a result of the skills shortages; what is the FM sector doing to address the skills shortage and ensure both the wellbeing and performance of staff? As the school year begins, by focussing on three areas – sustainability, reducing carbon and compliance, FMs can help provide an education asset that adds value to the community. To support occupant wellbeing we need to offer the level of ergonomic comfort workers wouldn’t be able to emulate at home. We take a look at how you can ensure your BMS is running your assets correctly to keep budgets under control; and learn that protecting property ahead of the winter weather means identifying the common causes of commercial property water leaks, and how to fix them.

sara.bean@kpmmedia.co.uk To register for your free copy of FMJ visit fmj.co.uk AUGUST 2022





Shirley Miles, Head of Environmental Protection at Adler and Allan Tertiary containment systems play a vital role in minimising the consequences of a major environmental incident. Correct management of separators and interceptors for your client should ensure that if secondary containment systems fail or exceed capacity you have a ‘final frontier’ to trap harmful light liquids before they enter the surrounding area. But tertiary containment will only be effective if it is well-maintained. Most facilities managers following the guidelines in SFG20, believing that this ‘industry standard’ will ensure they are covered, do not realise that it does not fully comply with the current standard BSEN 858-2:2003. What does SFG20 say? SFG20 does of course cover the basics of responsible interceptor maintenance. In Section 48-03 it advises that every 12 months you check and report any significant deterioration, clean any contamination, check for obstructions in chamber interconnectors and vent pipes, and comply with safety regulations regarding working in confined spaces. However… what users of SFG20 often do not spot is the line in the Overarching Introduction which reads: “The Specification [i.e. SFG20] is not intended to replace the Manufacturers guidance but rather supplement it. For the avoidance of doubt, the manufacturer’s guidance will always take precedence over the Specification.” And why is this crucial? Because any manufacturer’s guidance for interceptor systems will refer you to BSEN 858-2:2003, which must be fulfilled to demonstrate your client has met their statutory obligations. So you may think you are maintaining your clients’ assets to the relevant standards while actually remaining dangerously unaware of your full legal responsibilities. What does the law say? The current British Standard for the operation and maintenance of separators (or interceptors) BS EN 858-2:2003 regarding separator systems for light liquids (e.g. oil and petrol), states that they must: • Be fitted with an automatic warning device/high level alarm • Be serviced and maintained as a minimum on a six-monthly basis • Be subject to a maximum interval of a five-yearly integrity test • Have full service and maintenance records available for inspection A pollution incident caused by poorly maintained or inadequate containment is a strict liability offence and failure to adhere to current standards is a key factor in prosecution. The onus is on you and your client to demonstrate that you have done your utmost to ensure compliance according to BS EN 858-2:2003, as well as best practice guidance in SFG20 and CIRIA 736. To this end, you need to keep comprehensive service logs as evidence of your robust maintenance and servicing. The costs of failing to do this are not just environmental, but legal, financial, and reputational with fines up to 100 per cent of pre-tax profits. So what should you do to ensure full compliance? Firstly, pay close attention to the small print in SFG20, and more importantly the manufacturer’s guidance for your client’s specific containment systems. Do not assume that ‘guidelines’ and ‘advice’ constitute statutory compliance. Follow a programme of proactive interceptor maintenance, in line with BS EN 858-2:2003, which requires you install an interceptor alarm system to monitor oil, silt, and liquid levels within underground interceptors. It also requires your client’s interceptors are serviced and maintained as a minimum, every six months and integrity tested every five years. Ideally, work with an environmental partner who can service and test your client’s interceptors according to their specific type and setting, using the latest technology and methodologies. They can conduct a non-intrusive sixmonthly inspection to check levels and functionality of key components, and a more detailed five-yearly integrity inspection. Finally make sure you – and any partner you use - keep full records of maintenance, servicing, inspection, and testing. Find out more about Adler and Allan here: www.adlerandallan.co.uk/sectors/facilities-management/




Mitie has reported a strong start to FY23 with good continued momentum in its Q1 trading update. Group revenue for the three months to 30 June 2022, including share of joint ventures and associates, was £945 million, three per cent ahead of the same period last year (Q1 FY22 £917 million). Revenue growth, excluding COVID-related contracts was 16 per cent. Mitie also reported new contract wins, renewals and extensions including project work of up to £778 million total contract value (TCV) in the quarter. New wins of £203 million TCV include US Visiting Forces (for DIO), Hammerson, Poundland and GSK. Mitie’s extension and renewal rate is over 95 per cent, with renewals or extensions for the DIO Ascension Islands, Cyprus and Falklands contracts, as well as Vodafone, Starbucks and Jones Lang Lasalle. So far in the second quarter contracts have been renewed with both Sainsbury’s and Sellafield. Mitie has acquired three small, but high growth, high margin businesses during the first quarter of the year. The acquisition of two further telecoms site acquisition and maintenance companies P2ML and 8point8, create a UK market leading Telecoms Support Services business for Mitie, whilst the acquisition of Custom Solar enhances the company’s decarbonisation offering.

NHSPS’ TRANSFORMATION PROGRAMME SAVES £250M FOR NHS Through its cost transformation programme, launched in 2017, NHS Property Services has delivered £250 million worth of cost savings to the NHS across 2,000 initiatives. With the healthcare system facing increased financial pressure to support a pandemic recovery and a backlog of elective care, these savings will be reinvested directly back into the NHS and could equate to providing enough funding to build around 68 new GP surgeries or pay the annual salaries of around 3,200 GPs. Mark Smith, Chief Finance Officer for the government-owned company, which aims to help around 7,000 customers across the NHS get the most from their estate, commented: “We established the cost transformation programme at NHSPS in 2017 to drive, monitor and report on the progress of our savings targets by tracking and reporting on more than 2,000 lines of activity, including everything from introducing strategic in-sourcing to reducing waste collections. “I’m pleased to announce that over the last five years, the programme has enabled us to exceed our ambitious target of £176 million, delivering a total of £250 million cost savings to our NHS partners and customers. This is a fantastic achievement, and the result of true successful collaboration and renewed focus right across our organisation which has enabled us to keep costs to our colleagues in the NHS broadly flat, offsetting some of the inflationary pressures.”


Free or subsidised food and beverage in the workplace key to tempting employees back

DATES FOR THE LONDON FLEX OFFICE FM DIARY PRICES INCREASE AS OCCUPIERS REINVEST IN 16-18 MAY 2023 CENTRAL OFFICE SPACE A new report from flexible office marketplace, Rubberdesk, shows that increasing demand for serviced offices pushed prices up across the greater London region by 3.4 per cent QoQ to £690 per month.

Subsidised food and beverage could be key to bringing employees back to the workplace, especially during the cost-ofliving crisis, according to the results of a new survey. Commissioned by Eurest, the workplace division of foodservice provider Compass Group UK and Ireland, the quantitative study of more than 1,000 business and industry workers saw free food or drink vending come top of a list of what would tempt employees back to work, with 77 per cent. Free coffee, tea, drinks and snacks was next on 76 per cent and an onsite restaurant provided for free made the top five on 71 per cent. Eurest has introduced a fully subsidised food and beverages offer to its UK headquarters in Parklands, Brimingham as part of a full refurbishment of the site. Since then, the proportion of its employees using the site restaurant has increased from 69 per cent to 95 per cent. The Top 10 things that would encourage people to visit their workplace more often: • Free food or drink vending – 77 per cent • Free coffee, tea, drinks, snacks – 76 per cent • Free parking – 75 per cent • Subsidised travel – 73 per cent • An onsite restaurant provided for free – 71 per cent • A kitchen or kitchenette – 69 per cent • Food and wellbeing events – 58 per cent • Fitness centre or gym – 55 per cent • An onside restaurant, premium café, or canteen you must pay for – 52 per cent • Onsite childcare – 48 per cent


Rubberdesk’s June 2022 London Flexible Office Market Report reveals Central London is the most expensive and in-demand district to rent an office, seeing a 1.1 per cent increase in the median price, and a 5.6 per cent drop in vacant office space QoQ. Southwark represents the best value at £704 per desk while demand for space in Westminster has pushed rents up 7.9 per cent to £830 per desk per month. The City of London highlights key trends observed amongst businesses seeking flexible office space, where demand for quality offices with premium amenities has been high. Rates in the City of London edged up 1.5 per cent QoQ to a median price of £745 per desk per month. By district, South London offers the best value for serviced office space, with a median monthly rate of £300 per person. Followed by North London at a median of £395 and West London at £450. Across East London, the cost of office space has jumped 3.5 per cent with a monthly median of £592 per person. Despite a 2.4 per cent decrease in available space since March 2022, London has experienced a significant supply of new workspaces over the past three months with serviced office operators such as The Office Group, Situu, Storey, Workpad, The Boutique Workspace, Foraspace as well as others who have opened over 20 new spaces across London with another five to come over the coming months.


Private investment firm, Clayton, Dubilier & Rice (CD&R) is set to acquire OCS Group and Atalian, to form a global facilities management platform. CD&R has announced agreements under which CD&R Fund XI and affiliates will acquire the facilities services business of OCS Group, which delivers critical and essential services to support more than 20,000 customers. CD&R has also made a “binding and irrevocable offer” to acquire Atalian. With a turnover of 2.946 billion euros, more than 123,000 employees in 35 countries across four continents, Atalian is one of the world’s largest independent services provider in facility management. The acquisitions are subject to consultation conditions and clearance from the relevant regulatory authorities. They are expected to be completed in the second half of 2022. Once the deal is completed, the platform will be a global FM player with a leading presence in Europe and Asia-Pacific across cleaning, security, and multi-technical services, among others.


14-15 SEPTEMBER 2022 RWM & Letsrecycle Live NEC, Birmingham www.rwmexhibition.com

18-20 SEPTEMBER 2022

The Flooring Show Harrogate Convention Centre, Harrogate www.theflooringshow.com

20-21 SEPTEMBER 2022 Workplace & Facilities Expo RDS Dublin, Ireland www.workplaceandfacilitiesexpo.com

22 SEPTEMBER 2022 Circular Lighting Live Cavendish Centre London https://circularlighting.live/

27-28 SEPTEMBER 2022 International Security Expo Olympia, London www.internationalsecurityexpo.com

04-05 OCTOBER 2022 Healthcare Estates Conference. Exhibition. Awards. Manchester Central www.healthcare-estates.com

23-24 NOVEMBER 2022 EMEX: Energy Management Expo ExCeL, London www.emexlondon.com

23-24 JANUARY 2023

Facilities Management Forum Radisson Hotel & Conference Centre www.facilitiesmanagementforum.co.uk

27-28 FEBRUARY 2023 Workspace Design Show Business Design Centre, London https://workspaceshow.co.uk







IBSE has pioneered the disclosure of building performance data in its awards, giving the industry a unique opportunity to compare and share Julie Godefroy, Head of Sustainability data. at CIBSE Following a review of past award submissions, last year CIBSE introduced new entry forms for the 2022 awards. The new forms removed a lot of the ambiguity in past submissions, such as what type of floor-area measurement was being used and the time period covered by the data and whether it represented normal occupancy. There are now only two categories of data: ‘essential’ and ‘optional’. Most of the information previously ‘recommended’ will become ‘essential’. This covers onsite energy systems, so that ‘all

projects will now have to submit enough data to assess the project’s total energy use, including grid-based as well as ‘onsite supplies’. Air permeability is now an ‘essential’ entry in recognition of its importance in building performance and because the test is carried out on new buildings and some retrofits in any case. As previously, the new forms will allow entrants to respond ‘not sure’ or ‘not available’, where necessary. What last year’s data says about building performance The data shows trends in delivery processes and design solutions. As expected, the projects that entered the awards paid attention to setting energy targets beyond regulatory compliance at the design stage; following Soft Landings; and carrying out energy performance modelling. In addition, the large majority of projects were shown to have some sort of onsite energy generation.

The Library and Study Centre at St John’s College, Oxford University was the 2022 overall Building Performance Champion. The scheme followed Soft Landings, and TM54 modelling was carried out to inform energy-use targets and to aid the assessment of in-use performance. Currently in its third year of occupation, the project is still being fine-tuned. Data shows that the building compares well with benchmarks, although this comparison should be viewed with caution as occupancy patterns are likely to have been affected by the pandemic. The data from this year will feed into a similar analysis, as part of the ‘bottom up’ approach to developing targets that are not only compatible with the UK’s net zero carbon budgets, but are also achievable. Entries for the 2023 awards are currently open, the entry deadline is Wednesday 14 September 2022 To find out more or to enter the awards go to www.cibse.org



he concept of smart buildings as ‘ecosystems’ of interdependent technologies sharing data and working together to meet the needs and goals of building inhabitants Peter Brogan, IWFM Head of Research and Insight and managers has been around for some time. Indeed, as many in our sector can attest, they are often discussed and proposed as a key driver for automating and supporting maintenance and security, improving workplace and customer experiences, and delivering sustainability outcomes – all areas that directly concern the responsibilities of workplace and facilities professionals. And yet, despite the incredible advances we have seen in technologies and their applications in daily life in recent times, experts agree that smart buildings and their ecosystems are still in the very early stages of development, and that the concept lacks a clear definition and an underpinning specification. This presents another huge opportunity for 8


our profession and serves as a booming call-toaction for members to assert their influence in the embryonic stages of smart building planning to help shape, and perhaps even drive, the development of smart ecosystems. This was among the findings from our new report ‘The smart places ecosystem – unlocking the full potential of the smart building’, which IWFM developed in partnership with Microsoft. The report shares the fruits of a deeply interesting roundtable discussion on the urban-transforming potential of ecosystems, and how our profession can best contribute to realising it. Providing the insights were senior FM practitioners, academics, and technologists, and members can access the report for free now on our website. Some professionals may fear that increasing automation and other outcomes relating to technological advancement could limit or even replace their roles; they may also feel that smart buildings exemplify that threat; however, there is a crucial human element to all of this that should never be ignored. Smart buildings and ecosystems are an orchestra that demand a human conductor to direct, manage and maintain the complex

interaction of software and hardware. And as smart buildings become more commonplace, they will expand and evolve into smart communities and cities – all requiring that crucial human element to feed into and set goals, support and manage the delivery of outcomes, and respond to shifting requirements and priorities. Our previous work with Microsoft, ‘Bridging facilities management’s digital divide’, highlighted the lack of digital skills in the sector and recommended that FMs build digital partnerships to fill the gap. That message is echoed in this new report, but it’s also clear that wider adoption of smart ecosystems depends on overcoming an age-old issue within the sector: successfully arguing for value over cost. The solution is proffered in the document, and we will aim to demonstrate it in the next steps of our research as we work with Microsoft on developing laboratory studies of potential smart ecosystems that unlock the future of the workplace.

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MAKING A DIFFERENCE The Net Zero Workplace conference offered some realistic actions that can be taken in the design and management of workspaces that meet net zero targets


e’re on the cusp of the greatest change in human history said Jeremy Campbell, Executive Director, EMCOR UK, introducing The Net Zero Workplace, organised by the Workplace Trends team which took place in person and online in July. “As a community of workplace people, we can make a massive difference to the urgent imperative to address climate change. It’s not good enough to do nothing, we’ve got to make a difference and that begins now.” Campaigner Georgia Elliott-Smith of Element Four set out the challenge in stark terms. We’re at a point of climate and ecological crisis and it is time to adopt a new approach that delivers meaningful impact. She advocates “disruptive sustainability,” a combination of best practice and activism that generates purpose and drives actions necessary to achieve meaningful change in industry. To that end she has joined the extinction rebellion protests as well as challenging the UK government in the High Court over the proposed UK Emissions Trading Scheme and its failure to uphold the Paris Agreement. “We’ve got to step away from saying our company is net zero”, she said. “It may look great in the brochure but what have you done that is delivering meaningful change?” 10


Environmental Psychologist Anicee Bauer echoed Elliott-Smith’s sentiments in her talk on ‘designing sustainable habitats for sustainable habits’. The problem with greenwashing, she said, “is when companies feel obliged to put clean, green energy and sustainability in their mission statements, but they’re actually just living a quiet life on paper. There needs to be a commitment to integrity within organisations by matching up what they preach to the outside with what is actually happening within the organisation”.

GAMEIFICATION OF NET ZERO Taking a competitive approach to the issue, CUBE is the UK’s first competition to tackle the dual challenges of occupier engagement and energy efficiency improvement in commercial buildings by getting landlords, building managers and occupiers to compete with other buildings to reduce energy consumption. Introducing the concept, Mark Bruno of Ampersand Partners and Andy Mazzucchelli of Landsec revealed that a new BREEAM building had cut emissions by nearly 50 per cent by taking part, as previously despite the design it “wasn’t being used the way it should have been used due to behaviour issues”. Driving home the message that how we manage spaces impacts their

sustainability, was workplace expert Neil Usher from GoSpace AI. He explained we can no longer match supply and demand by having planners in the back room, instead, applying AI-driven dynamic scheduling technology allows occupants to choose where they sit in the workplace while enabling workplace managers to consolidate the amount of space used to help save energy. This tech helps to resolve the problem of managing hybrid working patterns, by maximising the opportunity for organisations to meet net zero, on a floor by floor, building by building basis.

SUSTAINABLE WELLBEING Ian Baker, Head of Workplace, EMCOR UK remarked in his introduction to the afternoon sessions that we’re becoming far more aware of the link between sustainability and wellbeing. He maintained that in order to reduce the consumption of energy in buildings we first need to measure it as otherwise, the assets we look after and don’t measure are leaky buckets. The session on reducing Embodied Carbon in the Workplace by Adam Strudwick of Perkins & Will was a useful primer. In just one example we heard how adaptable prefabricated meeting rooms that are growing in favour to support hybrid work patterns, are more

sustainable as they can be disconnected and reused. He also advised setting carbon budgets in the same ways as project teams set cost budgets. With the office now having to compete with the home, you not only need to encourage people to want to commute to the workplace but provide end of route facilities that help them choose active travel. Neil Webster of Remit Consulting explained the thinking behind the BCO Report: The Impact of Active Travel on Real Estate and the Workplace. Rounding off the day was a case study by Henry Pelly, Max Fordham LLP and Mike McMahon, Eric Parry Architects on the development of 11 Belgrave Road, a net zero workplace in London Victoria, which sets new standards in design, sustainability and wellbeing. Along with its energy management accolades; being the UK’s first building to achieve a 5.5 Star NABERS UK design-reviewed target rating for efficiency, zero carbon in both construction and operation, and having a design stage BREEAM Outstanding rating, it is also one of only six UK buildings to pre-certify for WELL Platinum. The Wellness elements of the building, including generous end of route facilities reflects the growing understanding that working to achieve net zero brings benefits to the environment and building occupants. The day had a strong positive message and one which cut through much of the greenwash which can permeate the net zero challenge. As Elliott-Smith said, we can all be activists in our own way by being the grown-ups in the room, telling the truth and making sure we make a real difference. https://workplacetrends.co/events/thenet-zero-workplace

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Giampiero Frisio, ABB Electrification’s Smart Power Division President, explains why it’s time for the modern facilities manager to ‘think circular’

ambitions closely align with yours.

UPGRADE EQUIPMENT A more strategic approach to equipment updates can pay dividends too. Inherently, the cost and environmental impact of investing in a new piece of equipment or component will always be much greater than repairing or updating an existing one. In this vein, it becomes important to specify long-life options that can be upgraded over time. Monitoring and predictive maintenance equipment can also ensure durability too while minimising the risk of downtime and improving production schedules.



e cannot ignore the escalating environmental crisis. By 2030 the planet will be home to over 8.5 billion people, meaning the challenges of urbanisation, resource scarcity, waste, pollution and emissions will continue to increase – unless we act now. Although many believe the answer to these challenges lie in electrification, clean energy and technologies, the solution requires much more. In our experience, the circular economy is a key part of this solution, aiming to preserve resources and minimise impacts at every stage of the value chain. The transition from a ‘take-make-waste’ linear model to a circular one, in which resources are continuously reused for as long as possible, will help to preserve resources and reduce waste. As a secondary benefit, applying circularity can also reduce the high emissions associated with creating new products from virgin materials. The result is that the circular concept, while not new, is quickly coming to the fore as economies around the world step up to the climate challenge and seek to embed circularity for the benefit of environmental, social and economic progress. The 2020 European Commission prioritised this approach through the implementation of a Circular Economy Action Plan across Europe, with measures such as mandatory green public procurement criteria and reporting, and a sustainable products policy initiative expected to come into effect later this year.



At the same time, investors, customers, suppliers, and employers are also adding pressure for businesses to behave with a social conscience and to take positive steps to reduce their impact on the environment, including the reusing and recycling of materials and reducing their waste. Given the reach of facilities services, which can involve everything from procurement to waste management, facilities managers have a central role to play in this.

VERIFY MATERIALS AND SUPPLIERS With the aim of the circular economy to carefully manage existing resources to ensure products and materials are kept in use for as long as possible to preserve raw materials and minimise waste, start by asking suppliers for more eco-efficient options. It may be that there is a new alternative product or piece of equipment available which has been built using recycled options or offers a vastly improved carbon footprint. At ABB, for example, we continue to work towards our target of ensuring at least 80 per cent of our products and solutions are covered by our circularity approach by 2030. Take the time to regularly assess suppliers. How advanced are they in their circular designs? Can they work with you to support yours? What is the carbon trail of their products and operations? Achieving this transition requires close collaboration, so it’s important to work with businesses whose circular

Equally, the importance of curating a circular culture from within cannot be underestimated. From regular communications to training and initiatives, it is vital to empower employees with the knowledge and tools needed to make change happen. There is a wealth of support out there from industry experts too. At ABB for example, we continue to embed circularity throughout our entire organisation – both in our operations and in collaborating with our customers to help them become more circular. The result is that customers can rely on us to provide the solutions needed to power a sustainable economy with the assurance of optimised circularity. As part of this, we provide a helping hand throughout their transition; from making recommendations for change through to, where possible, delivering bespoke solutions.

A WORLD OF DIFFERENCE Aside from the huge potential contribution to net-zero that a circularity approach can yield, the good news is that creating a circular economy can be good for business too. By its very nature, the principle of recycling, reusing and prolonging product life for as long as possible can make a world of difference to business competitiveness. The World Economic Forum estimates there is a potential $4.5 trillion to be saved by adopting the circular model by 2030. As facilities managers seek to add value and contribute to performance, this could make a huge impact on the bottom line. There is no question about it; the business model of the future will be circular. As the world comes together to preserve the earth’s resources today and for future generations, the transition to the circular economy model, paired with cleaner energy and renewable fuel sources, is essential to realising global sustainability ambitions and targets for netzero globally. Now is the time for facilities managers to take positive action and think ‘circularity’ by focusing on the benefits that the circular economy can bring, to conserve natural resources, limit waste and reduce emissions.

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FIRE DOOR LEGISLATION Anthony Robins, Technical Director at FireSealsDirect explains how changes in fire door legislation will affect FMs and their duties


ive years after the terrible Grenfell Tower tragedy some of the initial inquiry findings have impacted fire door legislation and, by extension, facilities managers’ duties around the fire safety of the buildings. Below, we outline the changes in legislation, the reasons for the recommendations and how facilities managers can ensure their fire doors will perform as expected in the event of a fire.

CHANGES IN LEGISLATION From 23 January 2023, all responsible persons for multi-occupied residential buildings in England with storeys over 11 metres will need to: Undertake quarterly checks on all fire doors in the common parts Undertake annual checks on all flat entrance doors that lead onto a building’s common parts Responsible persons of multi-occupied residential buildings with two or more sets of domestic premises will also need to provide all residents with information on the importance of fire doors and the role they play in keeping the building safe.

WHY HAS THIS COME ABOUT? The recent Grenfell Tower Inquiry Phase 1 Report noted that fire doors play an essential role in preventing or inhibiting the spread of smoke and toxic gases and also preserving the effective compartmentation of buildings. It found that the fire doors in Grenfell Tower didn’t act in the way they should have to prevent smoke and gas spreading due to them being damaged or

in disrepair. As a result, it will be a legal requirement from January 2023 that all fire doors are checked on a quarterly or annual basis depending on their location. It is hoped that in doing so, fire doors won’t be left to fall into disrepair and will be maintained correctly. All facilities managers should carry out checks of their fire doors as soon as possible to make sure they are in good working condition and adhere to current legislation.

WHAT IS THE CURRENT FIRE DOOR LEGISLATION? When you need a fire door Domestic Buildings In domestic dwellings above two levels, every door leading to a stairwell must be a fire door where it leads to a habitable room. In loft conversions. Between a house and integral garage. Between business and residential spaces in a mixed use building. Non-Domestic Buildings Fire door guidance for non-domestic buildings are determined on each building and its escape routes. The building plans should outline where the fire compartments are and therefore where fire doors are needed. If you’re unsure, you can get a third party accredited fire risk assessor to look at your requirements.

CHECKS TO CARRY OUT: Below, we’ve listed the necessary checks to carry out on fire doors to ensure they’re in line with current legislation: Certification The fire door itself should have a label, plug or similar marking on the door showing it’s a certified fire door. All ironmongery such as locks, latches, door closers and hinges must also be CE or UKCA marked and be compatible with the door leaf’s certification. You can check this by consulting the test evidence and data sheets, or get in touch with the manufacturer.



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Apertures Any apertures in the form of windows or air transfer grilles must be compatible with the door leaf and should also be fire stopped through the use of an intumescent glazing system or intumescent air transfer grilles. Gaps & Seals There should be a gap of no more than 3-4mm around the door and the door frame. Intumescent strips should be fitted at the top and sides of the door. Whether this is fire only intumescent strip or fire and smoke intumescent strip depends on whether the door is a fire door or a fire and smoke door. The gap at the bottom of the door should be no more than 8mm. If it’s a fire and smoke door, it should be no more than 3mm. If it’s larger than this, a drop down seal can be used to close the gap. The hinges should be fixed firmly with no screws missing. Closers Door closers should be fully functioning and close onto the latch from any position with ease. Operation The whole door assembly should close correctly and easily around all four sides. It should be possible for the responsible person assigned to carry out the inspection of a fire door. Should you notice any issues when inspecting your fire doors in line with the above checks, you may need to involve a specialist to assist you in rectifying the problems.

CONCLUSION The role of fire doors in the fire safety of residential buildings is becoming increasingly spotlight as findings from the Grenfell Tower Inquiry emerge. As a result, it is essential that fire doors are checked regularly to identify any issues that may mean they won’t function appropriately in the event of a fire. As recommended by the Inquiry, facilities managers should carry out inspections of their fire doors urgently to ensure they’re in line with current legislation and ensure they’re aware of the new legal requirements from January 2023 and put measures in place to adhere to these to avoid any penalties.

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When sound becomes noise, it can have a serious impact on health, wellbeing and productivity. James Saunders, General Manager of Enfield Speciality Doors, explains how acoustic doors can be used to tackle this ‘forgotten pollutant’

fire certifications and should be made by a specialist door manufacturer.

A HOLISTIC APPROACH TO NOISE Sound travels through walls, floors, ceilings and structural supports, so acoustic doors are only part of the solution to a noise problem. To complete sound proofing specification, consider the use of acoustic wall panels and ceiling panels which deflect sound back into a room, or fitting flooring which absorbs noise and vibrations. For new builds or complete remodelling projects, acoustic bricks (made from foam and fabric) could also be incorporated into the overall design.

BEAUTIFUL AESTHETICS Acoustic doors can be manufactured in a range of materials, colours and finishes to ensure that these functional, practical doors can also match the interior design of a building and further enhance the space. It is important to note that adding hardware can affect acoustic performance if it breaches the layers designed to control the sound. Ideally, specify the hardware with the door so the manufacturer can supply correctly fitted and rated hardware without compromising performance.



uring lockdown, one thing that many people observed was how noticeably quieter the world was. We’d become used to the background hum of traffic noises, voices, ringing phones, business and industry, and only when it was gone did we realise how quiet, quiet could be. The World Health Organisation has labelled noise as the second biggest environmental issue after air pollution, so it should be properly considered when specifying or designing new buildings and if you’re managing fit-out or refurbishment projects. One way to control the travel of sound in a building to protect occupants is through the correct specification of acoustic doors.

WHAT IS AN ACOUSTIC DOOR? An acoustic door is an entrance or internal door made from materials specifically designed to keep sound in or out of a space. The door is fitted with an acoustic seal to ensure sound doesn’t travel through the gap around 16


the door slab and the frame. An entry level acoustic door will insulate against sounds of 35 decibels and above. A dishwasher running can generate around 60 decibels of sound, while traffic creates around 70 decibels of noise. Acoustic doors are ideal for use in a range of spaces including schools, universities, hospitals, factories, offices and mixed-use buildings. Anywhere where sound needs to be kept out – or kept in! For example, specifiers may want to choose an acoustic door for the kitchen area in an open plan office to ensure workers aren’t disrupted while their colleagues are on a break. Similarly, the door to a board or interview room in the same office may want to keep the sound of the ‘shop floor’ out as well as keeping conversations in the board room private, so sound shouldn’t travel in or out.

ADDITIONAL FUNCTIONALITY Depending on the layout of the building, acoustic doors may need to serve other purposes as well as reducing the travel

of sound, such as incorporating security and fire protection. It’s best to use a specialist manufacturer for doors that need to meet multiple requirements, as the specification and materials used can act against each other. For example, steel reinforcements can be used to enhance security performance, but metal carries sound more than softer materials – which in turn may be flammable! And the weight of acoustic doors also needs to be considered – seals and materials can make them too heavy to open, contravening health and safety laws unless the spec is adjusted accordingly.

GLASS PANELS Glass panels offer improved visibility in or out of a room for a normal entrance or internal door, and this feature can be incorporated into an acoustic door – but with some limitations. Fitting a glass panel has an impact on the door’s performance so the size and the type of glass matters. This requires careful consideration, particularly where the door needs to have both acoustic and

To help specifiers, architects and facilities managers choose high quality acoustic doors, we recommend looking for Quiet Mark approval. Quiet Mark is an independent global certification programme associated with the UK Noise Abatement Society. Quiet Mark identifies the quietest products in multiple categories in many sectors and the certification is awarded to products that promote “quietness”. In addition to its consumer work with major retailers, Quiet Mark works alongside NBS, a leading construction data and specification platform, to help specifiers find the quietest appliance technology and acoustic materials available on the market to support people’s health and wellbeing. Acoustic doors offer many advantages to specifiers looking for noise reduction as part of a wider strategy to provide quieter work, learning or leisure spaces. With much to consider, working with a specialist door manufacturer to get the specification absolutely right will maximise the performance of the door and ensure happier, healthier spaces.






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@BritSafe British Safety Council Sector Interest Groups are looking for new members! There are currently spaces in the following groups: construction, healthcare, housing and local authority, manufacturing, retail and stadia. For more information visit: http://britsafe.org/SIGS Jemma Millward MSc. linkedin.com/in/ jemma-millward-msc-26335628 Area Facilities Manager with Virtual FM. Yesterday marked the official end point for me on my studying journey. I finally got to walk the stage, doff the cap to the Dean and mark the celebration of my MSc Facilities Management with distinction. I’m proud to be a Leeds Becket graduate. CIOB @theCIOB Alongside five of our other sister professional bodies we have launched a 45-point action plan to jointly improve equity, diversity and inclusion (EDI). Read the full story at https://orlo.uk/3ERcC Anne Lennox-Martin MSc CIWFM FIWM FRICS linkedin.com/in/annelennoxmartin. Stan Mitchell has made an incredible contribution to the development of the FM profession and sector through his work as Chair of the BSI FM Standards Committee. Now he has decided to step down and focus on his Key FM International, it is time to recognise all the hard work over many years. Stan, I salute you! Intelligent Building Europe (IBE) @ IntelbuildEurop @OmdiaHQ discusses how the smart building market is moving forwards since a pause in investment during the pandemic, adding that security will play a significant part in its evolution. http://ow.ly/ nulB50K667A Bernard Crouch CIWFM Director, AcumenFM linkedin.com/in/bernardcrouch. The Building Safety Act introduces a set of new roles and responsibilities for people who manage occupied, high-rise residential buildings. A significant number of FM’s look after buildings that will be affected by this new legislation. Both IWFM & CIBSE have CPD events later this year where you can learn more about the Building Safety Act. @Waterwise Take advantage of our special offer to apply for your Waterwise Checkmark for Offices. Visit our website to find out more and apply https://waterwise.org.uk/ checkmark-for-offices-2/





t’s good to see facilities managers thinking differently about waste in recent years. Items once thrown out with barely a second thought are today increasingly seen as a valuable commodity that can help save money, boost environmental credentials and be good for the planet – providing it is correctly managed. However while recycling some materials, such as glass, paper and cardboard have become the norm, there are still many items whose recycling potential is largely untapped. Expert analysis of your corporate waste, ideally via a waste audit, can identify hidden gems and help inform the development of a strategy for disposal which will deliver both value and environmental benefits. Many businesses often don’t realise that developments within the waste sector – new waste streams and innovative technologies – have meant there are many more opportunities to recycle a much broader range of products. However, to achieve this effectively and efficiently, it’s important to understand both the quantity and quality of materials required to achieve rebates. The value of different waste streams will vary according to market demands, but there’s plenty of scope for earning substantial rebates. We have some indications here of the monetary value – indications only – of various waste products. Cardboard and paper Cardboard, commonly recycled, can earn you £80 per tonne when baled, usually for a minimum of 10 tonnes. We call it ‘beige gold’ and its value has steadily increased over recent years. One of our clients, Lakeside Shopping Centre in Essex, recently earned £24,000 in six months after baling and recycling its cardboard. For paper, each time you recycle a tonne you’re saving 380 gallons of oil. Baled, it’s worth £50 per tonne for a minimum of 10 tonnes. Paper cups are a real bugbear of ours – less than one per cent of the seven million disposed of in the UK each day are recycled. The problem is the polyethylene film bonded on the inside, which makes them waterproof but is hard to separate. At Grundon, we send them to a specialist facility where 100 per cent of the cup is recycled. It can even be turned into office paper, which is great for the circular economy. Metals and glass Metals are easy to recycle and come at different values, usually earning you between £40 and £80 per tonne. Transport costs will vary on the quality of the metal, which can be rapidly back in use avoiding the need for landfill.

Jack Yarrow, Grundon Waste Management Plastics LDPE (low density polyethylene) plastic film or pallet wrap is commonly used for products, for bags, food and beverage containers and the like. If it’s 95 per cent clear it can earn you £250 per tonne and a maximum load of 23 tonnes (worth almost £6,000) will cost around £350 to dispose of. Polypropelene (PP) makes up the white plastics often used in the food industry for buckets and so on. Clean and free of residues this can be worth £200 per tonne. Dirty, it will earn £50 per tonne. Transport costs will vary depending on quantity. HDPE (high density polyethylene) is commonly used for drums and cans. Baled it can generate rebates of £80 per tonne, or £100 per tonne if free and clear of residue. Again, transport costs for loads of up to 22 pallets will vary. Plastic crates, made of HDPE or PP are worth £100 if clear and residue-free. Polystyrene is recyclable, too. Baled, clean and free of residue it is worth £400 per tonne if you have a minimum of five tonnes to collect. Corex, the corrugated plastic sheets often used for signage and boards, will earn a £200 rebate per tonne depending on the grade and amount of filler. Top tips for uncovering hidden gems First, the practicalities. Rethink your outdoor space to maximise storage and cut collection costs. Ask about buying or renting a compactor or baler, depending on your requirement. And make sure your waste is clean – you’ll derive a bigger rebate that way. Second, strategy. Ask an expert to do a recycling audit at your business. It costs nothing and delivers huge potential. Also, find a company who can handle all your streams, as this is the most cost-effective way. Encourage your employees to understand the strategy and get involved, and use data to thank them for their performance.

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The latest CGA Prestige Foodservice Price Index reveals that year-on-year inflation in the foodservice sector hit 13.6 per cent in March 2022 and prices are unlikely to fall for the foreseeable future. Faced with soaring food and energy prices and lower footfalls in many workplaces compared to pre-pandemic levels, how can FMs and their catering providers safeguard the quality and flexibility of their foodservice offerings while meeting sustainability goals?

avoid customers feeling overwhelmed by too many options. However, cutting your catering provision altogether can risk losing team members to an employer seen to be offering better benefits. Don’t lose sight of the motivational and productivity gains that caring for your staff by offering a good value and good quality catering option can mean. Arguably a decent staff restaurant is as good as or better than many ‘wellness initiatives’ – an army marches on its stomach, not on aromatherapy treatments. As for behind the scenes, procurement departments can be slow-moving, and organisations should look at whether strict practises and processes are preventing them from accessing

In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management THE CATERING CONSULTANT’S VIEW JULIAN FRIS, DIRECTOR, NELLER DAVIES It’s important to start with a blank sheet and identify what the organisation is seeking to do across all its workstreams. This will help establish the vision and goals you’re working towards and influence how you react to these challenges. If the likelihood is that more people will be working from home for the foreseeable future at your client’s site, Julian Fris then plan your service accordingly – reduce your footprint and start thinking about tech-driven solutions such as minimarts, food lockers, and delivery as they are more flexible. It’s also important to engage the market and keep an eye on what is happening beyond the headlines. Despite supply chain disruption, there is enough food on the shelves, but the availability of specific ingredients may be impacted. You might just need to be a bit more flexible and creative with your menus to work with what is available at any given time. In a similar vein, considering the menu mix is critical. Not only can you control the balance of meat and plant-based items and lean more in favour of the latter to reduce your carbon footprint, but you can also use your chefs’ culinary skills to provide alternative solutions which are more affordable at a time when people are keeping a close eye on their spending. Review how you present food as well. A ‘less is more’ approach can reduce food waste, cut costs and 20


innovative or better value products because they are not from a ‘nominated supplier’. While long-term deals can ensure some level of continuity, they can also result in businesses tied into contracts with suppliers that are rapidly hiking their prices. Instead, explore the opportunities SMEs can offer and work with them to find your solutions; they are often more focused, less encumbered with costly red tape and incredibly passionate about what they do. If you can find a locally based smaller business operator, even better, enabling you to support the sustainability of a business that’s based within the community and reduce your food miles at the same time. When it comes to environmental sustainability, we all need to be thinking about our energy usage, for climate and cost reasons, which will involve replacing our old, energy-intensive kitchen equipment with combi, induction and other ‘just in time’ low energy solutions. If you can’t get new equipment, consider reconditioned kit. Investing in electric vehicles, meanwhile, can reduce your distribution costs by a third. And don’t forget to engage staff and keep them involved and collaborating in solutions instead of just being a factor of production. This will require talking to them, training them, and rewarding them to ensure they feel like they’re on the journey with you, ensuring a two-way dialogue that could see them suggest solutions that you hadn’t even considered.

THE CATERING SERVICE EXPERT’S VIEW HENRY WATTS, GROUP EXECUTIVE DIRECTOR, ATALIAN SERVEST The foodservice industry has been hit hard by recent inflation which has arrived quickly and at high levels. The reasons for high inflation are well documented. However, the reported




and published headline inflation rate of nearly 10 per cent is not a rate that is fit for purpose when considering the increases the contract foodservice industry has experienced through the first half of 2022. With foodservice suppliers having also been hit with huge fuel Henry Wat ts increases and higher salaries to recruit and retain drivers, it is accepted generally that the true rate of inflation for foodservice is over 15 per cent. The effect has been a huge shock to operators and clients alike, following a more than six per cent rise in labour costs due to National Minimum Wage and National Insurance increases in April 2022. These cost increases cannot be absorbed by an industry that already typically operates on low margins. Yet, they are understandably difficult to pass onto clients. There is of course some contract protection for operators, where cost plus arrangements are in place. But a strong client relationship is still required for the contract not to be at least ‘benchmarked’ if not formally tendered. Generally, clients have been accepting, to some degree, of cost increases if operators can demonstrate that they have looked at all ways to minimise increases to subsidy or tariff. Operators need to review their menus to use alternative ingredients whilst retaining quality, and be more imaginative with menu design and presentation. They should also aim to restructure services to sell more in shorter trading windows, or perhaps move the service to self-serve trading using the latest technology such as ordering and payment apps. The latter is prevalent in contracts where reduced footfall is now the norm following hybrid working. It would be more simple to restructure the service if staff were working from home on the same two or three days each week. There is also a ’supply side’ to cost savings and it’s important to follow the adage that ‘you can only sell right if you buy right’. Operators should always challenge suppliers to ensure they are getting the best value, as well as engaging with them on product changes, and taking advantage of their expertise. It’s important to also look at average delivery values and frequencies in order to reduce pricing. Operators should not be afraid to look at new suppliers, particularly if current suppliers are reluctant to engage honestly and openly. The cost of providing sustainable catering has increased

dramatically across all areas of food and sundry supply chains. The increased cost of meat due to feed and fuel pricing has pushed menu development even more towards a meat free menu and creative recipe planning. Working effectively with clients to manage cost increases through food and service innovations are critical to being able to continue to offer freshly cooked and nutritious food at a fair and affordable cost to customers, whilst working sustainably in terms of reducing waste, using less energy and ordering less unsustainable products. Technology is at the heart of sustainable practices, from systems to produce meat alternatives and help to control and reduce food waste, to the development of more energy efficient kitchen equipment and supply chain vehicles, and investment in technology to reduce packaging whilst increasing shelf life. These will continue to develop and be used more widely throughout the industry.

KITCHEN DESIGNER AND INSTALLER’S VIEW JULIAN SHINE, MD OF SHINE CATERING SYSTEMS Energy efficiency has always been on the agenda of commercial kitchens but a ‘perfect storm’ of factors ensures the need to minimise energy use is greater than it has ever been. Rising costs, increased legislation and more stringent targets on energy use Julian Shine are all having an impact as we transition to lower carbon energy sources in line with the Government’s target of net zero emissions by 2050. With food prices rising and lower footfalls due to post-pandemic flexibility, energy costs are also becoming more important to drive savings without impacting quality. Commercial kitchens are inherently large energy users; what proportion of a building’s energy is used in the kitchen will depend on the building use of course, but it is not uncommon for kitchens to use upwards of 50 per cent of the building’s energy consumption. Mitigating this energy use can be the key to maintaining a profitable catering operation whilst also meeting sustainability goals. Savings can undoubtedly be made. Research by the International Journal of Low-Carbon Technologies shows between 45 per cent to 70 per cent of the wasted electric energy in commercial kitchens is due to behavioural factors and poor maintenance. With this in mind, there are some important decisions to be made - namely whether to install electric or gas cooking appliances. Some chefs still prefer to cook on a flame, but when it comes to efficiency benefits, electric induction cooking will

The cost of providing sustainable catering has increased dramatically across all areas of food and sundry supply chains. The increased cost of meat due to feed and fuel pricing has pushed menu development even more towards a meat free menu and creative recipe planning. Henry Watts





always outperform gas due to the level of control available. Take induction cooking, for example, where 90 per cent of the heat generated is used for cooking, compared with around 70 per cent for electric cooktops and between 40 - 55 per cent for an open gas burner. Even taking into account the difference in cost per unit (which is becoming smaller), electric cooking is more economical. A typical gas appliance also requires 1.5 times the volume flow of extraction than the electric equivalent because so much heat is wasted, which means a bigger extraction system and higher ongoing running costs. Another way to keep costs down whilst achieving sustainability is to take advantage of specific energy saving features. This could include technologies such as demand-controlled ventilation and heating of prime cooking appliances, which reduces energy consumption when systems are not in use. Demand-controlled ventilation is not mentioned in BREEAM but I would expect it to be added in due course because it is referenced in the latest version of the DW172: Specification for Kitchen Ventilation System guidance document from BESA and remains one of the best efficiency measures that can be used. Other technologies include heat recovery and air source heat pumps on dishwashers, which can reuse waste heat from wastewater and hot humid air to heat incoming cold water. Even correctly sizing equipment such as commercial fridges will have a positive impact on the energy consumption of the kitchen. The key, in all of this, is for architects, designers and their clients to work in collaboration with their kitchen consultant from the early stages of the project to help design and build more efficient kitchens from the outset. By working together, we can develop more sustainable, more cost-effective kitchens that meet all objectives.

FOODSERVICE MANUFACTURER’S VIEW JASON WEBB, MANAGING DIRECTOR, ELECTRONIC TEMPERATURE INSTRUMENTS Consumers are paying more attention to food safety standards, and instant access to data across the farm to fork process has never been more important. Technology is a key enabler of both. The market for farm to fork technology is growing, especially in an age where every minute and every pound count. Companies that can invest in the speed Jason Webb of their operation will reap rewards in a climate which is seeing growing costs to employ people. Technology allows organisations to react faster to situations because of instant access to accurate data. Temperature control is critical to ensuring a high quality and safe product is delivered to the consumer’s plate. This is enabled by the constant harvesting and monitoring of data through wireless data loggers. These are IoT-enabled devices which can provide catering facilities with the information they need to act immediately should any unforeseen issues arise when it comes to food temperatures. 22


They transmit data via the cloud which is stored locally on PCs and other devices. The data is passed through a Wi-Fi router to a computer, regardless of where the user is based. It stays locally on a hard drive so the user can access real, live temperature monitoring data wherever they are. This ensures checks are completed correctly, issues are identified, and corrective actions are taken to reduce spoilage. Wireless data loggers are ideally suited to applications where there are challenges in collecting real-time and recorded data, making them ideal tools for the likes of large retailers and catering enterprises which rely on industrial refrigeration units. One of the most effective and cost-friendly set of actions firms can actually take centres around better management of refrigeration units during periods where demand is high or low. Let’s look at the former when demand for refrigeration spikes. Overfilled fridges are a problem because they consume more energy. To respond effectively, measuring temperatures regularly (at least every few hours) is critical. Here, caterers should utilise technological devices to measure and record temperature readings to ensure their machines are operating properly – good solutions will also issue early alerts to enable preventative action to be taken. Meanwhile, keeping a detailed inventory of what goods need what amount of refrigeration should reduce instances where critical limits are reached. Overfilling refrigerators and cool rooms with produce also reduces the air flow and leads to hotspots, where bacteria can flourish even if you think you have the right temperature set on the dial. To combat this, an inventory of how much stock needs to be refrigerated should be kept. Fridges which are underfilled are also suboptimal in terms of energy consumption. This can occur during periods of low demand – think school and university holidays, the off-season for events and holiday caterers, and even periods just before deliveries are due. Another example is buildings where occupation is lower than usual due to the rise of hybrid working, which means fewer staff in offices at any one time. In these cases, caterers should re-evaluate their stock and delivery patterns. This will help to avoid unnecessarily full fridges, cut down on waste and prevent food from spoiling, while in some instances, entire refrigeration units may be able to be switched off.

Do you have a question that you’d like answered by the FMJ Clinic? Email: sara.bean@kpmmedia.co.uk

It’s no longer mobile or radio – you can have the benefits of both Technology evolves so quickly and there may be a consensus that radio is has had its day but there is still a place for two-way radio systems and teaming radio and mobile technology to give you the most comprehensive communications system for your workplace. If you are still running on analogue, or have poor radio reception in areas, or are just using radios or just using mobile devices – here are the reasons why combining radio and mobile will give you the benefits of both seamlessly. Firstly, if you are running on an analogue system then digital radio offers features that are just not available on analogue. Here are the key benefits to combining radio and mobile:

Robust site wide communication Covering areas where cellular communication is poor. The radio system will enhance coverage giving you seamless communication, which may be essential to the safety of those onsite. Advances in radio technology mean that most coverage issues can be resolved, offering better sound quality giving employees and contractors peace of mind with a clear communication channel.

Multiple sites CSE can connect radio networks across multiple sites and our comprehensive communication capabilities across the UK enable us to support your business nationwide. This incorporated into your mobile network will give complete coverage. So, if you have moved to solely mobile communications because you

think radio is limited to one site, we can link radio systems on different sites and using PoC (push to talk over cellular) apps those off site can communicate with those onsite via the app giving them push-to-talk one-to-many communication.

Location monitoring Being able to locate radio users when they need back up, press the emergency button or activate safety features like Lone Worker and Man Down is crucial. Combining your mobile and radio systems can provide full coverage both internally and externally, giving full visibility of the activity on the system - audio, text, locations and recordingsall displayed in a control room or on a tablet. Communication and locations can also be recorded for training and accountability. In addition, you will have full flexibility to integrate with other systems and interface with entry, intruder and fire systems, plus CCTV and body cameras. All of this can link into a building management system to help your business work and respond to situations more efficiently.

Robust equipment Radios are purpose built to be robust in the most challenging of environments and can sustain rough treatment and

handling, giving them longevity. This is not always the way with mobiles, so by connecting the two, there is a place for all devices. CSE offers unparalleled experience in designing, installing and maintaining radio communication systems to meet and often exceed client requirements. We give you peace of mind that your system has the capacity to integrate relevant technologies as they emerge and evolve as your organisation does.

For further information please contact us: T: 020 7183 4391 or 01883 334 792 E: hello@cse-chatterbox.com

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COWORKING SPACES Office fit-out specialist PSG Global has produced a guide to the coworking phenomenon and why more corporates than ever are requesting coworking spaces. Marina Vassilopoulos reports


oworking spaces are a relatively new phenomenon, with the first coworking space built in 2005. These spaces have increased in popularity due to their accessibility and the creation of WeWork. In 2022, Apple TV released a mini-series entitled ‘WeCrashed’, based on the tumultuous reality of Adam Neumann’s time as the CEO of WeWork. This series has once again transformed coworking spaces into a topical feature. PSG Global is a prestigious international fit-out and relocation project management company based in London. The business has worked on several projects regarding coworking in the past, using extensive experience in transforming commercial spaces into vibrant hubs. The company has provided an informative guide on coworking, and, having worked on spaces to enable its corporate clients to attract individuals to spaces has charted the developments in coworking over the past



few years. In reality, only 40 per cent of coworking spaces have been profitable throughout their time in operation. These spaces are primarily located in major cities, with 1,423 coworking spaces accessible in London alone. These areas are best suited to users with a hybrid or self-employed model, often splitting their time between the office, coworking space, and even their home. Coworking spaces are known for offering a range of amenities that the traditional office fails to provide, with vibrant and aesthetically pleasing community spaces available to users.

COVID-19 AND COWORKING The COVID-19 pandemic has acted as a catalyst for a dynamic shift in standard working models. The CIPD reported that in 2021, over 40 per cent of employers expected more than half of their employees to work from home regularly. The pre-pandemic figure? A mere five per cent. This increase

marks a significant shift in working patterns, accompanied by a phenomenon known as The Great Resignation. Legions of workers are, for the first time, finding their voices heard regarding their needs. While a pay increase was previously a sole target when applying for a new role, employers have found that potential applicants now desire several things. In addition to a pay increase, 61 per cent of employees want a greater work-life balance and better personal wellbeing. Forty-three per cent of applicants also desire COVID-19 policies that align with their personal beliefs, while 42 per cent desire a diverse and inclusive workspace. These figures suggest that individuals feel that they have higher standards when it comes to seeking a new role following the COVID-19 pandemic. Some offices have adapted to provide a work-life balance while in the office. PSG Global worked on helping Hindawi Publishing Corporation with its expansion in 2019. The client requested a presentation



area for clients and staff. PSG Global’s renovation of the 4,500 sq ft floor included a new breakout space with a tea point and benches, alongside a gaming area. Such a space enables staff to relax during their lunch break while enhancing interpersonal relationships, communication and bonding within a team.

THE NEW WORKPLACE In recent years, it is evident that the workforce paradigm has shifted. So, what do people want in their new working lives, rather than the traditional office setting? The answer may be simple: coworking. According to a GCUC survey, 84 per cent of coworking individuals stated that working in such an environment allows them to be more engaged and motivated. As a result, architecture firms, such as PSG Global, are now billing more from reconstruction and renovation projects than new builds for the first time. This shift is due to soaring demand for office renovations. Trends noted by the CBRE included more social and collaborative spaces when renovating offices. A recent CBRE survey of 185 office tenants found that 91 per cent of respondents plan to adapt their existing office space, with 52 per cent expecting to reduce their offices, while 39 per cent expect to expand. These renovated coworking spaces are often in old, beautiful buildings. For example, Montreal’s Crew Collective & Cafe occupies a former Royal Bank in Quebec. The NeueHouse Bradbury, located in a building described as a ‘historic masterpiece’, was built in 1893. The famous site has appeared in several films, television shows and music videos, including Blade Runner. Workers can live out their science fiction dreams, working in a building that checks the historical boxes.

What do people want within these new office spaces? Freedom of choice. A coworking space offers free coffee, snacks, sit-to-stand desks, a community and exemption from the rigidity of the standard workday. Individuals are free to wear casual clothing or take breaks without reprimand. Studies have proven that a positive working environment can improve an employee’s efficiency, motivation and satisfaction. Coworking spaces are therefore beneficial for both employers and employees. PSG Global recently worked on a coworking space in Uxbridge, West London. Jazz Networks became the first occupants of the newly refurbished Charter Building. The impressive Grade A building, spanning 241,000 sq ft, was previously the headquarters of Coca-Cola. Following the refurbishment, the site now boasts the largest office space in Uxbridge, with high ceilings that reach up to 3.4 metres and floorplans that span over an acre. The space has been redesigned with users in mind, offering several exclusive features to individuals. There is an area dedicated to street food that spans over 100 metres. There are also break-out areas, coffee shops, and a concierge service within the coworking space. PSG aided in designing, fitting out and providing the office furniture that was utilised in the area. In only six weeks on-site, the area was transformed to include workstations for technology staff. The result is an ultra-light, modern, aesthetically pleasing zone in which the workforce of several companies can eat, work collaboratively, and socialise.

A coworking space offers free coffee, snacks, sit-to-stand desks, a community and exemption from the rigidity of the standard workday. Individuals are free to wear casual clothing or take breaks without reprimand.”


GENEROUS AMENITIES Coworking spaces have introduced various innovative amenities over the years, allowing them to compete with one another. For example, Neumann’s WeWork was renowned for its party culture. Their WeWork Summer Camp, a teambuilding weekend festival, was even compared to Glastonbury. WeWork spaces, until as recently as 2020, offered unlimited free alcoholic beverages, including wine and beer. Prior employees have even alleged being ‘plied’ with tequila shots during their interview with the company. Meanwhile, Regus, which controlled an incredible 11 per cent of the market compared to WeWork’s 1.7 per cent in 2019, is known for its privacy and formal focus. These spaces target a wide range of individuals, mainly promoting a sense of community while appealing to personalised needs. It is important to note that community is a paramount feature of a coworking space. The Coworking Manifesto, a document signed by members of over 1,700 working spaces, outlines the importance of community within a coworking space. The statement “clearly articulates the values that the coworking movement aspires to, including community, collaboration, learning, and sustainability”. These ethical and inclusive attributes suggest a flexible workspace should be a place where people can fulfil their aspirations, whether these are work-related or personal. It moreover suggests a place of growth and stability where individuals can develop within their work-related and personal lives. As a result of such an ethos, these spaces have developed to boast new features. There is an increased focus on physical and mental wellbeing. This is due to the high demand from workers that have started to prioritise health in the workplace. Non-traditional facilities are regularly offered, breaking the stigma of the traditional work AUGUST 2022




environment. These transform a coworking space into a wellbeing hub, with amenities such as: Yoga spaces Standing and ergonomic desks Ergonomic chairs Basketball courts Large fitness centres Healthy snacks and curated beverages Meditation rooms Climbing walls In 2022, these features are signs that WeBuild where WeWork. Individuals and their



humanistic needs are now considered vital when planning new office spaces or adding new amenities or features. Previously, only non-traditional creative jobs were associated with such coworking spaces. However, even financial, legal, real estate and consulting services are now vital players in offering the shift to hybrid working. For example, PSG Global worked on office space for Hyperoptic in 2020. The business’ relocation to Kings House in Hammersmith provided 18,500 sq ft of high-quality office space. PSG Global was appointed to develop a visually stunning office with collaborative areas and executive spaces. The renovation required installing a multitude of exciting features, such as 12 breakout areas, a curved ‘war room’, a demonstration zone and a training centre with touchscreen booking capabilities. There were additionally several refreshment zones installed and a wellness room with personalised audio sensory features. Lastly, the boardroom was designed to overlook a nature-inspired ‘green roof’ to support local wildlife.

COWORKING AND BEYOND Is this the final step in creating a work environment that values the health of all attendees? The future of working might go beyond this. The MetaVerse, a fictional 3D universe, has recently come into the public eye. This immersive virtual world transforms the internet into a virtual reality wherein we can work, hug loved ones virtually, or even attend concerts. The MetaVerse follows the ethos of collaborative spaces. Digital interaction promotes a connected experience. You can meet others, learn new skills, and complete any tasks required. Facebook recently promoted the importance of a virtual community, rebranding to ‘Meta’. The 3D spaces offered will “let you socialise, learn, collaborate and play in ways that go beyond what we imagine”. This bold statement by Mark Zuckerberg, the CEO, suggests that the MetaVerse is here to stay. The COVID-19 pandemic has overhauled any preconceptions of the ‘standard’ working environment. 2022 marks the possibility of going further, with digital avenues available. Architects and fit-out companies could soon become virtual reality (VR) experts, designing digital worlds. One thing remains clear: workers’ needs will, and should, remain kept at the forefront.

Individuals and their humanistic needs are now considered vital when planning new office spaces or adding new amenities or features. Previously, only nontraditional creative jobs were associated with such coworking spaces.”

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INNOVATION Ian Reynolds-Young, the Editor of Planet Vending gives us the insiders view on how the latest technologies are helping the vending sector deliver workplace foodservice in a myriad of ways


hile FMJ is aware of a current trend that sees more FM readers relying on vending to supplement their catering offers, my perspective comes from the other side of the fence, and I can confirm that the vending industry is not simply buoyant just now; it is relishing the future with a confidence seldom seen before. What we’re seeing in workplace right now is not a ‘trend’, it’s part of a phenomenon that is sweeping through every aspect of retail, foodservice and hospitality: ‘unattended retail’.



AVA RESEARCH New research from the The Vending and Automated Retail Association, (the AVA), reports 16 per cent growth in the sector from 2020 to 2021. What’s more, the AVA states that operators expect further growth of 20 per cent in 2022, and while some of this can be attributed to price increases and the return to work, growth in the Coffeeto-Go market (up 20 per cent from 2020 to 2021), plus the unprecedented rise in the popularity of Micromarkets, (which saw a 25 per cent increase from 2020 to 2021), are

set to continue as major contributors to the sector’s growth. Nayax has morphed from being a provider of cashless payment, IoT service and management solutions into an awardwinning payment and merchant account powerhouse that covers the globe, in fewer than 20 years. The company defines unattended retail as ‘taking simple vending solutions into a more technically-evolved landscape, where the focus is on innovation. Powered by technologies such as cashless payment systems, the Internet of Things and artificial intelligence / machine learning (AI/ ML), unattended retail significantly expands the possibilities of what traditional vending can achieve.’ Nayax and other providers such as Vianet, Televend and Vendon offer solutions that integrate telemetry to provide operators with the data they need to hone every aspect of the service they offer. Many lay the ‘credit’ for the status quo on the pandemic, but that’s only half true, as Jane McDonald, Managing Director of Excel Vending, (recently named ‘Best Overall Operator’ at the recent ‘Vendie’ Awards), is anxious to point out. “Personally, I don’t think the effects of the pandemic dramatically changed things,” she said. “What it did was accelerate the




adoption of innovative technologies such as touchless screens, contactless payments, own-cup scanning and micromarkets, which were already being rolled out before the emergency. But because of COVID, these features are now as seen by consumers as ‘essentials’, rather than ‘preferred options’.”

UNATTENDED RETAIL Natalie Baker is Finance Director at Westways Vending, voted ‘Best Regional Operator’ at the same awards. “Vending has transitioned quickly into unattended retail, leading to faster innovation including media screens, loyalty payment apps and micro-markets”, she says. “The rise in technology has meant that most vending machines can now report data back to the operator in real time, ensuring that the machines never run out of the food people love. Vending is therefore brilliantly placed to ensure ‘food on the go’ is available to all, 24 hours a day 7 days a week. The rise of cashless payments is as ever present in vending as it is in everyday life, so as an industry we embraced this change some time ago.” 365 International is the global leader in micromarkets and when I interviewed its President John Chidiac recently he told me that in the USA around 40 per cent of organisations with over 200 people have a MicroMarket on campus. That’s a huge number, but I replied “the implication is that unless you have the ‘magic’ 200 number, the benefits of automated retail are not for you.” I was wrong. 365, aware that the UK was a different beast, had developed a product called PicoMarket; a small, versatile stand-alone kiosk that can be placed in any type or size location. “It’s a self-service device that gives customers many grab-and-go opportunities and offers both cellular and hardline connectivity at a cost comparable to traditional vending”, Chidiac said. “It makes available the advantages of Automated Retail to a huge cohort of SMEs.” The key word for the industry as it moves ahead is ‘connectivity’, and this is reflected in the surge in the number of apps that allow consumers to use vending machines from their smart phones. Evoca, the world-leading coffee and vending machine company whose brand portfolio includes Gaggia, Necta and Saeco amongst others, has developed an app of its own. “CoffeeAPPeal brings the world of contactless technology and smartphone ordering to the office coffee machine”, Evoca UK Sales Director Craig Jukes said. “It uses a Bluetooth connection that works at up to a metre from the machine, so

The key word for the industry as it moves ahead is ‘connectivity’, and this is reflected in the surge in the number of apps that allow consumers to use vending machines from their smart phones.” users don’t have to touch it to make their purchase.”

APPS INFLUENCE Johnny Broderick is MD of both Pay4Vend and Broderick’s, the UK’s largest and most influential independent vending operator. He explains how the use of apps benefits the operator as much as the consumer... “By encouraging consumers to use an app to make their purchases, you’re not only giving them a convenient way to pay – you’re also opening the door to a whole world of promotion and reward, which gives you unprecedented insight on your customers: who they are, what they buy and when they buy it”, he said. There are practical advantages, too: “If a vend fails, for whatever the reason, the consumer is credited immediately through the app.”, Johnny says. “This builds up trust and makes users more confident than ever to use a vending machine.” And of course, perhaps the greatest advantage of the technology: “Who wants to break into a machine with no money in it?” Johnny said. Needless to say, the success of any retail operation, automated or otherwise, depends on satisfying consumer demand by offering products they want to buy. The bestselling products in vending machines post pandemic are pretty much the same as they

were before, but Allan Walker, Operations Director at Automatic Retailing Northern, the industry’s pre-eminent wholesaler, has seen developments lately in soft drinks. “We saw a massive increase in sales of energy drinks post pandemic”, he said. “I’m not sure what the driver is behind this growth but it’s showing no signs of abating.” Sales of bottled water have remained constant throughout the emergency, but Walker points out a new phenomenon that is having a significant impact on the marketplace: vitamin water. Two brands are making conspicuous headway: VITHIT and Get More. “When they first came out, vitamin drinks were a niche product that just a handful of customers got behind, but these days they are gaining traction at pace.” Finally, having outlined the numerous advantages automated retail enjoys in the race to become the preferred choice of consumers, there’s another advantage incumbent in offering a service that is unattended... Hiring staff these days is becoming a nightmare. There are evidently more jobs than there are people qualified to do them. Leading restaurants and other hospitality outlets are, in many cases, reducing menus – even cutting service periods completely. Just a thought... AUGUST 2022




HOME DELIVERY To support hybrid working patterns, contract caterers need to shift gears says Hugo Santos, General Manager Gophr


ybrid working - with days split between home and office - is set to become the norm for many UK workplaces, with more than eight in 10 of those who worked from home during the pandemic planning to work hybrid, according to the ONS. This might well be great news for a lot of people’s work-life balance, but it’s another big challenge for FM providers. For a contract caterer, a workforce that is only at their desk three days a week could mean losing two fifths of revenue from that client. “Could” is the key word there - because businesses that can adapt when circumstances change can find a way to thrive. And for FMs and their contract caterers, dealing with the new world of hybrid work, that means thinking about offering products where it’s needed - by arranging a delivery service for home workers.

MAKING DELIVERY WORK FOR YOU This might seem a bit of a scary prospect. It can be daunting to try something new but it doesn’t have to be. The first thing to note is that we’re not talking about delivering hot meals here. Making hot food delivery viable while offering a consistent service is hard enough for Deliveroo and UberEats, two highly innovative companies founded for exactly that purpose. And nobody wants a lukewarm burger and chips, or an artistically reconfigured pasta bake. Instead, think about what you can do within budget that takes advantage of your existing facilities. The time in a kitchen that would have been spent catering for staff in the office can be used to prepare meals that can be delivered frozen or chilled to employees at their homes. Deliveries could be organised weekly, with a menu and simple instructions for preparing each meal made available in advance. The frequency you are able to offer and the flexibility you offer for employees will of course depend on a number of factors, so you need to think about how you’re going to plan all of this out. Do you have the technology to allow staff at an organisation to let you know where they will be working each day, and then to plan efficient delivery routes? If not, it would be a good time to make that investment or research a partner who can support you.

MAKE THE DOORSTEP COUNT However you decide to coordinate deliveries, it’s important to think about the final touchpoint. If 30


staff aren’t happy about your service - whether that’s the food or the delivery then that lucrative contract might be on the line. You don’t need to offer a special experience but you do need to make sure it’s a painless one. You can do this by making sure recipients can track their order and contact the driver, and of course that the delivery arrives in good condition. Consider your packaging too. This might be the only physical contact a person has with their employer on a given day; how does the employer want to represent itself to its employees in these circumstances? That might be the sort of conversation you’ve never had to have with them before. You’ll also need to consider how much flexibility you want to and can afford to give for amending orders. Offering flexible same day delivery could give a competitive advantage by providing a service that fits seamlessly into people’s working lives. This does have the potential to increase costs, but that’s where your or your delivery partner’s delivery planning tech comes in: when a change is made, it can automatically adjust drivers’ routes to minimise the disruption to the existing schedule.

NOT JUST HOW, BUT WHERE Finding the right courier partner for any delivery

operation can be a challenge. Your choices should be influenced by the geography of your clients: the size of the metropolitan area a workplace is based in, and how close by its employees live, will affect how many you can cater for, and the routes and types of vehicles you will require. Learn from the experience of other businesses who’ve already taken the plunge. Or speak to companies like those in the recipe box sector who were pioneers and will be able to advise on things to watch out for such as variations in quality of coverage and service levels in different postcodes/ parts of the country. Large logistics companies can’t always prioritise smaller customers, and don’t always offer the best customer service to bigger ones. You should make sure any delivery partner you choose is clear about exactly what they’re offering, and can let you know what’s going on at all times. If the relationship isn’t working for you, it’s probably not working for your customers and clients either. For all the hassle and cost of commuting to work, we should be glad that we’re once again free to work alongside our colleagues, with the benefits that it brings when it comes to sharing ideas and building relationships. But the past isn’t coming back. Hybrid working is here to stay - but it doesn’t need to be last orders for contract catering.



LIFT STANDARDS As part of the changes to fire safety regulations there have been updates to the regulations regarding lifts. Ahead of LIFTEX 2022 in October, Nick Mellor, MD of LEIA and LIFTEX 2022 explains the existing guidance in British Standards from service until evacuation operations

commence of lifts intended to be used for the evacuation of disabled people.

Operation of any manual lift recall switch should be checked weekly by the building owner/responsible person using their

key to ensure that the lift car recalls to

the designated floor and then goes out of service. Any fault should be reported to

the lift maintenance provider to allow it to be investigated and rectified.

Operation of any evacuation lift switch or firemen’s/firefighting/firefighters

lift switch should be checked weekly by the building owner/responsible person using their key to ensure it recalls the

lift car which is then only operates under

evacuation / fire control. Any fault should be reported to the lift maintenance


he recently published Fire Safety (England) Regulations 2022 now requires “responsible persons” to undertake monthly checks on lifts for use by firefighters and evacuation lifts, along with other duties under the Regulatory Reform (Fire Safety) Order. It’s important to note that the new regulations impose requirements which should sit alongside and complement this existing regime under the Regulatory Reform (Fire Safety) Order 2005. A “responsible person” is the term used in the regulations and this might be the FM, building owner or a designated person.

and evacuation lifts.

WEEKLY CHECKS These checks do not need specialist lift personnel and so would typically be carried out by the “responsible person”. As part of the weekly checks of the fire detection and fire alarm systems, the recall of any lifts connected to the system should be checked which could include the following checks:

Recall to the designated floor and removal from service of lifts not intended to stay in service.

BRITISH STANDARDS GUIDANCE There are British Standards which refer to the maintenance and inspection of lifts. BS 9999:2017, Annex I include recommendations for weekly, monthly and annual checks. These are echoed in BS 8899:2016, clause 8, which looks at routine inspection, maintenance and thorough examination of lifts for use by firefighters 32


Recall to the fire service access level and removal from service until firefighters

take control of lifts for use by firefighters (including firemen’s, firefighting and firefighters lifts).

Recall to the exit floor and removal

provider to allow it to be investigated and rectified.

MONTHLY CHECKS Again, these checks don’t need specialist lift personnel to be involved and so could typically be carried out by the “responsible person”. In addition to the above, the following should be checked on a monthly basis: For lifts intended to be used by the fire services or for the evacuation of disabled people, a failure of the primary power supply should be simulated once a month. If a generator provides the standby power supply, it should energise the lift(s) for at least one hour. The Fire Safety (England) Regulations will require routine monthly checks and at the time of writing guidance is still awaited on these. It is understood that these checks are intended to be undertaken by the responsible person and not to require specialist lift personnel.









Check lifts recall if connected to fire detection and alarm system. Check operation of any manual fire recall switch. Check operation of any switch on lift for fire service use or evacuation lift.


Simulate failure of primary power supply, changeover to secondary power supply, which powers lifts for fire service use and evacuation lifts for at least 1 hour.


Arranges for lift to be thoroughly examined every 6 months including features and controls of lifts for fire service use and evacuation.

Any additional checks or inspections as agreed as part of maintenance. Carries out thorough examination, calls for any supplementary tests required.

Arranges for building aspects not part of lift to be inspected.



Arranges for lift to be maintained including any lift controls and provisions features and agrees periodicity with maintenance provider.

THOROUGH EXAMINATION OF LIFTS IN SERVICE The building owner/responsible person should ensure that all features and functions of lifts for fire service use and/or evacuation lifts features are thoroughly examined periodically. This would typically be part of the thorough examination arranged with an inspection body and carried out by a ‘competent person’. It is for the Competent Person (who carries out thorough examination) to determine the contents for thorough examination of these aspects but the example firefighters lift operational inspection report in BS 8899:2016, Annex D could be used as a basis. The building owner/responsible person should ensure equipment that is not part of the lift is examined and tested where necessary on a similar schedule (such

SAFed’s Guidelines on the supplementary tests of in-service lifts, went through a significant revision with Issue 4 in June 2020. The guidelines include a new section at 4.18 for “other supplementary tests” which included recommendations for fire recall of lifts, lifts used for the evacuation of disabled people and lift for fire service use. The guidelines recommend that unless there is evidence to show that such tests have been carried out during routine maintenance, it is recommended that these tests should be carried out at a periodic interval of 12 months unless it can be demonstrated that more frequent tests are required or that less frequent tests will be adequate to ensure safety. The Competent Person should specify the detail of any test required and how they should be carried out taking account of the guidance in any OEM manuals and guidance available e.g. BS 8899. The Guidelines included Annex A.25 for an open format report of examination and test. Examples of such components or functions, depending on the type of lift, may include:

Arranges for annual inspection and any supplementary tests called for by competent person of features and controls of lifts for fire service use and evacuation lifts. Arranges for other specialists required for items not part of the lift.


Calls for any supplementary test needed of evacuation lift or lift for fire service use. Checks details of supplementary test.


If requested by the building owner/ responsible person, carries out any supplementary test called for and reports back.

Carries out agreed maintenance programme.

as power supplies, supply changeover equipment, any pit drainage pumps, water management, fire-fighting or evacuation communications systems, automatic recall devices, fire detection and alarm systems/ BMS and interfaces to the lift equipment, external indicators and any labelling). The Competent Person undertaking thorough examination may call for equipment that is not part of the lift to have supplementary testing carried out. The building owner/ responsible person should ensure that such supplementary testing is carried out (typically by the maintenance provider) and the results communicated to the competent person.


Fire recall function e.g. as BS EN 81-73 where this cannot be checked as part of thorough examination; Evacuation control and other aspects e.g. operation on secondary power supplies where this cannot be checked as part of thorough examination. See BS 8899:2016, clause 8 for recommendations on thorough examination; Firefighters control and other aspects e.g. operation on secondary power supplies where this cannot be checked as part of thorough examination. See BS 8899:2016, clause 8 and Annex D for an example of an annual firefighters lift operational inspection report.

IDENTIFYING LIFTS FOR FIRE SERVICE USE/ EVACUATION LIFT TYPES There are several types of lifts for use by firefighters reflecting the development of standards over many decades. This has left a legacy of different types with different levels of protection and features. As part of their fire risk assessments, responsible persons may need to identify which type of lift they have. LEIA recently published guidance on Identifying lifts for use by firefighters and evacuation lift types in this area.

SUMMARY OF CHECKS The table is a summary of checks referred to in this article with the different parties involved. LIFTEX 2022, takes place 12 – 13 October 2022 at ExCeL, London www.liftexshow.com AUGUST 2022




CLEARER COMPLIANCE Stuart Purton, UK Lead for Training and Onboarding at Chubb Fire & Security on why the new Fire Safety Act 2021 which came into force in May, offers clearer directions on meeting compliance one that looks specifically at Fire Doors Inspection that provides a detailed review of each door.

KEEPING INFORMATION SECURE In domestic blocks over 18m high, the new legislation states that this information should be kept in a secure information box accessible to the fire and rescue services. The information box should contain the name, address, and contact details of the responsible person and anyone else who can provide appropriate access to the premises. The information box must be inspected and maintained by the responsible person at least annually. Essential fire safety equipment such as alarms and fire evacuation systems should be checked monthly to ensure they are in good working order. There are further recommendations about fire door inspections in blocks over 11m high. Front doors of flats should be inspected annually, while internal fire doors should be checked more frequently, at least quarterly. In all domestic blocks with a communal area of any height, residents should be provided with information about their fire doors and the safe evacuation of the building.


he Grenfell Tower tragedy in 2017 and the subsequent inquiry highlighted the need for changes to the Regulatory Reform (Fire Safety) Order 2005. Sadly, it is only when events like this happen that legislation changes. The new Fire Safety Act 2021, which came into force in May 2022, amends the previous legislation and better defines the line between compliant and non-compliant. The responsibility for fire safety sits with the person in control of the premises, and they will expect their FM to help them protect their people and assets. To comply, a responsible person must provide evidence that they have taken sound advice and acted upon it when carrying out fire risk assessments. Conversely, being unable to produce evidence would be deemed noncompliant with the legislation. Therefore, the responsible person would have no defence against prosecution. As well as a clearer understanding of compliance, the Act makes two amendments specific to buildings containing two or more flats with communal areas. Firstly, it clarifies that the reference to communal areas includes the external walls, windows, doors, balconies, and anything else attached to the exterior of the building. Secondly, it clarifies that the front door of flats should be considered part of the communal area. 34


FIRE RISK ASSESSMENTS While FMs are experts in managing buildings for their customers, they are not necessarily experts in carrying out fire risk assessments or external structural checks. In this instance, FMs who manage residential properties should ensure that they take advice on these additional elements. Qualified fire risk assessors can provide guidance relating to the communal areas, while advice on the structural components and building materials may need to come from a specialist in this area, such as a structural engineer. The structural advice is most relevant for buildings over 18 metres tall (seven storeys), particularly when the Fire Safety (England) Regulations 2022 are enacted in January 2023. The fire risk assessors at Chubb generally have senior fire brigade or MOD backgrounds and are all experts who understand how fire propagates around a building. They check physical fire detection systems such as fire alarms, fire safety equipment, signage, and lighting. Other aspects of the assessment will be structural, assessing the quality of compartmentalisation to prevent fires from spreading. The fire risk assessments will also look at procedural elements and determine whether there is a fire plan in place, whether the evacuation procedure is effective, whether there is adequate training for personnel, and if these aspects are documented. Other services are available, including

ENSURING COMPLIANCE Many of the FM companies we work with have already adapted their requirements to manage these changes, and I expect many others out there to do this too. But the overarching message is that everyone is on the same page regarding fire safety compliance. FMs will be able to produce the documentation tenants need, provide evidence when required to show compliance, and demonstrate to their clients that they have experts carrying out fire risk assessment work to ensure their buildings are safe. Along with compliance and building trust with their clients, FMs can also benefit from reduced call-outs and false alarms, meaning reduced costs. As UK Lead for Training and Onboarding, I recently created an online training module for our employees so they can provide expert advice to their customers about the new Act. I believe our team must understand where new legislation has come from, communicate it clearly and simply to our customers, and provide the best advice and guidance to protect them. The amendment to the legislation aims to make buildings safe for people to work and live. Organisations now have a much clearer picture of what is required by law to demonstrate fire safety compliance.


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19/07/2022 11:11:10



MATERIAL CHANGE Andrew Jackson, Business Development Director EMEA, Shaw Contract on procuring flooring products and materials that contribute to a Circular Economy approach


f we are to limit global warming to no more than 1.5 degrees Celsius in accordance with the Paris Agreement, reducing embodied carbon is imperative. For built environment specialists, that means ensuring that buildings embrace sustainable processes and practices. While the need to rethink how we approach both the build and fit-out of each category of our commercial buildings to meet targets around climate change is acknowledged within the industry as a whole, how this change happens is not as clear cut. While Government and regulation drivers play a large part, they are fundamentally one part of a giant jigsaw. There is change happening. CBRE Research’s Global Report (October 2021) ESG & Real Estate: Top 10 Things Investors Need to Know highlighted that many investors are formally including carbon neutrality objectives in new investment strategies, and that energy-saving/net zero goals are the new normal. Another core trend was ‘green leases’ between landlords and tenants to meet certain environmental objectives will become a more common tool for investors to monitor and drive the environmental performance of their real estate assets. Shifting to renewable energy, putting a price on carbon, and phasing out coal are all elements in reducing carbon emissions. But ultimately stronger and broader emission-reduction targets are necessary for the preservation of long-term human and environmental health.

CRADLE TO CRADLE Promoting the use of renewable energy and reducing carbon emissions are two of the five pillars in the Cradle to Cradle philosophy. In fact, through the Cradle to Cradle Certified Products Program, the safety, circularity and responsibility of materials and products are assessed across five categories of sustainability performance:

Material health: ensuring materials are safe for humans and the environment;




Product circularity: enabling a circular


the Circular Economy.

economy through regenerative products and process design;

Clean air and climate protection:

protecting clean air, promoting renewable energy, and reducing harmful emissions;

Water and soil stewardship: safeguarding clean water and healthy soils; and

Social fairness: respecting human rights and contributing to a fair and equitable society.

Cradle to Cradle is a concept that has been embraced by many operating in the built environment seeking to adopt best practices that enable the potentially limitless circulation of materials. We are proud that Shaw Contract has been actively engaged in Cradle to Cradle design for more than 20 years, introducing the first Cradle to Cradle Certified flooring product in 1999. A Cradle to Cradle approach embraces the principal that instead of raw materials being disposed of at the end of a product’s lifecycle, all resources should reused indefinitely. It also focuses on material ingredients in relation to Health and Wellbeing in interior spaces and supports

CIRCULAR ECONOMY APPROACH The Circular Economy approach represents a regenerative, closed-loop strategy to sustainability. We supported some new industry research over the past year looking at net zero and what sustainability means, through the critical lens of enabling a move to a Circular Economy. The first phase of this research undertaken by Insight Futures looked at ‘How might we derisk the move to a circular economy for the built environment, in Scotland?’ with a range of stakeholders across the built environment. As a follow-up, in a second survey Insight Futures spoke to a similar group of stakeholders in England and Wales. A key objective was to identify the motivations and barriers for the adoption of circular business models including how to create, deliver and capture value to companies. The research also looked to explore the state of industry readiness, in light of any future policy, regulation and taxation changes. Our focus on the Circular Economy forms one of our four points of ambition that company-wide is our sustainability focus called People


Together, Planet Forever. The other points of ambition are reducing Carbon Impact; Material Health; and Diversity, Equity and Inclusion. Together they form what we consider a holistic way of looking at how we as a business can support the preservation of long-term human and environmental health.

SURVEY RESULTS In each of the two surveys, the respondents included construction firms, professional services firms, main contractors, designers, representatives of public bodies and developers.





Of real interest are some of the correlations between the two surveys and what they both tell us about an appetite for change. In terms of a commitment, 80 per cent of respondents cited that the Circular Economy was part of their organisation’s strategy. All respondents saw the need for change (100 per cent in England/Wales and 99 per cent in Scotland). However, over 60 per cent in both England/Wales and Scotland said that the benefits of a Circular Economy approach were not well communicated and understood. Another barrier was cited by over 60 per cent in England/Wales, and again a similar percentage in Scotland, was the fact that clients and others value engineer out circular aspirations for sustainable projects. Clear themes from both surveys from Insight Futures concluded were: A significant gap in terms of training and support, amongst the different stakeholders. A lack of knowledge and understanding of the internal benefits of circular economy and why it’s worth the time, cost and capacity away from business as usual to drive it forward. The need for integrated knowledge and learning is important for the sector to move forward collaboratively.



A better understanding of the number of initiatives taking place in relation to the construction industry that focus on training; central data gathering, analysis and use; and supply chain optimisation – all of which provide an opportunity for organisations to take part.

WHERE NEXT? In the England/Wales survey 96 per cent agreed in some capacity that procurement teams are slow/resistant to change. In today’s media-hyped world, it would seem one answer is a need for practical, easy-tounderstand cost-efficient solutions as a way of meeting the challenge and overcoming some resistance. Or is the need more to be able to attribute real value to the Circular Economy approach? The answer is likely to be both. Collectively, we need to look at some innovative approaches to make this a reality. UK firm IOBAC UK Ltd’s MagTabs offer a new option for installing flooring products that contributes to a shift to a Circular Economy approach. It offers a solution for a wide variety of floor coverings to be installed adhesive free to raised metal access floors and IOBAC’s magnetically receptive range of underlays and resins. Adhesive-free installation represents a different way of thinking about flooring installation – moving it from single-use to a flexible design element that can be

reused and repurposed several times before being recycled. This also gives flooring adaptability to today’s flexible space requirements, whether that’s rental properties, flexible work environments or pop-up retail spaces. A main aim of the Circular Economy is to design waste out of the economic system. This requires a mindset shift from thinking of end-of-life products as discardable ‘trash’ to instead being a valuable source of materials.

WHY THE TIME TO ACT IS NOW We see it as our duty to act on these issues now. Looking at sustainable construction specifically, there is still a long way to go. Yet if we are to meet net zero, we must change. Across the built environment, all parties need to fundamentally play their part, taking more proactive steps to limit their carbon impact. If we are to turn talk into action, then we all need to make the changes that we want to see. Continued collaboration and communication across the whole supply chain and with developers, end users and building occupiers is key. For copies of either of the Reports from the ‘How might we’ surveys, please email infouk@shawcontract.com

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19/07/2022 16:33



DIGITAL EFFECTS Steve McGregor, Group Managing Director of building services and maintenance specialist DMA Group (DMA) argues that FMs may not be realising the full potential of digitalisation and automation for effective property maintenance


ffective maintenance is a vital part of the property lifecycle. It is estimated that 80 per cent of the properties that will be around in 2050 have already been constructed. Therefore, the continual and successful functioning of this majority of buildings over the next three decades (at a minimum) will be largely dependent on the ability of property maintenance and facilities management professionals to service them effectively. But is the sector in its current state set up to properly meet the needs of today, let alone the future? For Steve McGregor, Group Managing Director of building services and maintenance specialist DMA Group (DMA), it’s hard to justify a positive answer. From the introduction of mobile broadband to the widespread adoption of ecommerce platforms in retail, many sectors have advanced dramatically in recent decades. Yet during that same time, property maintenance and FM has made comparatively little progress. “I’ve been in the industry for 43 years, and sadly, not a lot has changed in that time,” McGregor explains. “We didn’t even have mobile phones when I started my career in 1979. Back then, maintenance projects were managed incredibly manually, moving T-shaped cards along a wall to give a visual representation of what had been done and what was due. “All that’s really changed in the four decades since is the wider use of computer aided facilities management (CAFM) systems to digitise some of the transactional processes. But there’s so much more to delivering maintenance effectively than a slick, shiny front-end. In fact, these systems have unwittingly masked the fact that the same old problems still exist beneath the surface. We simply addressed the easy stuff. And we know because we’ve bought and operated most of the proprietary CAFM systems available today.” Carrying out property maintenance to a high-quality standard has always been difficult. It requires an extensive cohort of different resources, including a variety of specialists with varying skills, the right parts in the right place at the right time, and all while maintaining statutory compliance. That complexity magnifies exponentially at scale. So, the stark reality facing our industry is that the only route to consistently delivering better efficiency and customer satisfaction is through tech-enabled business process automation. However, in a spring 2021 survey of FM professionals conducted by DMA Group, 77 per cent of respondents agreed that FM is ‘behind the curve’ when it comes to adopting smart technology. Meanwhile, only 27 per cent 40


reported that their organisation’s property/FM teams are unlocking the full advantages of smart technology in business process automation. It also appears that many providers have ultimately been failing to provide satisfactory services to their customers for many years now. The Building Services Research and Information Association (BSRIA) M&E maintenance KPI survey is a representative of this. For more than 15 years, the survey has been measured against 10 KPIs including reactive response, relationships, communication, and site management, with very little having improved since the first survey. Again, just 20 per cent of customers in the most recent study stated that innovation was satisfactory or above.

UNLOCKING BENEFITS FOR CUSTOMER AND PROVIDER ALIKE Given the criticality of FM in upholding a rapidly expanding urban landscape, and our race to net zero it is vital that the industry adapts, evolves and progresses. “Having been around for 219 years, we had clearly been part of the problem ourselves,” McGregor admits. “Characterised by average service levels and systemic inefficiency we have all given our industry a poor reputation. “However, we’re now genuinely trying to break this mould, change opinion and help customers look for something different – something better, even if they don’t yet know what or how. “FM providers and property maintenance managers need to be prepared to constructively challenge their customers. There is a better way, and we can all demonstrate the added value possibilities via smart technology.” To achieve its ambitions, DMA launched its own proprietary BiO® platform – a cloud-


based, service-backed technology solution capable of unlocking the FM industry’s techled potential. McGregor explains: “Our intention is to provide ourselves with the automation to grow at scale without compromising service quality. “Smaller organisations dealing with fewer customers and fewer assets are generally able to deliver good service. They haven’t got so many customers, and senior leadership is very visible. The success of those smaller companies generates more business. But when it gets to any level of scale, that’s when the wheels begin to wobble and, on occasion, fall off. “Recognising those signs and symptoms ourselves, and to ensure we didn’t end up in this same boat, we used our expertise to create BiO® and make buildings work better. Having automated all of our business processes from A-to-Z, we’re going to change the UK maintenance industry for good. BiO® now drives everything we do, making a massive difference to our people, our service partners and our customers.”

PLACING A FINGER ON THE PULSE Critically, the platform provides realtime insight into all operations for all key stakeholders from any device, anywhere, anytime. From customer to engineers to service partners, everyone can see exactly where operations are at – from financial to operational. All of this real-time data information is delivered via dashboards for every role in our business and is focused on the user experience, with customers also being presented with proactive remedial and recommended calls to action. “A remedial signifies greater urgency because it relates directly to statutory compliance, while a recommendation might be more of a nice to have, but both alerting customers to things that they ought to be thinking about, or acting upon,” McGregor affirms. When onboarding new customers to their platform, DMA initially focuses on asset register integrity, or in other words the inventory of equipment to be maintained. “We regularly take on new contracts that many providers have operated previously for many years, yet the crucially important asset register is still wrong,” McGregor adds. “Very often we’re investing in validating that legacy asset data right at the start because we know how important it is, one for automation, but two for service quality and efficiency. Equally, if customers don’t know exactly what they’ve got, how do they know what’s been done or what it should cost?” Once this has been established, the



for a purchase order. We’ve empowered our people, through better engagement and shared values, all of which will result in improved talent retention.” Technology in this sense presents something of a virtuous cycle. While it’s primary purpose will be to improve operational efficiencies and eliminate the time-wasting administrative burdens placed on employees, its ability to help attract top talent should not be understated. Indeed, having the right people in place is pivotal to the success of digital transformation plans. “This might be more difficult for smaller organisations who perhaps don’t have the budget to hire a renowned CTO,” McGregor states. “These people Providing access to real-time, are expensive, difficult to find ATTRACTING totally transparent service management and rarely have all the skills and TALENT AND experience to tackle everything data anytime, anywhere, on any device at EMBRACING themselves. The digital change no extra cost will enhance decision making; A NEW process takes years to achieve MINDSET and relies upon involving and drive consistently better service standards collaborating with the whole Indeed, the through automated business processes business. There are no short cuts, benefits of and enable scalability without but the dividends are enormous and leveraging sustainable. technologies to diluting service standards.” The MD continues: “At DMA, we actively support property engaged with our front-line staff and maintenance and engineers throughout. We recognised that FM services are extensive. our investments would only be successful Providing access to real-time, totally if real problems were being solved, so transparent service management data transparent communication is entirely anytime, anywhere, on any device at no necessary.” extra cost will enhance decision making; Of course, this all must begin with a drive consistently better service standards mindset shift. In the case of DMA, the firm’s through automated business processes willingness to admit and accept its flawed, and enable scalability without diluting outdated methods proved to be critical in service standards. These are just some of laying the foundations for futureproofed the rewards that those enterprises stand transformation. to reap powered by technology. Not only As DMA’s survey findings show, the will they be better positioned to navigate FM workforce acknowledges that smart exceptional events in the future, but they technologies can save them money and will also secure an invaluable competitive time, improve quality of service and deliver advantage in a saturated marketplace. a multitude of other customer benefits. So, what needs to happen to stimulate Yet many organisations are showing a lack the adoption of vital solutions such as of proactivity in taking the necessary, yet business process automation on a broader difficult steps to adopt them. basis? In the eyes of McGregor, there Moving forward, McGregor reiterates that are several challenges which need to be this simply has to change. “We were in this navigated. majority,” he affirms. “But we were desperate “One challenge that we face is to find a way to do better. And while we have recruitment,” he affirms. “Getting hold of not solved every single issue – far from it – qualified people within our business is there is no doubt that we have come a long, tough, and everyone is in the same boat. long way and there’s clear water between us “What we’ve found, however, is that and our competitors, large and small. technology can help, because it’s a tool “Of course, it’s an ongoing process, and we for attracting the best talent. Millennials, will continue to iterate and improve the ways Gen Z... new generations want to work in which we leverage data and technology with solutions of the future, and so are to the betterment of our efficiency and expecting to see key technologies being customer service. However, it is an entirely used. necessary process. We genuinely, boldly “Equally, our engineers have become believe that by balancing the right expertise more productive and happier since we and technologies, maintenance firms can introduced BiO®. They no longer need to make buildings work better.” fill in overtime sheets or ring the office firm’s planning team plot a 12-month maintenance delivery plan divided into 60-day windows to schedule and assign tasks to engineers within a more realistic timeframe. “With all of that visibility, our customer service teams, account teams, service partners and engineers become empowered,” McGregor affirms. “Although some might argue that focusing on the asset register at the start slows things up initially, once you’ve set it up, it runs like a Swiss watch and you’re safely away, with a permanent finger on the pulse.”




SUSTAINABILITY Where do you report your usage?

WHAT ABOUT WATER? 70% 60% 50% 40% 30% 20% 10% 0%

Annual report


Voluntary Compliance reporting frameworks frameworks (e.g. CDP, GRI, etc.)

We do not report publicly

In the second and third parts of this three-part series, Acclaro Advisory and SFMI focus on Reporting and Targets and Risks and Opportunities


n conjunction with Methven UK, the SFMI (Sustainable Facilities Management Index) has reviewed historic trending, surveyed FM teams around the UK and held a focused SFMI Leaders Forum discussion to understand the challenges and help FM to engage with customers to drive perception changes. When it comes to operational performance such as water reduction, voluntary reporting has a lower focus. Engagement is lower, with less space often devoted in sustainability reports. For those that are reporting, a wide variety of approaches are used to measure usage, with automatic meters and digital technology used, with one respondent measuring water in a trial washroom that has Bluetooth monitoring built-in. In comparison, an equal number captured water through physical meter readings, or from managing agents on a more infrequent basis. Most reporting (66 per cent) takes place on a weekly or monthly basis allowing for some level of granularity on consumption and comparison over time. However, reporting is rarely made public, with

60% 50% 40% 30% 20% 10% 0%

promote the work Water RISKS are well understood and we have that they do for creating positive policies / procedures in place to identify, manage sustainability and mitigate them. impacts. Corporates 60% will be seeking 50% positive sustainability 40% 30% stories annually 20% for use within their 10% reporting needs, so 0% Strongly Disagree Somewhat Neither Somewhat Agree Strongly Agree sharing these from Disagree contracts will help Where do you report your usage? to build a stronger with management of water being related to 70%on good news for relationship with the client based contractual and customer requirements. 60% communications. There is a perception that water risks are 50% This highlights a key question40% - Should reporting, somewhat understood, but when the SFMI conducts where data is easily available, be provided its annual audits we often find the understanding of 30% 20% of the contract in regardless of whether it forms part water risk within the FM environment being one of 10% What levelwater arequality the water risks and order to raise the profile? management. There was an exception 0% opportunities for your company of this within one provider. Taking strategic Annual report Website Voluntary Compliance We do not report publicly managed at, contracts, if at all?reporting Select allframeworks that apply. they applied a climate and water facilities frameworks RISKS AND OPPORTUNITIES 40% level risk assessment for the client, which would be (e.g. CDP, GRI, etc.) used to highlight the need for action to be taken. Climate change will play an increasing 30% risk role for This regional level approach is understandable, organisations. 20% Seasonal changes because water is often described as a local level are heightened,10% with reduced Where do you report your usage? 0% risk. What for one facility mayrisks notand be true for summer rainfall and an increase Contract / Business Unit is / trueCorporate / Water 70% Service / Product RegionalSo FMs should Enterprise opportunities are another. be mindful of this. of high-intensity storm events in Water RISKS are well understood andnotwe have 60% managed The strategic understanding of water from the winter, which means there are 50% policies / procedures in place to identify, manage regional level creates opportunities for FM to already periods when insufficient 40% and mitigate provide insight atthem. the strategic level, and if they can water may be available to meet 30% 20% 60% Events such as flooding input the potential opportunities and challenges to demands. 10% 50% their customers backed by evidence and insight into and hosepipe bans have raised the 0% 40% how it can managed at the local level with a series awareness of water consumption, Annual report Website Voluntary Compliance We do not 30% reporting frameworks report publicly of reduction-based initiatives, it will highlight the but often only temporarily. frameworks 20% (e.g. CDP, GRI, etc.) strategic value of the FM. Diff10% erent types of reporting, like the mandatory TCFD (Taskforce 0% Disagree Neither Agree Strongly The SFMI and Methven Somewhat UK are keen to expand its Agree 58 per cent not disclosing the information in any for Climate-related Financial Strongly Disclosures) or the Somewhat research and understanding of the water challenge format. Reasons for this are related to the lack of investor-led Carbon Disclosure Project (CDP), are Disagree in FM by expanding our survey. Please take a short regulatory requirements for disclosure as well as increasingly requiring organisations to look at their Water RISKSwater are has well we have bit of time to be part of our survey: the lower importance forunderstood companies (see andforward risks and opportunities. Sixty-four per cent / procedures in place to identify, manage felt they understood water risks, www.smartsurvey.co.uk/s/XP06UC/ partpolicies 1 of this report series - materiality). Positively, of respondents https://uk.methven.com/home a number of organisations were revisiting them. their with an approach in place to manage and mitigate and mitigate https://www.acclaro-advisory.com/sfmi/ approach to water, and increasing its importance as them. However, in context, with water not deemed a natural resource. to be an issue or material While there are a higher proportion of survey to most organisations, this What level are the water risks and respondents that do not publicly report on water, level of readiness is related opportunities for your company there are still opportunities, because corporates to current issues of water are driven to communicate wins. There is a need to leaks. managed at, if at all? Select all that apply. improveDisagree reporting Somewhat and awareness, and this raises When investigating Strongly Neither Somewhat Agree Strongly Agreewhere 40% Disagree a question about the role of FM in water reporting. water risks are managed 30% Across FM services, for example, cleaning, catering, it was found only 25 per 20% refurb projects, there are opportunities to save on cent were managed at a 10% consumption and quality of water in a number of corporate level, with the 0% Contract / Business Unit / Corporate / Water risks and contracts with potential quick wins. The SFMI and majority at the contract Service / Product Regional Enterprise opportunities are Methven UK encourage FMs to share their strategies level or regional level, not managed and approaches with customers more readily to which correlates strongly

What level are the water risks and opportunities for your company managed at, if at all? Select all that apply.






ELIS PROVIDES SUSTAINABLE ALTERNATIVE FOR WORKWEAR AND LAUNDRY With businesses looking for ways to improve their sustainability, workwear and laundry services provider, Elis UK, explains how its circular economy approach can help. Elis was the first company in its sector to announce its target of net zero emissions by 2045 and is one of only twelve companies selected to join the NHS Net Zero International Leadership Group. It uses a circular economy model to provide its

customers with a more sustainable solution. Elis provides many types of workwear, including protective workwear for industry, catering workwear and garments used in food manufacturing. It supplies the workwear on a rental basis, collecting used items and delivering laundered garments on a schedule to meet the needs of the customer. In its circular economy approach, customers’ items are maintained, repaired, reused and redeployed in order to optimise their lifespan. Elis’s expertise and processes in its highly efficient industrial laundries help to minimise water, energy and cleaning product consumption to reduce the impact on the environment. The use of workwear maintained by Elis, rather than at home or using a traditional laundry, reduces CO2 emissions by up to 37 per cent and water consumption by 48 per cent (Source: EY). Based on the circular economy, Elis’s services increasingly enable customers to reduce their emissions. Comments Elis UK Marketing and Customer Experience Manager, Paul Swift: “The circular economy is specifically designed to eliminate waste and pollution, circulating and sharing


products and materials and regenerating nature. The Elis circular economy model, primarily through reducing the consumption of natural resources and keeping products in use, is a sustainable solution that addresses environmental issues. In 2021, the Group’s CO2 emissions per kg of delivered, laundered textiles were 19 per cent lower than in 2010, which is testament to the efforts made over many years. Our mission is to make our customers’ lives easier and contribute to their success through a sustainable, responsible process.” As part of its commitment to net zero carbon emissions, Elis is undertaking a number of major initiatives. These include continuing to improve the energy efficiency in its operations; constantly improving the vehicle fleet and delivery routes; optimising the product lifespan, optimising the choice of materials and expanding reuse and recycling of textiles. In three years, Elis UK has already reduced its CO2 emissions by 33 per cent and its consumption of water per kilo of laundered linen by 23 per cent. Elis UK has been certified over many years by the Carbon Trust for reductions in CO2 emissions and water usage.

0808 1698265

DISPENSING HYDRATION HAS COME OF AGE For facilities managers, the choices for water dispense options have never been better. According to the trade association, the Water Dispenser & Hydration Association (the WHA) the water dispense sector has recently come a long way, offering a wide array of hydration solutions. Phillipa Atkinson-Clow, General Manager of the WHA, says: “Our member companies have responded magnificently to the new need to appeal to ‘safety first’ attitudes. The familiar water coolers are now popping up in unfamiliar formats and not just in the workplace.” Whatever the systems, the WHA undertakes mandatory audits and trains those providing water dispensers to ensure hygienic systems so FMs can be assured they are selecting WHA-safe suppliers. Mains-fed or bottled water coolers continue to provide the optimum solution for hydration needs in many premises. However, now there are also touch-

free countertop, and free-standing systems dispensing mains-fed water, perfect where footfall is high and space at a premium. Alternatively, Integrated Tap Systems are the fastest growing category in the water dispense sector,

according to the latest research. Other new developments include the introduction of smart device app controls; microbial coating for touch areas; and other safety measures. In addition, those FMs responsible for public spaces such as transport hubs, are increasingly installing touch-free bottle refill fountains, either built-in or free-standing. Many dispensers can be branded or display a company message. In the hospitality sector, bar pump dispensers deliver limitless still or sparkling water served in reusable bottles. Even staff working from home, can receive attractive, affordable residential dispense units. Jon Wicks, Chairman of the WHA, said: “The water dispense sector no longer adopts a ‘one size fits all’ approach. What all these systems have in common is that, by using a WHA member, you can provide that healthiest of drinks – water - not only conveniently but safely too.”

https://twha.co.uk/find-a-member/ AUGUST 2022






Six Work Trouser families to satisfy every need on site - sustainably. Snickers Workwear’s trouser families are suited to any kind of work on site. Delivering maximum functionality, comfort, protection and mobility they’re the products of choice among discerning professional tradesmen and women. For them, sustainable, street-smart, bodymapping clothing are key parts of their product choices. Hi-tech fabrics, functionality and fit are the hallmarks of these market-leading products. The AllroundWork trousers are ready for any kind of work in any trade. FlexiWork trousers deliver superior freedom of movement. While LiteWork trousers keep you cool, dry and ventilated. Then there’s Ruff Work trousers, reinforced and tough for the roughest work on site. ProtecWork protective wear for hazardous environments and certified HighVis trousers when personal visibility on site is a priority. Snickers Workwear Trousers also deliver certified protection with the patented KneeGuard System for greater flexibility, comfort and durability. It’s what makes them the optimal choice for craftsmen and women who need to get every job done comfortably and sustainably on site.

The lifts industry in Europe is on the cusp of substantial change, according to a new white paper from 2N, the global leader in IP intercom systems and specialist in emergency lift communications. Entitled Emergency Lift Communications: A guide for lift manufacturers, service & maintenance providers, it identifies three important trends which will fuel the rapid growth of the lifts industry over the next few years.




01484 854788

1. The recovery of the construction sector: Construction is recovering well from the pandemic. Particularly strong growth is expected in the non-residential sector, both in terms of new construction and building renovation. 2. The PSTN, 2G and 3G phase-out: In most countries, the phase-out of 2G and 3G, and the transition to the 4G cellular network, will happen by the end of 2025, requiring a migration to new technologies for the emergency communication in lifts to continue working. 3. Upgrading accessibility standards: This year, the European Committee for Standardisation on Lifts, Escalators and Moving Walkways (CEN TC10) will amend standards to improve the accessibility of lifts for people with disabilities. Details are still being finalised, but it will require two-way emergency communication to take into account various types and levels of sensory abilities amongst passengers. This could require building owners to consider Voice over Internet Protocol (VoIP) technology for emergency communication in their lifts.


FASTER, SAFER, BUILDING EVACUATIONS WITH ADVANCED DYNAMIC SAFETY SIGNAGE Fire and life safety systems manufacturer, Advanced, has extended its emergency lighting range with Dynamic Safety Signage (DSS) – proven to make building evacuations faster and safer. In emergency situations, lack of information and confusion mean people often make poor decisions. DSS uses green moving and pulsing LED arrows to clearly indicate safe exits and red LED crosses to boldly show no-go areas. This distinctive indication supports effective escape and avoids congestion at exits. DSS is ideal for settings where large numbers of people may be unfamiliar with emergency escape routes, e.g. university campuses, hospitals, stadiums and transport hubs. The new range of signage provides different tiers of functionality making it very versatile in meeting requirements across a wide range of sites and scenarios. The lighting can be used standalone or integrated with conventional/addressable fire alarm panels to trigger emergency lighting if an incident occurs. Cause and effect can be programmed, allowing DSS

to be used adaptively. This ensures that as evacuation situations evolve, only the safest escape routes are highlighted whilst unviable exits are clearly marked as no-go areas. For added safety, DSS is also compatible with Advanced’s LuxIntelligent emergency lighting test system, making it easy to prove compliance and identify any parts of the system requiring attention. A study, conducted by the University of Greenwich, revealed that during a simulated emergency in an unfamiliar built environment, only 38% of people noticed conventional static emergency signage. When

https://advancedco.com/ 44


it was replaced with dynamic signage, 77% of people noticed it and 100% of the test group went on to follow the safe exit route. Dynamic safety signage hardware consists of recessed, IP65 wall-mounted and wall/ceilingmounted escape signs that are easy to install, can be retrofitted onto existing systems and provide a fully auto-tested system when used with LuxIntelligent, ensuring compliance with BS5266-1. DSS can be triggered manually via a key switch, or automatically by integrating with any existing fire system using simple input/output modules. Advanced offers a complete range of emergency lighting solutions, including LuxIntelligent, the automatic, addressable, emergency lighting test system, that shows all emergency lights are compliant and functioning, with no engineer involvement required. Each panel can automatically test and monitor nearly 1,000 luminaires and is easily networked using existing wiring and lights, keeping installation costs to a minimum. The system also offers optional cloud monitoring and management via mobile and web apps.





re you providing your team with an alternative milk to dairy? With nearly half of UK adults now using plant-based milk*, is it time to add it to the office shopping list? As a facilities or office manager, part of these important and challenging roles is to keep your team happy. It’s a proven fact that happy employees are more productive so it makes sense to treat them well. Most offices provide a range of different coffees to choose from, but unfortunately, not everyone is taking the same approach to milk. Why are people switching to plant-based milk? The global plant-based milk market is booming. Just here in the UK, plant-based milk sales reached

an estimated £394 million**. That’s a 32 per cent increase from 2019. So what’s driving this relatively new trend? There’s a movement of people who are opting for more plant-based lifestyles or going entirely vegan. This is due to a number of factors that include sustainability, health, and growing allergy concerns. Others are making the switch for animal welfare reasons. It’s interesting to note that dairy milk is still the UK’s number one choice, with oat milk topping the plant-based market. What does your team want? In today’s diverse office culture, a lot of people want choice. If you’re only catering for those who enjoy dairy milk in their coffee, you may alienate those who opt for plantbased milk. Consider holding a team meeting or simply sending out a survey so you can best understand and meet your team’s needs. What does plantbased milk taste like? If you’re choosing which type of milk you want to provide, along with the cost, you’ll

want to consider what each one tastes like. Depending on what they’re made from, they all tend to taste slightly different. Oat milk is touted as the most similar tasting to dairy milk hence its popularity, but there are many varieties. You can choose from soy, coconut, pea, potato, hemp and lots of nut milks are available that include almond, cashew, and macadamia. Most of these work well in coffee and you can even use some of them in your office coffee machine to make lattes, cappuccinos and macchiatos. There’s no doubt that the plant-based lifestyle is increasing in popularity. Speciality Coffee Association trainer and FreshGround’s Head of Sales, Scott Barnes is seeing a growing number of enquiries about plant-based milk. “Our existing and new customers are becoming increasingly interested in providing their team with at least one plant-based milk. For various reasons, there’s probably at least one or two people in every team that prefers a dairy-free milk alternative. It just makes sense from a company culture perspective to cater for their preferences. We tend to recommend oat milk as it’s a good all-rounder, especially in coffee. It foams well and tastes similar to cow’s milk.” We’d love to know your thoughts on plant-based products in the office. Take our survey today and you could win one of ten £25 Amazon vouchers! Simply scan the QR code above or visit freshground.co.uk/ dairy-free-milk-survey and take our survey today. If you need any advice on choosing plant-based milk for your team’s office coffee, FreshGround can help. They have teamed up with Minor Figures, who specialise in plant-based coffee products for coffee lovers. FreshGround is a family-run business with offices in London and Norfolk. They’ve been in the office coffee business for 40 years and along with quality coffee machines, they offer outstanding customer service. To find out more or to get in touch, simply head to their website, freshground.co.uk. * https://www.ipsos.com/en-uk/almost-half-ukadults-set-cut-intake-animal-products **https://www.foodbeverageinsider.com/fruitsvegetables-nuts-seeds/oat-overtakes-almond-plantbased-milk-sales-soar-uk

www.freshground.co.uk AUGUST 2022




REFRESHING YOUR VENDING OFFER? EVOCA ADVISES, ‘PLAN AHEAD’ Once upon a time, you could order any vending or coffee machine you wanted, safe in the knowledge that it would be delivered in a matter of days… Unfortunately, with things as they are across the whole global gamut of manufacturing right now, that’s no longer necessarily the case. For instance, demand for Evoca’s new food vending machine, the Festival R290, looks highly likely to outstrip demand when it arrives in the UK this summer. “We’re getting calls about our forthcoming Festival R290 vending machine”, Craig Jukes, Evoca UK Sales Director says. “There’s clearly a gap in the market and Festival appears to be bridging that gap. “...the smart solution for locations that are required to offer catering services 24/7.” The Festival R290 is being hailed as the smart solution for locations that are required to offer catering services 24/7. “It’s not just a vending machine but a genuine automatic canteen”, Craig adds. Indeed, the extreme flexibility of configuration allows the user to choose among snacks, drinks, fresh dishes, fruit and yoghurt. What’s more, the enhanced electronics of Festival

offers advanced machine and product management capabilities. “It’s the most energy efficient machine of its type we’ve ever manufactured, thanks to the extremely efficient thermodynamic properties of the R290 coolant gas we are now using”, says Craig. “Customers are focusing in on Festival R290 as their solution of choice for locations such as hospitals and educational institutions. “‘...please, if possible, plan ahead. “I’d urge Facilities Managers to make an expression of interest as soon as they can, to reserve stock”, Craig added. “Our policy, as always, is ‘first come, first served’ and that’s not just about Festival. The same applies to all our equipment at the moment. Honestly, there’s not much sat on the shelves in the warehouse right now; so we’d advise them all to please, if possible, plan ahead.” The lead times, they are a changin’… Consequently, detailed forward planning has become a vital element in managing a smoothrunning vending operation. Thinking further ahead than usual, and ordering stock earlier than you normally would, will pay off in 2022 - and beyond.




By fitting a separate cold water filler tap, the slow filling property of the Waterblade is no longer an issue, and the exceptional rinsing performance at low flow saves significant amounts of water. The plumbing in of a second filler tap took an hour to install. This arrangement also greatly favours hot water economy, and gives rental landlords with bill paying responsibility a controlled way to find energy and water cost reductions. Waterblades exceptional washing and rinsing performance are best suited to handwashing, and we are always happy to send you a sample to trial for your washroom basin or kitchen sink. Waterblade is WRAS approved and UK manufactured in premises with ISO 9001 and 14001.

Unforeseen equipment repairs and breakdowns can lead to disaster. Planning is an essential part of asset maintenance management as it gives you the benefit of choosing when your equipment will be unavailable and compensating accordingly with either the timing of your maintenance or bringing out alternative equipment temporarily. Six main elements of effective asset management can help managers get the most out of their investment. These consist of, identification, location, condition, specification, maintenance and cost. Asset tracking is essential to effectively plan preventative maintenance within your existing maintenance management programs. With our range of fixed asset tracking labels, you can tag your valuable assets and digitally connect them to your digital asset tracking system. When combined with our professional software, you can generate your own asset numbers and print labels using thermal transfer printers on either fixed or mobile printers, enabling point of application labelling. Our popular G-Smart assets software can track and locate any tagged assets through a web-based program. In addition, this platform compiles your tracked assets within a secure system whilst being available remotely if needed. This flexible application is designed to manage asset maintenance across multiple locations by providing you with their real-time location and maintenance program details. GSM Barcoding is a member of the largest asset tracking and labelling company across Europe.



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NEW UK AND EUROPE LEAD FOR MACE’S FM BUSINESS The international consultancy, construction and facilities management company has appointed Gary Pyle as UK and Europe Regional Lead to drive strategic growth plans for its FM business, Operate. Pyle, who has over 17 years of operations experience within the FM industry, joined Mace in 2021 as mobilisation lead, supporting Operate in the set up and initiation of facilities management contracts. In his new role, Pyle will be responsible for delivering Operate’s target operating model to all clients across the UK and Europe. Prior to joining Mace, he worked as a consultant across facilities and estates, leading on projects and programmes for companies including Mitie and G4S. According to Mace, the appointment comes at a key time of growth for its Operate business, as it seeks to build on its success in 2021 and strengthen its presence within the European region across the commercial, retail, technology and manufacturing sectors.

ISS UK & IRELAND COMPLETES COUNTRY LEADERSHIP TEAM ISS UK & Ireland has completed its country leadership team with appointment of Andrew Wilkinson as Chief Operating Officer (COO) of its Office & Production business unit. Wilkinson will take up the role on 1 September 2022, following a handover with Kevin Wildman, who has held the position on an interim basis since 1 January 2022. The Office & Production business unit is primarily responsible for ISS UK&I’s private sector clients, including the banking, professional services, technology and production industries and its entire Ireland operation, which is based out of Dublin. Wilkinson has a 30 year-strong, proven track record in senior strategic and operating roles, both in facilities management and broader industry. Most recently, he was Divisional Chair (North) of housebuilder Taylor Wimpey. Prior to this, he spent 10 years at Sodexo, including his last role as CEO for Sodexo’s Schools and Universities segment in the UK and Ireland. This appointment marks the completion of UK&I CEO Liz Benison’s eight-strong country leadership team.

DIRECTOR APPOINTMENT AT ACUITY Bidvest Noonan’s specialist front of house services business, Acuity, has announced Philip Dearden as its newly appointed Front of House Development Director. Acuity specialises in providing services such as reception management, meeting room management, event management and more to a growing portfolio of prestigious customers. Dearden, a highly accomplished leader, has a wealth of industry experience and a proven track record of building successful front of house businesses. As Front of House Development Director, he will be a key member of Acuity’s senior leadership team and will be responsible for the business’ strategic development. Dearden will help Acuity to accelerate its innovation, enhance its services and establish a market-leading position.


We understand the importance of facilities management and those that work within it. That’s why we place such emphasis on connecting leading FM professionals with top employers. If you are looking to grow your facilities team across soft services, engineering or facilities management, our FM recruitment team have a rapidly expanding network of job seekers available for temporary, permanent or contract vacancies. For more information about how we can help your organisation, please visit buildrec.com or contact the Facilities Management team on 020 3176 4793 www.buildrec.com

info@buildrec.com AUGUST 2022







CJ Green, Co-Founder of BraveGoose and Co-Creator of CleverGoose HR Advice Technology, on why FMs are the architects of workplace change

he disciplines of human resources and facilities management are increasingly becoming blurred in organisations, primarily because we are now facing such a significant workforce upheaval and challenge which we have not encountered before. The primary debate is, of course, about the ‘office’ and how in the post pandemic era we may need different things in place in order to optimise workforce performance. In recent months we have seen some really polarised examples of organisations making different choices about the workplace, PwC were much derided by Lord Sugar for offering greater flexibility to their workforces during the summer months, more recently Elon Musk has been rumoured to be insisting that all of his workforce need to return to a workplace setting (unless you are particularly special that is).

LATEST JOBS ON FMJ PFI COMMERCIAL DIRECTOR Salary: £85k per year + Location: UK Wide

IWFM - The role of facilities management is to:


Optimise the use of, and manage, workplaces in order to deliver the strategic objectives of the organisation.

FIRE RISK ASSESSOR Salary: £30 - 39 per hour Location: London

Identify examples of best practice, assess emerging developments in business thinking and be able to present realistic plans for the introduction of new innovative ways of working.


FACILITIES ASSET MANAGER Salary: £65k per year + benefits Location: London https://bit.ly/3QdVLOH

jobs.fmj.co.uk 48

Whichever side you fall on the ‘work from home’ debate there is no doubt that many have us have grown weary with the repeated fixation on the topic. We see constant references to whether working from home allows increased flexibility and therefore higher performance or whether you believe that the temptations of trips to the fridge and excessive coffee make working away from the office highly unlikely to deliver high performance results. Regardless of the tediousness of the debate the reality is that there has never been a more significant time for the facilities management profession. I have long held a view that the facilities management industry can have more influence over workplace performance than they realise, and having spent years being unsung heroes have the best opportunity now, to step out into the light and bring some significant modern thinking to the current workforce debate. You only have to simply look at how FM professionals are described to understand why I may think that;


Optimise operational effectiveness, whilst ensuring compliance with key legislation and ensuring the workplace adapts to the changing needs of the organisation.

Over 250 jobs live on site

On top of this, the FM profession is at the front end of interactions with people. Historically HR can get caught up with policy and process and reacting to the demands of an evolving workforce whereas FM can create a proactive strategy to encourage workforce connection and collaboration.

FM INFLUENCERS The FM professional is ideally placed to genuinely influence how people perceive their workplace. While there are many parallels between HR and FM given the strong connection to ‘enabling people’ for the good of an organisation, I am also reminded that both of these roles have evolved significantly in recent years, not least because of the pandemic. COVID-19 threw both these professions deep into the depths of the tiring support required to keep organisations productive through a very challenging time and here we now stand either on the brink of fundamental change in both of these professions or simply for each one to decide to return to business as usual. I am hopeful for the former. You may have come across a wonderful book called Nudge , written by Richard Thaler and Cass Sunstein. The book itself focuses on behavioural science and its impact in government and private organsiations, the ‘nudges’ that can drive behaviours. Reading the most recent release of the book called ‘Nudge the Final Edition ’ I am reminded of the connection between both the HR and FM professions and the significant impact both can have. These roles, executed well, are the ‘change architects’ for the modern organisation and each one of these professions have to play their part to remove the ‘sludge’ in order to drive organisational performance. Removing the sludge is to reduce the impact of things that make it difficult to do our jobs well.

In the case of a HR professional that would mean paying attention and reducing workplace bureaucracy to make it easier for people to perform well at work, genuinely focusing on the tools and skills needed for epic productivity and growth of individuals. For an FM professional it is creating and contributing to environments in the workplace that encourage modern forms of connection and collaboration, where people are truly colliding with purpose to move an organisation forward. The lines are blurring between these two, often behind the scenes, professions and I believe that FM is emerging at the forefront of the design of the modern workforce. Now we need to ensure that as FM engages with that design they employ innovative thinking, insight and skill to be able to steer organisations through the next phase of the workplace evolution.





First aiders play an important role in providing assistance to casualties, but it’s crucial that their skills are maintained beyond their initial qualification, says Kristin Guzder, Health and Safety Learning Designer at High Speed Training WORKPLACE FIRST AID AWARENESS Although not a legal requirement, it’s good practice for all staff to take a workplace first aid course. Basic first aid skills can be taught through e-learning, provided the individual doesn’t need to become a qualified first aider. For example, someone having a cardiac arrest needs immediate CPR. This is a time sensitive medical emergency and so if there isn’t a qualified first aider available to administer CPR, whoever is nearby will need to quickly respond. With the right knowledge, anyone can recognise when someone needs CPR and be able to give chest compressions (hands-only CPR).


nder the Health and Safety (First-Aid) Regulations 1981 (the First Aid Regulations), employers have a legal duty to ensure adequate and appropriate first aid equipment, facilities, and personnel are provided. This is a legal requirement and ensures that if someone is taken ill or injured, they can receive immediate assistance. Employers may delegate this duty to facility managers, who therefore must understand how to determine what must be provided to ensure compliance. A first aid needs assessment takes into consideration various factors, including the nature of activities that take place and the hazards and risks. It’s important to note that there aren’t set rules on what first aid provision is required for different industries. The level of provision will be more extensive for a higher-level hazard environment (such as a manufacturing facility) compared to a low-hazard one (such as a commercial office). Instead, the person carrying out the assessment must determine what will be required. The Health & Safety Executive (HSE)

has suggested the numbers of first aid personnel that need to be available at all times when people are at work. Where work activities are low level hazards and there are between 25 and 50 staff, then at least one Emergency First Aid at Work (EFAW) first aider is recommended. If this increases to over 50 people, it’s advised that there’s at least one first aider trained in First Aid at Work (FAW) for every 100 people. If a workplace has higher level hazards present and between five to 50 employees, at least one first aider trained in FAW or EFAW (depending on the type of injuries that may be sustained) is suggested. When the number of employees exceeds 50, it’s suggested that there’s at least one first aider trained in FAW for every 50 people. FIRST AID QUALIFICATIONS There are two main types of first aid qualifications: First Aid at Work (FAW) and Emergency First Aid at Work (EFAW). The first aid needs assessment will show whether a first aider (or several) is required, and whether they need to be trained in FAW or EFAW. Both FAW and EFAW qualifications must involve a practical training element, although

some may also incorporate an e-learning component (blended learning). There are several differences between the two qualifications. The EFAW course is described by the HSE as training that ‘enables a first-aider to give emergency first aid to someone who is injured or becomes ill while at work’. It includes fewer topics than the FAW course, and is designed to qualify trainers to respond confidently to emergency medical situations. It must involve a minimum of six hours of training and assessment over at least one day, following the syllabus set out in the HSE’s guidance First aid at work: The Health and Safety (First-Aid) Regulations 1981. For the FAW course, the HSE describe it as meeting the same requirements as EFAW training but it ‘also equips the first-aider to apply first aid to a range of specific injuries and illnesses’. It is more extensive and is designed to qualify trainers to respond to a range of situations, not just ones which are classed as emergencies. FAW qualifications must involve at least 18 hours of training and be run over a minimum of three days (including the assessment).

MAINTAINING FIRST AID SKILLS First aid skills should be maintained so that the individual continues to feel confident in their ability to give assistance. It also ensures they are aware of any changes to first aid guidance. This is essential for first aiders and strongly recommended for those who only have an awareness level of knowledge. Some online workplace first aid training that’s intended for individuals who aren’t first aiders has a recommended renewal period of three years. However, how often individuals refresh their knowledge may vary depending on the premises. The First Aid Regulations require qualified first aiders to undergo practical requalification training every three years. This must be arranged before the first aider’s certification expires - once it does, they are no longer considered a qualified first aider. As a minimum, both must cover the same content as the initial courses. FAW requalification courses must be at least two days long and EFAW one day. It is also recommended that first aiders undergo annual refresher training between qualifications. Annual refresher training doesn’t need to be in-person; instead, an online First Aid at Work Refresher or Emergency First Aid at Work Refresher course may be suitable. AUGUST 2022





Sodexo named in top 100 apprenticeship employers list The Department for Education has recognised Sodexo as one of the top 100 apprenticeship employers in the UK. Benchmarked against more than 500 employers in multiple sectors of the economy, Sodexo was ranked 79th on the 2022 list, with the organisation being the highest placed FM provider. The company offers a wide variety of apprenticeships, with almost 80 available in areas such as IT and business administration, FM, hospitality and catering, healthcare and prison custody, from Level 2 (GCSE equivalent) to Level 7 (degree level) schemes.

National employee survey highlights problem of toxic workplaces A new national employee survey by job aggregator, ClickJobs.io highlights how toxic many workplaces still are in the UK with millions of workers experiencing bullying, homophobic behaviour and even sexual harassment. A staggering 42 per cent admit they work in a toxic workplace with one in five (16 per cent) of employees witnessing homophobic behaviour in their workplace. Bullying (42 per cent), offensive comments (37 per cent) and discrimination (31 per cent) topped the list of inappropriate behaviours. Joe Boll, CEO at ClickJobs.io, commented: “This survey certainly shows some disturbing results and shows that employers need to continue to work hard to ensure these behaviours are removed from workplaces.”

Churchill awarded ERS Gold award Churchill Services has been recognised with the Gold award from the Defence Employer Recognition Scheme (ERS) for 2022, designed to recognise employers who are an exemplar within their sector, advocating support to the Defence People issues. One of Churchill’s current programmes is the buddying system, which allows any interested ex-service personnel to speak to others in Churchill that have a military background before applying for any specific roles. Churchill’s MD of Operations, Louisa Clarke, is one of many Churchill employees who is exservice personnel. After joining the Royal Air Force at 18, she served for over a decade as a Movements Controller.



Young construction leaders form Future Innovation Group

A new cross-specialism group has been formed to bring together the brightest young minds across the construction industry. The Future Innovation Group aims to tackle construction’s biggest issues and create a springboard for change, with new thinking from the leaders of tomorrow. Led by a steering group of placement students, the initiative is open to young people in any constructionrelated business sector – from contractors to marketeers – and is backed

by industry-leading companies including Morgan Sindall and Pagabo, Pick Everard, Wates, ISG and Faithful+Gould. Statistics show that the construction industry struggles to attract and retain people at early-stage career level, so the group is aiming to identify the reasons for this and rectify these points to build a more attractive and diverse sector. It will also look to harness the power of information, working towards making the sector more data driven.

To signal the group’s focus on innovation and operating in a data-first manner to attract young talent, the group’s first major event will be an industry-wide hackathon, featuring work sessions and talks from industry leaders. If you would like to get involved with the Group, contact: Jamie Davidson, Abigail Riddle or Rebecca Rennie via the links published here: https:// www.fmj.co.uk/youngconstruction-leaders-formfuture-innovation-group/

Hospitality sector expands learning resources with new online tool The professional body for the hospitality industry IoH (Institute of Hospitality) has joined forces with eHotelier to power a new online IoH Academy, which will enable its members to access a huge suite of learning resources 24/7. Sam Coulstock FIH, IoH Head of Professional Development, explained: “Our partnership with eHotelier is a game-changer for the IoH. Our members will now have a powerful learning tool at their fingertips, so they can learn wherever and whenever they want.” Coulstock continued: “The IoH Academy reaches far beyond basic online exercises and entertainment, the coursework ensures learners are offered genuine background, context, depth and understanding. “Continued Professional Development (CPD) is essential for every hospitality professional to stay current and push their career forward and is the cornerstone of the Institute.” Along with online learning, the IoH Academy also includes bite-sized CPD content, articles, podcasts, webinars, library and management guides, providing resources that support the Five Pillars of Hospitality Management. There are more than 250-course options available through the IoH Academy.